Top blog posts from 2013, from number 5 to number 1, a follow-up from Top 10 blog posts for 2015, 10 to 6 I need to rename this, annual, Top 10 to Top 10 Posts that are not Impact Assessment or Stakeholder Analysis. The impact assessment post gets three times more hits, per year, than any other post and the stakeholder post almost two times. My executive decision: retire, but, annually, if this maintains, acknowledge, the two, repeat posts. 5. Buyer persona for organization strategy and development — Software companies, product companies, and service companies have turned attention from customer transaction to customer experience. Buyer persona methods help companies identify motivation and desired experience a customer seeks. It is a great method to help move from what a company wants to sell a segment to what someone’s objective to solve. I began to adopt this method for internal change management to craft better efforts that empathize with unique user need. To many enterprise change management methods deliver one message that generically meets no one’s need. This post introduces what I call a community persona method, note: the best of buyer persona for internal communities as well as non-profit strategies. 4. Led Zeppelin page of project management — At initial blush Led Zeppelin has little to do with project management, but this post reviews multiple threads projects can take to go over like a lead balloon. The project that commits time to review historical information on what exists, before project launch, before project planning, at project initiation, itself, presents the difference between a project getting things done versus getting things accomplished. There is more to a project than written on a page. 3. Mergers and …
Closing out 2015, I look back at the year’s most viewed posts as a chance to reflect on blog topics, from project management, marketing, and mergers and acquisitions failure, here is what people viewed. In descending order: 10. Change management bottom up or top — The more you look at an organization, the more you identify where the work gets done. An executive team can not command change from the top without awareness of actual change people care about: their job, their compensation, their role, their skill, and their motivation, Stock options, bonus packages, and executive parking privilege do not resonate with the majority, let’s start with culture, forget leadership. Leadership doesn’t drive change, change relies on culture and in the case of culture, leadership is along for the ride and rarely in the driver seat for how change travels. 9. Competing values drive your organization out of business — Another post in the top 10 viewed that involves culture and business. This post, as well, advocates understanding the organization makeup of the competing values of where you are and understand the values required for where you need to get to. As a planning tool, for use from enterprise through team planning, the Competing Values Framework and Organizational Cultural Assessment Instrument in this post provide a great view of the frames that compete for resources and disrupt change. 8. The cost of culture, a 50% turnover of the Fortune 500 — Slow and steady wins the race. This was a fine rubric for a time and in a market place. Now rapid test, rapid iteration, and most important, rapid failure, keys business relevance. Today the organization that is incapable is inflexible. What does this have to do with the …
Many times what looks like a team is not a team. A collection of well-intended professionals that meet, from time-to-time, around business issues, is not a team. In What It Takes to Build a Team, John R. Anderson’s dense and rewarding read, reminds me that there is no ‘I’ in team. Identity shapes how people describe their world. The range of options that someone can identify and define their view presents little issue, until collaboration. Teams work in concert to meet common goals: Share success; Collaborate for achievement; and Willing to give up resources for the good of the collective In our world of people, process, and technology, a single item can mean multiple things. The law of identity presents a shared meaning, not mixed messages. Teams that identify ‘why’ and ‘what’ can create a shared meaning ‘how’. A team is not a team when they: Ignore broader company issues at the cost of turf issues, Yield no ground and defend their current position, and Avoid anything with the perception to make them look professionally or politically weak Successful team meetings require work, between meetings, to visit, listen, and hear out the other team-member position. Here are some team behaviors required to move meeting rhetoric to meeting results: Openness to inquiry without defensiveness; Willingness to consider improvement and change to benefit the team objective, even if that means giving up some resources or responsibilities; and Ability to think differently about their jobs and become more strategist and general manager, less focus on narrow issues within functional responsibility areas Scrum, Scram, or Scam Teams take an additional hit when delegates seem to arrive to take the place of, and hold the line for, stakeholders. Often commanded there by the stakeholder, the delegate …
Too often there is a chasm between the technology design and the user need. Technology alone is not enough. Whether a business area or a consumer product, delight is a unique feature requirement. In 2011 Steve Jobs, hosted an iPad 2, special event and I take two great points within this three-minute and 11 second video clip: Technology married with the liberal arts or the humanities creates results that delight. Apple competitive advantage is that product architecture and the organization architecture that build the products align. Intuitive products rely on user objective, not technical wizardry. From an email to a presentation, we design for reaction, from communication to technology, the goal is reaction. Features and functions of the software, hardware, and applications need seamless integration to meet user objective, not technical architecture. The design function is the user objective. Function goes beyond the lab and into the environment objective. This video reminds me, again, about good design. Technology = liberal arts + innovation In your next technology discussion think about what, exactly liberal arts and the humanities has to do with user-centered delight? video source: youtube.com/user/danapeters/
Dumb, data-driven decisions happen when numbers have no context and people have no confidence. Who? How? and So now what? improve the odds.
When innumerates run the asylum, you, your customers, and your business miss context and transparency to interpret intent.
Successful communication inspires action and is clear to others what needs to happen to meet that objective.
All communication faces daunting odds to reach each person, intention intact. Perception, bias, and noise lay between intent, action, and reaction.
To succeed in the communication obstacle course against intent, you need to make clear how to make it happen.
New conditions demand new business management strategy. Technology enabled a disruption greater than any department or team level at a company can solve.
Customers severed the business message and took control of marketing channels.
Media lost privilege, marketers lost their minds, business lost their playbook, and customer’s rewrote the rules of engagement.
We need to reengineer marketing from the outside in and then align people, process, and technology from the inside out.
Bias derails evidence for perception and perceiving is most certainly not seeing.
Bias is both a decision shortcut as well as a communication wall.
Portfolio planning, from finance disciplines, presents projects as financial portfolio option mix to meet organization strategy. Project communication deserves risk and return criteria to project a financial portfolio, not bias.
An inbound marketing campaign is a project that requires multiple points of interaction from concept, strategy, design, art, content and copy creation, and optimization to publishing, analysis, and campaign and lead nurture.
Where many of us might keep all the campaign components in their head, I sought to help manage this with a repeatable, scalable tool that helps all inbound project stakeholders manage, deliver, and analyze a strategic campaign.
This checklist lends order to the stakeholder and subject matter expert sign up, sign on, and sign off.
The speed and pace of change demands business act, respond, and accomplish so much more, with so much less. HubSpot CEO, Brian Halligan, presents the following:
> In 1983, of the 1,000, largest American companies, by 1993, 811 remained
> In 2003, of the 1,000 largest American companies, by 2013, 243 remained
That change happens is constant reality. Now constant change accelerates the decade of decay. Demand for new revenue demands new business models and human capital competency.
In 2010 I wrote a post on Fortune 500 turnover, that simple math called almost 50%. What if the period took too much hit from the dot com bubble to provide a good source, in this post I revisit those numbers and look at 2013 and 2014 Fortune 500 numbers as well.
Projects that understand what existed and what exists are both efficient and effective.
SharePoint has an incredibly rich out-of-the-box capability, but too many times the project team does not know what is capable with SharePoint.
With these self-paced, training links provide an overview of what could be to collaborate, search, publish, and file.
Project portals need to meet user objective, not IT administrator needs. More people should reject the SharePoint designer, not the SharePoint capability.
The CMO 2015 Social Landscape partnered with Aberdeen Group to create a new chart and new evaluation criteria.
New social sites since arrive all the time, did your organization invest in Pinterest? Google+?
They might be an easy, what of Qzone? Plurk? or KakauTalk?
Now with Aberdeen Group research links you can find out what the heck to allot the VK budget.
Time impacts a project business need. How a project team identifies the impact decides if time is a resource waste or resource investment.
Before you sink costs into a project and well before your project looks more like sunk costs invest time for a better appreciation.
A review of what was, what is, and what should never be, is critical to identify risk to resource commitment.
Take a page from Led Zeppelin, who borrowed heavily from others, at times, without acknowledgment, to create something grand from what was tried.