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.
People are born to inquire and to discover. Between two to five years old a child asks 40,000 questions.
Then we are taught to stop asking, stop seeking, and stop inquiring.
Questions are the fuel of curiosity.
Seems the concern is more about the answer and we have lost the patience for questions. Questions challenge authority. The impact: no questions, no innovation.
From the board room to a bored room, there is much to gain from Warren Berger’s new book, A More Beautiful Question.
A company that does not engage their market lends little confidence they engage their employees. A persona-driven strategy identifies characteristics through insight, data, and feedback to develop pertinent images of an ideal customer’s goals, needs, and objectives.
Social media reveals organization culture through more transparent ways than any HR engagement program.
What people want, may not be what you want to say. That gap is more realistically a chasm.
Rule #1 in communication demands you know your audience. Since there is more than one corner office rule #2 states all analytics are not equal.
Corner Office Analytics (Infographic), presented by Deloitte, offers a guide to questions each CXO needs to be able to answer. If your CXO needs to answer these questions, you can be sure they expect you provide accurate context for connection.
When I hear capability model I think competence, competence naturally leads me to motivation. So, capability model, to me, represents a human capital knowledge, ability, and skills framework.
Enterprise, systems, or business architects, view capability models as what a company needs to do to execute strategy.
Any link is a system link and strategy is only as good as the ability to execute. Within the pages of The Capable Company: Building the capabilites that make strategy work, I intend to find capability model methods that identify business and technical details needed for strategic links to execute those capabilities.
Capability models are rarely an aggregate sum of individual, people capability. It is not that organization capability is sabotaged by people capability, but organization capability rarely covers the contingency of the unwilling, the unable, and the unmotivated.
Organizations are a product of social interactions, not industry feature the people that decide avoid each other or work together are the sum of individually-motivated competence, not organization capability.
In the quest to maximize returns to shareholders executive doctrine shifted from stakeholders to shareholders. In “How Shareholders are Ruining American Business”, The Atlantic’s, Justin Fox, calls out shareholder value ideology.
Fast start questions for anyone who is a shareholder or stakeholder.