1297 Posts found for Source: strategy+business

I believe CRM is built on a fallacy because customers don’t want a relationship with their bank or their grocer or their supermarket.

Tesco does not have a CRM programme. Tesco has a loyalty scheme and what this is saying is, ‘we get your data for giving you money back, and with the data we will give you a more relevant experience in our shops … [ Read more ]

Content: Quotation | Author: Arthur M. Schneiderman | Source: strategy+business | Subjects: Customer Related, IT / Technology / E-Business

There is no accepted standard for appraising the worth of nonphysical assets like brands, human capital, and managerial expertise. Yet these are the essence of 21st-century business.

Content: Article | Author: Denise Caruso | Source: strategy+business | Subjects: Accounting, Finance, Management

Organizations, like individuals, need to be in flow to operate smoothly. An organization achieves this state of equilibrium through its management layers. In other words, an organization can approach the flow zone when the positions in its hierarchy have clear, accountable tasks that are aligned to its mission and that match the skills and reach of the people at each level. Or as University of … [ Read more ]

Content: Quotation | Authors: Brian Dive, Judith McMorland | Source: strategy+business | Subjects: Human Resources, Management, Organizational Behavior

If a job has its own discrete decision-making responsibilities, different from those in positions above and below, then the individual in that job feels accountable. He or she has a clear understanding of who the boss is, what the boss expects, why the boss needs particular results, when those deliverables are needed, how those deliverables fit with the organization’s goals, and how to accomplish them. … [ Read more ]

Content: Quotation | Author: Brian Dive | Source: strategy+business | Subjects: Human Resources, Management, Organizational Behavior

In an accountable organization, a leader makes only those decisions that cannot be made by his or her direct reports — because they do not have the knowledge, skill, or experience to do so. Each layer includes only those who have the extra capability needed to deal with decisions of greater complexity than those at the level below can master.

Content: Quotation | Author: Brian Dive | Source: strategy+business | Subject: Organizational Behavior

The GMAT is a surrogate of IQ because it measures analytic abilities. Getting in the 90th percentile positions you for a career platform that starts out at a very high level. But, everyone else on that career platform has similar cognitive aptitudes. There’s very little to distinguish you on an intellectual basis. The other aptitudes turn out to matter more for real-world success, because there … [ Read more ]

Content: Quotation | Author: Daniel Goleman | Source: strategy+business | Subjects: Achievement, Intelligence

Emerging alternatives to the shareholder-centric model could help companies avoid ethical mishaps and contribute more to the world at large.

Content: Article | Author: Marjorie Kelly | Source: strategy+business | Subjects: General, Social Responsibility (ESG)

Psychologist Jerome Bruner contends that individual learning requires the construction of a mental model of reality to make meaning of our lives. In Actual Minds, PossibleWorlds (Harvard University Press, 1987), he suggested that there were two complementary ways of building such models. The first is the narrative method, or the telling of stories, and the second is the paradigmatic method, or the formation of logical … [ Read more ]

Content: Quotation | Authors: David K. Hurst, Jerome Bruner | Source: strategy+business | Subjects: Learning, Storytelling

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People (communities) can work together to create what they need and desire, “a future distinct from the past.” Focus should be on the structures of belonging, giving detailed attention to the many elements of design, location, and process that contribute to having productive conversations, gatherings, and relationships. Conversations should be structured around questions that evoke not answers, but commitment, accountability, and the possibility for transformation. … [ Read more ]

Content: Quotation | Authors: Carole Schwinn, Margaret J. Wheatley, Peter Block | Source: strategy+business | Subjects: Customer Related, Marketing / Sales

Most consumer brands are not creating value. The exceptions share a set of “energized” attributes that companies can identify and exploit.

Content: Article | Authors: Ed Lebar, John Gerzema | Source: strategy+business | Subject: Marketing / Sales

To me, the essence of development is changing the quality of life of the bottom half of the population. And that quality is not to be defined just by the size of the consumption basket. It must also include the enabling environment that lets individuals explore their own creative potential. This is more important than any mere measure of income or consumption.

Content: Quotation | Author: Muhammad Yunus | Source: strategy+business | Subjects: Economics, International

An organization’s conception of human capital is manifest in its culture, and culture is inculcated by process and behavior guidelines that are passed along as one employee imitates another. The process is most effective when the capacity for self-expression in the ranks is consonant with expectations set at the top and an autonomous spirit flourishes.

Content: Quotation | Author: Sally Helgesen | Source: strategy+business | Subjects: Culture, Human Resources, Organizational Behavior

Why is ultimately a question of purpose: Why do we exist? In most organizations, people are not encouraged to keep asking questions. As a result, people resign themselves to living with difficulties that they could actually resolve if they had a way to frame their knowledge within a larger solution.

Content: Quotation | Author: Ikujiro Nonaka | Source: strategy+business | Subject: Organizational Behavior

We have to remember in thinking about all of these things that the financial markets, for the most part, lend long and borrow short. So there are always going to be periods, unavoidably, in which expectations change for one of a million different reasons and you find people in a position where it’s hard to renew short-term loans to finance long-term debt. But we can … [ Read more ]

Content: Quotation | Author: Allan Meltzer | Source: strategy+business | Subject: Economics

In many companies, people automatically assume that explicit knowledge is more reliable and accurate—a way of thinking that dates back at least to the era of scientific management.When an executive says, “Cut to the chase, just give me the numbers,” he or she is declaring his allegiance to episteme by attempting to exclude information that arrives through subjective means.

But organizations that favor explicit over tacit … [ Read more ]

Content: Quotation | Author: Sally Helgesen | Source: strategy+business | Subject: Knowledge

Businesspeople are mostly in the dark about how their organizational design — the “lines and boxes” signifying reporting relationships in a hierarchy — should be arranged. But most businesspeople can tell when it’s working and when it’s not, because they know when they’re in the “flow zone.” A number of researchers, most prom­inently the psychologist Mihaly Csikszentmihalyi, have identified the value of flow, the state … [ Read more ]

Content: Article | Author: Brian Dive | Source: strategy+business | Subjects: Management, Organizational Behavior

Companies need to assess their workforces today, but they should also look at their likely needs as conditions change.

Content: Article | Authors: DeAnne Aguirre, Laird Post, Louisa Finn | Source: strategy+business | Subject: Human Resources

Metrics that convey the effectiveness of an innovative new product can affect that product’s success. For example, the concept of horsepower was invented to measure the power of the steam engine. More recently, metrics have been invented for “clock speed” of microprocessors and “gallons per 100 miles” for fuel efficiency. Using innovative metrics can make it easier for marketers to appeal to potential customers by … [ Read more ]

Content: Article | Author: Michael Schrage | Source: strategy+business | Subject: Innovation

It has been clear since the days of Adolf Berle and Gardiner Means – who published their breakthrough book, The Modern Corporation and Private Property, in 1932 – that business ownership is often separated from its most vital element, control. These [for-benefit business] designs go further by concentrating control in a deliberately chosen group, selected as stewards of the firm’s living mission. Ownership shares can … [ Read more ]

Content: Quotation | Author: Marjorie Kelly | Source: strategy+business | Subjects: Corporate Governance, Miscellaneous