Archivo de la etiqueta: Strategic management

Digital Marketing Roadmaps – @intersection1 by Mark Smiciklas


social media strategy roadmap

Are you a fan of those BIG strategic reports? You know… the ones that never get read, gather cobwebs at the back of your filing cabinet or get used to keep the door to your office propped open.

You will be happy to know that your Intersection Digital Marketing Road Map will be presented in a visual, concise and easy to read format.

You will receive a straightforward, no-nonsense plan that includes sets of strategies, tactics and objectives for your organization to work through over a six to twelve month period.

The following areas make up the framework that’s used to design your digital road map:

  1. Research
  2. Planning
  3. Implementation
  4. Management
  5. Measurement

The end result is a manageable plan that is customized to your specific marketing and communication needs – and takes into account the capacity of your organization.

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Gabriel Catalano - human being | #IN.perfección®:

A 2007 McKinsey innovation report, based on a survey of nearly 1400 executives from around the world showed that the executives unanimously agreed (94%) that people and corporate culture were the most important drivers of innovation. In another major study of 759 firms across 17 major economies, “Corporate Culture” was found to be the primary driver of radical innovation (Radical Innovation Across Nations: The Preeminence of Corporate Culture, Journal of Marketing, Jan. 2009). Booz Allen has been surveying the Global 1000 firms and reporting on them since 2005. In their latest report (The Global Innovation 1000, Why Culture is Key, Issue 65, Winter 2011), they concluded:

 

“The elements that make up a truly innovative company are many: a focused innovation strategy, a winning overall business strategy, deep customer insight, great talent, and the right set of capabilities to achieve successful execution. More important than any of the individual elements, however, is the role played by corporate culture — the organization’s self-sustaining patterns of behaving, feeling, thinking, and believing — in tying them all together.”

 

Unfortunately, enterprise culture is a slippery concept. Scholars define it as the bundle of attitudes, experiences, values, norms, assumptions and beliefs embraced by managers and employees; these, in turn, guide behavior. Regrettably, these elements of the definition of culture are equally slippery, with the result that any executive who wants to create a culture of innovation will have no way to measure the current culture; and without measurement, he or she will find it difficult, if not impossible, to identify a clear point at which to intervene and create positive change.

 

Recognizing this problem, in this book, I offer a model for capturing an innovative culture. I scoured the fields of organizational dynamics, leadership, behavioral science, corporate entrepreneurship and innovation to find theoretical frameworks and models that described organizational culture and culture of innovation. Specifically, I looked for instruments and assessment tools that were actionable; a primary need for all executives hoping to bring about change. In doing so, I found extensive research and models from academia, consulting firms and enterprises themselves, spanning over 30 years.

Originalmente publicado en Innovation at Work:

The Culture of Innovation

Hope you all had a great summer (in the northern hemisphere) and peaceful winter down below! Can’t believe that it is already October!

Before I took off for summer, I was hoping to finish off a task I had started in March – summarizing and giving you snippets from my recent book in Spanish. Unfortunately, that didn’t happen. Anyway, for first time readers, the book is titled (translated from Spanish), “Innovation 2.0: Why do we forget about the people when we talk about innovation? A practical way to create a culture of innovation.” Available from: (U.S. Amazon website, Spain Amazon website, Profit Editorial website, In e-book format from todoebook.com).

To help first time readers navigate and regular readers recall what we have covered thus far, I will quickly summarize my previous 5 blogs.

 March 2012 blog: My New Book

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The Role of the Chief Strategy Officer


By Taman H. Powell and Duncan N. AngwinBy understanding how the duties of the chief strategy officer (CSO) can vary significantly from organization to organization, boards and CEOs can make better decisions about which type of CSO is necessary for their leadership teams.



THE CHIEF STRATEGY OFFICER
 (CSO) is a comparatively new but increasingly important role in many organizations. To explore the role of the CSO, we conducted 24 interviews with CSOs at U.K. companies that are part of the FTSE 100 Index, across a number of industrial sectors. Secondary data — company reports, strategy documents and presentations — were used to complement the interviews. All interviews were conducted either at the CSO’s office or via telephone and followed the same semistructured outline and set of questions.

They were transcribed verbatim and analyzed through qualitative data management software.From the outset, it was clear that there was a variation in CSO roles, focused on two dimensions.

The first dimension was the stage of the strategy process in which the CSO was involved. Our findings identified a significant demarcation between whether the CSO was focused on the formulation of the strategy or the execution of the strategy.

The second dimension of variation was how the CSO engaged in the strategy process. Some CSOs were facilitators, advising business units during the strategy formulation or assisting in the execution. Other CSOs were enactors, far more likely to execute the strategy process by themselves or with their team.Based on variation in the roles carried out by the CSOs, we have developed a typology of four CSO archetypes. Sigue leyendo

Basic Reasons to Audit Balanced Scorecard | by Sam Miller


http://ezinearticles.com

No matter what kind of business you are currently running, you surely understand the importance of reviewing and auditing its financial performance and all types of documents that contain this valuable info. Well, there is no doubt about the fact that the financial aspect is highly meaningful for any company, but what about other things that may seriously affect the financial results? These ones are definitely worth measuring as well.

Nowadays, there are different kinds of tools applied to assess these aspects and the Balanced Scorecard system is one of those that are currently considered the most affordable, comprehensive and reliable evaluation instruments. That is why it seems to be highly important to audit balanced scorecard as well. However, it makes sense to find out the essence and value of this scorecard first. Just like any other kind of audit, this one will help you compare the current performance of your organization with the basic criteria that matter in your business. These may include industry standards, successful practices and results as well as their importance for your business in particular. A scorecard audit (if performed accurately and correctly) helps get an independent and unbiased evaluation of how exactly you manage to track your business performance in general and the validity and quality of the data required for the assessment process in particular.

A typical audit model involves around 17 aspects that comprise such dimensions as scorecard content, its value, technical power and methods of reporting. This model provides the impartial and reliable data that may be further applied to improve the most problematic issues. Balanced Scorecard audit is one of the best ways to evaluate the overall success of your business system and realize your strategic goals more effectively.

What are those reasons, however, that make scorecard audit a necessity for any company concerned with its performance? >>>> Sigue leyendo

Why Strategy Matters in Business


“Strategy without tactics is the slowest route to victory. Tactics without strategy is the noise before defeat.” Sun Tzu

A business strategy is a set of planned tactics, or steps, that ensure a successful business. A strategy must be carefully planned and executed in order to achieve a desired goal. Starting a new business or advancing a company to the next level is no different. A strategy is the direction one must take to reach the desired goal and tactics are steps that need to be taken to travel in the right direction. Almost all businesses have five strategies in common – marketing strategy, product strategy, pricing strategy, financial strategy, and operational strategy. It is imperative that entrepreneurs take time to research and create a strategic business plan with all of the steps included and stretching your business forward.

1. Marketing Strategy

Marketing strategy targets a desired audience and designs advertisements aimed at that particular audience. This strategy also involves researching similar businesses, their products and /or services, and their advertising methods. Companies can use this information to outshine the competitor’s advertisements, products, and services. Today, one of the most popular, as well as successful, marketing strategies is social media, in all its forums and platforms, on the internet… Sigue leyendo

Business Strategy Innovation Diamond (BSID)


http://www.innovationexcellence.com
by Braden Kelley

Continuing my quest to surface some classics that the Innovation Excellence audience will have never seen, here is another from 2007:I would like to introduce a visual metaphor that the consultants use at Business Strategy Innovation. It’s called, predictably enough, the Business Strategy Innovation Diamond, or the BSID. There is another reason we use it, to “ID” the “BS” in an organization. Now a lot of people would represent strategy as the top of a pyramid, processes in the middle, and systems as the base of a pyramid, but that ignores two of the most important tools in any organization – policies and reporting. Business Strategy Innovation instead starts with a diamond that looks like this:

Business Strategy Innovation Diamond

Here is an example of how the Business Strategy Innovation Diamond can help you structure an organizational analysis project: Sigue leyendo

In case you missed them, see which articles were most popular with our readers in the third quarter of this year.



Clouds, big data, and smart assets: Ten tech-enabled business trends to watch graphic 1. BUSINESS TECHNOLOGY
Clouds, big data, and smart assets: Ten tech-enabled business trends to watch
Advancing technologies and their swift adoption are upending traditional business models. Senior executives need to think strategically about how to prepare their organizations for the challenging new environment. In a set of accompanying podcasts, leading experts offer their views on how these trends will evolve and change business models.
Why good bosses tune in to their people graphic 2. GOVERNANCE
Why good bosses tune in to their people
Know how to project power, counsels Stanford management professor Bob Sutton, since those you lead need to believe you have it for it to be effective. And to lock in your team’s loyalty, boldly defend their backs.
Global forces: An introduction graphic 3. STRATEGY
Global forces: An introduction
Five crucibles of change will restructure the world economy for the foreseeable future. Companies that understand them will stand the best chance of shaping it. In a related video commentary, McKinsey director Peter Bisson discusses the importance of spotting trends and building them into corporate strategy.
Sigue leyendo
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