Let’s cut to the point: Scaled Agile Framework (SAFe) offers a great approach to large companies that want to embrace Agile; …
Belief to build, the skeptic’s dilemma
Time and time again, teams are put together and asked to build a solution. The skeptics on these teams, those that …
High performance team of me
Many times what looks like a team is not team. A high performance team is beyond skin deep and requires shared …
Dumb, data-driven marketing decisions
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.
Subjective communication objective
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.
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.
Fast Start — Corner Office Analytics
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.
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 capabilities 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.
Change management and the law of identity
Identity shapes how people describe their world. The range of options that someone can identify and define their view presents little issue, until collaboration.
In our world of people, process, and technology, a single item can mean multiple things.
The cost of culture and the U.S. auto industry
The Atlantic posted an article that jumped out at me: Why Companies Fail. This fantastic article, posted in a journal the …
Media’s two tribes — Rupert Murdoch’s Wall
In a follow up to July 12th’s post Media’s two tribes – charging for content The Atlantic’s James Fallows reports The …
Why your business strategy is a project portfolio
The ability to scope and deliver a project is a competitive advantage.
The best organizations realize project management capability as a strategic differentiator, the lagging organizations only staff project management skills within Information Technology departments.
I now rely on the term portfolio planning to describe the translation of strategy to a group of project options an organization can undertake. A portfolio view projects priority using the same risk and return criteria capital expenditures and other financial or strategic commitments are evaluated.
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