IBM1620A, reengineering, marketing, Toby Elwin, blog

Reengineering marketing

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.

wonder woman, change management, Toby Elwin, blog

The change in change management

Change management goes beyond features and functions. Feature and function change management is product change management.

Change management goes beyond scope or requirements. Scope and requirement change management is project change management.

The change that change management needs is an account for how process and technology change the way people meet their objectives.

capable company, book, cover, Toby Elwin, blog

The Capable Company by the book

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.

Heretics Guide to Best Practices, cover, book, Toby Elwin, blog

Heretic’s Guide to Best Practices by the book

A look at what other’s have done to achieve success certainly offers a chance to avoid the aches and scrapes of heading into the unchartered wild of learning.  Surely there is a needed guide to best practices. In business, learning the hard way may come at the cost of professional or organization survival.  It is a jungle out there. Instead of winding your way through the bush to create a new trail, take a shortcut others have used, save time, as logic goes.  Time is money. In business a shortcut to a new option is a best practice.  Anyone in an organization today has heard about another’s best practice.  Usually best practice comes up to frame a challenge – a big challenge: “I read about this organization that also wanted to … “ “This happened at a Fortune 10 company and they did … …

design, tools, persona, Toby Elwin, blog

4 design tools to meet persona context

In business we constantly design. By design I include that we design meetings, we design strategy, we design communication, we design training, and we design projects and programs.

Some design efforts, such as strategy, business process re-engineering, or talent engagement initiatives, may result in new processes, new standards, or new tasks, but the design goal remains: adoption and utility.

project management, process, promise, Toby Elwin, blog

Project management is not a process, but a promise

A project introduces something new.  New requires change from what was to a promise of what will. The project deliverable, or promise, undertaken without a process is a leap in the dark. No sane person will take a leap in the dark without some promise or rational premise of: What will be, What it will cost to get there, and How long it might take to get Process reduces risk. Project management process reduces project risk and reduced risk increases a project’s success rate.  The project goal enables the firm goal and the project promise enables organization promise. A project launched to a promise to deliver on time, on budget, and within scope relies on a team of people to manage project process, but does not hold project process above the promise. Process as hope Project management is a reliable, repeatable process to …

bureaucracy, organization chart, Tom Fishburne

The bureaucracy option to manage risk

Policy, procedure, and bureaucracy tend to creep as an organization grows in size:  revenues, market share, employees. With that creep does organization culture benefit with bureaucracy? Bureaucracy may, indeed, provide organizations a strong case to manage risk. While a small organization may have flexibility and ad hoc procedures based on one-on-one interactions, as an organization adds people the original interactions of smaller teams are stretched beyond first-level interaction. This means the track record of things that may have been consistent is now flexed beyond first-level accountability. You expect an organization grows to meet the demand of added revenue. However, if your original processes and procedures were flexible and not well-documented, you now run a risk to quality when you grow to fast. If the wheel wobbles at 5mph then at 65mph the wheel is teeth rattling. The Internet, as a tool, is a good example …

Fistful of beans 04/06/2011

3 things I’ve seen, read, or thought might seed results: 1. Learning Fosters Psychologically Healthy Workplaces — CLO Magazine The American Psychological Association (APA) recently awarded 8 companies with their Psychologically Healthy Workplace Awards (PHWA). The companies were rated on five different criteria: employee involvement, health and safety, work-life balance, employee recognition, and employee growth and development. 74% of working PHWA Americans reported they have participated in workplace training. 74% of PHWA respondents said they were satisfied with their employer’s training and development opportunities, while just 44% of overall survey respondents were satisfied 32% of overall respondents said they were seeking employment elsewhere, compared to only 6% of employees at PHWA recipients. Organizations that offer multiple training opportunities help to keep people engaged in their jobs by giving them chances to learn new skills, new information, and new ways to do things.  This both …

9 views into your organization with a project management lens, Toby Elwin, blog,

9 views into your organization with a project management lens

Project management offers a way to breathe new life into your organization’s competitive and operational advantage, but why is project management seemingly stuck in the engineering or scientific theory world of wonks? Project management may look like an engineering, top-down control process, but project management is less process and more a discipline:  like accounting. Anyone familiar with accounting knows asset classification and assignment within financial statements is in no way a science or process of absolutes, but an art and a style; hence the rising need of forensic accounting and Sarbanes Oxley-like compliance. Is the disregard for project management the secret boondoggle that helps enterprise IT vendors and chop shops hit us with cost overruns and incredible failure rates? If project management was at the forefront of management and organization capability, we’d see more clearly the likelihood of failure before vendor selection. …

Custer, Sitting Bull, Toby Elwin, blog

IT failure, too much information in Information Technology

Technology enables information access and facilitates information sharing. But why do so many information technology projects fail? 74% of all projects fail, come in over budget, or run past the original deadline* 90% of major Information Technology (IT) project initiatives fail to be completed on time and on budget* A survey by the international consulting firm KPMG finds that 56% of IT projects globally fail, but believe that 56% is an underestimation of the scale of the problem UK IT Director Forum Certus believes that failure rate of IT projects is closer to 90% Why is the information part of information technology failing to deliver projects? Why do we continue to spend so much of operations strategy on the technology portion of the common people, process, and technology framework when clearly it is the people that define the process and the people …

tasmanian devil, strategic plan, Toby Elwin, blog

The devil in the details — the strategic plan

I find people have a tendency to become too involved too quickly with tactics. Tactics include what to buy, what to build, what to move. Strategy is why build, why buy, why move.

Much of your organization is involved in the detail of execution, it is illogical they are not strategically aligned. When your team discovers tactics they deliver align to organization goals there is clear purpose in what they do.

Purpose provides motivation.

The meat of the strategic planning process is the goals-objectives-actions value chain. People may have other definitions for goals, objectives, and actions, and bristle at the rigidity of the definitions, however, a single use for each term will remove interpretation and confusion.