Driek Desmet, Ewan Duncan, Jay Scanlan, Marc Singer
While companies often obsess about the “boxes and lines” of organizational structure, it’s more important—and significantly more difficult—to focus on processes and capabilities.
Content: Quotation | Authors: Driek Desmet, Ewan Duncan, Jay Scanlan, Marc Singer | Source: McKinsey Quarterly | Subjects: Management, Organizational Behavior
Marc Singer
Marketing’s most important role in driving digital growth is through insights from a consumer perspective about the opportunities and threats that the organization faces. One way to do that is with a sharp view of where a company is winning or losing in the consumer decision journey. Marketing should be the agent or catalyst for cross-functional coordination in the organization to capitalize on where you’ve … [ Read more ]
Content: Quotation | Author: Marc Singer | Source: McKinsey Quarterly | Subject: Marketing / Sales
Marc Singer
The main lessons of an agile approach are to test in a sandbox of appropriate size and then have a plan for scaling that mitigates risks.
Content: Quotation | Author: Marc Singer | Source: McKinsey Quarterly | Subject: Management
Six Building Blocks for Creating a High-Performing Digital Enterprise
Digitization affects almost everything in today’s organizations, which makes capturing its benefits uniquely complex. Here are the most important aspects that winning companies consider.
Content: Article | Authors: Driek Desmet, Ewan Duncan, Jay Scanlan, Marc Singer | Source: McKinsey Quarterly | Subject: IT / Technology / E-Business
Unbundling the Corporation
The forces that fractured the computer industry are bearing down on all industries. In the face of changing interaction costs and the new economics of electronic networks, companies must ask themselves the most basic of all questions: what business are we in?
Content: Article | Authors: John Hagel III, Marc Singer | Source: McKinsey Quarterly | Subjects: Economics, Strategy
John Hagel III and Marc Singer
Beneath the surface of most companies are three kinds of businesses—a customer relationship business, a product innovation business, and an infrastructure business. Although organizationally intertwined, these businesses differ a great deal. …These three businesses rarely map neatly to a corporation’s organizational structure. Rather, they correspond to what are popularly called “core processes”—the cross-functional work flows that stretch from suppliers to customers and, in combination, define … [ Read more ]
Content: Quotation | Authors: John Hagel III, Marc Singer | Source: McKinsey Quarterly | Subjects: Economics, Strategy
Managing Your Business as if Customer Segments Matter
As customers’ needs fragment, marketers must develop common, actionable segmentations and integrate segment-level goals into planning and performance-management processes.
Content: Article | Authors: Marc Singer, Peter W. Dahlström, Sean R. Collins | Source: McKinsey Quarterly | Subjects: Customer Related, Marketing / Sales
Sean R. Collins, Peter W. Dahlström, and Marc Singer
The central challenge of a segmentation strategy isn’t how to develop one—a variety of approaches work—but how to make it useful and integrate it into a company’s ongoing planning and performance-management efforts. The segmentation must explicitly link corporate financial objectives to the behavior of people in a segment and to customer experience goals. This linkage allows general managers and marketers to understand how the experiences … [ Read more ]
Content: Quotation | Authors: Marc Singer, Peter W. Dahlström, Sean R. Collins | Source: McKinsey Quarterly | Subjects: Customer Related, Management, Marketing / Sales
Net Worth
Content: Book | Authors: John Hagel III, Marc Singer | Subjects: IT / Technology / E-Business, Trends / Analysis