The document discusses strategies for companies to consider when starting training courses or offering trial software licenses in September, including partnering with universities to host trainings in their facilities.
Speaking about entrepreneurship - by Jacob HagemannJacob Hagemann
About 2 years ago I did this presentation about entrepreneurship at the EMBA at Lugano University.
I use my own experience and the experience of 15 entrepreneurs that participated in a short questionnaire about Entrepreneurship.
Lean Thinking is a philosophy of Aligning People to Process to Purpose to Prosper. A Lean leader has to be a mentor, coach and guide for his team. The focus is to minimize daily fire fighting and graduating towards an organization focusing on continuous improvement and innovation.
Speaking about entrepreneurship - by Jacob HagemannJacob Hagemann
About 2 years ago I did this presentation about entrepreneurship at the EMBA at Lugano University.
I use my own experience and the experience of 15 entrepreneurs that participated in a short questionnaire about Entrepreneurship.
Lean Thinking is a philosophy of Aligning People to Process to Purpose to Prosper. A Lean leader has to be a mentor, coach and guide for his team. The focus is to minimize daily fire fighting and graduating towards an organization focusing on continuous improvement and innovation.
Great team work takes careful and deliberate design and intention. It doesn't happen by chance. From hiring T-shaped designers and developers with complementary specialized skills and shared values to cultivating a user-focused process and emphasizing continuous learning and improvement, building a great Lean UX team is short of an accident.
When every single team member puts their specialized skills to good work while collaborating with each other day in and day out, magic ensues. Fostering a one-team environment across functions, geographic sites, and even departments is the single most powerful motivator.
This is a short presentation I recently gave in Sydney, Australia. In this talk I discussed the 5 key elements behind changing the behaviour of our UX team at 3 Mobile.
This was a case study discussion, and hence there was far more discussion on the journey, than prescriptive recommendations you can take from these slides.
I have a larger presentation on Managing UX Teams which you can find under the "More by user" tab.
Enjoy.
Presentation given at the Ottawa Web Meetup in October 2015.
Many small creative services agencies and startups begin hiring the same way: the first employee is often a developer, the next is a designer, and operations quickly scale from there at a mile a minute. End-users sometimes get left at the wayside in the name of artistic vision, efficiency or even - egos.
So, how do you engrain UX best practices in a team that either doesn’t have the time, see the value, or possess the skill set to do so? It’s not always fast or easy, but it is always invaluable to the growth of your business.
We’ll walk through processes and integration of user-centric best practices, skill sets, and shaping priorities in a small agency. Whether you’re a developer, designer, manager or salesperson - you’ll learn why prioritizing UX in your team will breed your best work.
The Human Side of Lean: Lessons Learned from Transforming Team Culture at Foo...Freyja Balmer
Whether you’re bringing Lean methods into a large organization or your own small startup, human factors matter. Dysfunctional teams cling to vanity metrics, produce work that doesn’t matter to anyone outside the building, squash creativity, and severely limit their ability to innovate quickly. In this presentation, Michael Greene and I share insights on how our team transformed into a high-functioning Lean mean growth-driving machine.
Assholes are Killing your Project (Monktoberfest)Donnie Berkholz
The strength of your community is the best predictor of your project's long-term viability. What happens when that community is gradually infiltrated by assholes, who infect everyone else with their constant negativity and personal attacks? Although someone may be a valuable technical contributor, that person will never contribute as much to the project as the many others who are scared away and demotivated.
This talk will teach you about the dramatic impact assholes are having on your organization today and will show you how you can begin to repair it.
La Fuente de Herón es un sistema hidráulico que por medio de la presión hidrostática produce una salida de agua a presión. Su
aplicación como su nombre indica es la de una fuente, aunque se diseñó para trasladar agua a lugares altos
A system of Daily Management (based on the work of Luftig & Warren International) that enables management of the day-to-day operation of departments or cells at the lowest possible level by the process owner. It provides the means to improve performance on an ongoing basis and lock in the hard won gains.
Visual Management is a lean communication tool to help keep focus on priority initiatives in the workplace as well as keeping your thumb on the pulse of daily operations. I will take you through the evolution of one areas visibility management system and how this has now spread through all divisions of our Pathology and Laboratory Medicine Department to become standard work. You will take away ideas and inspiration to incorporate this communication system in your workplace. Success comes from ensuring the loop of communication goes full circle from leadership to front line and back to leadership for full understanding.
A system (including the structure) to manage daily work, including
• Customer demand
• Best Practices and Standards
• Equipment & the workplace
• Improvement • People
Ten observations, provocations, and questions on design and innovation - presentation by Tim Leberecht, frog design, at Re:Publica, Berlin, April 15, 2010
Lean UX: Building a shared understanding to get out of the deliverables businessJeff Gothelf
This is the latest iteration of the Lean UX conversation as given at UX LX (Lisbon) in May of 2012. Many thanks to Jeff Patton for the opening imagery.
What The Psychology of Video Games Can Teach You About Product Engagement - J...Habit Summit
Dr. Jamie Madigan is an expert on the psychology of video games and seeks to popularize the knowledge of how various aspects of psychology can be used to understand why games are made the way they are and why players behave as they do.
He is the author of the book, GETTING GAMERS: THE PSYCHOLOGY OF VIDEO GAMES AND THEIR IMPACT ON THE PEOPLE WHO PLAY THEM.
Madigan also writes, podcasts, and lectures on how businesses can incorporate psychological principles into their products.
He is a frequent expert on the psychology of video games and has appeared in The Washington Post, Wired, The Atlantic, the Chicago Tribune, the BBC, The Guardian, and more.
Great team work takes careful and deliberate design and intention. It doesn't happen by chance. From hiring T-shaped designers and developers with complementary specialized skills and shared values to cultivating a user-focused process and emphasizing continuous learning and improvement, building a great Lean UX team is short of an accident.
When every single team member puts their specialized skills to good work while collaborating with each other day in and day out, magic ensues. Fostering a one-team environment across functions, geographic sites, and even departments is the single most powerful motivator.
This is a short presentation I recently gave in Sydney, Australia. In this talk I discussed the 5 key elements behind changing the behaviour of our UX team at 3 Mobile.
This was a case study discussion, and hence there was far more discussion on the journey, than prescriptive recommendations you can take from these slides.
I have a larger presentation on Managing UX Teams which you can find under the "More by user" tab.
Enjoy.
Presentation given at the Ottawa Web Meetup in October 2015.
Many small creative services agencies and startups begin hiring the same way: the first employee is often a developer, the next is a designer, and operations quickly scale from there at a mile a minute. End-users sometimes get left at the wayside in the name of artistic vision, efficiency or even - egos.
So, how do you engrain UX best practices in a team that either doesn’t have the time, see the value, or possess the skill set to do so? It’s not always fast or easy, but it is always invaluable to the growth of your business.
We’ll walk through processes and integration of user-centric best practices, skill sets, and shaping priorities in a small agency. Whether you’re a developer, designer, manager or salesperson - you’ll learn why prioritizing UX in your team will breed your best work.
The Human Side of Lean: Lessons Learned from Transforming Team Culture at Foo...Freyja Balmer
Whether you’re bringing Lean methods into a large organization or your own small startup, human factors matter. Dysfunctional teams cling to vanity metrics, produce work that doesn’t matter to anyone outside the building, squash creativity, and severely limit their ability to innovate quickly. In this presentation, Michael Greene and I share insights on how our team transformed into a high-functioning Lean mean growth-driving machine.
Assholes are Killing your Project (Monktoberfest)Donnie Berkholz
The strength of your community is the best predictor of your project's long-term viability. What happens when that community is gradually infiltrated by assholes, who infect everyone else with their constant negativity and personal attacks? Although someone may be a valuable technical contributor, that person will never contribute as much to the project as the many others who are scared away and demotivated.
This talk will teach you about the dramatic impact assholes are having on your organization today and will show you how you can begin to repair it.
La Fuente de Herón es un sistema hidráulico que por medio de la presión hidrostática produce una salida de agua a presión. Su
aplicación como su nombre indica es la de una fuente, aunque se diseñó para trasladar agua a lugares altos
A system of Daily Management (based on the work of Luftig & Warren International) that enables management of the day-to-day operation of departments or cells at the lowest possible level by the process owner. It provides the means to improve performance on an ongoing basis and lock in the hard won gains.
Visual Management is a lean communication tool to help keep focus on priority initiatives in the workplace as well as keeping your thumb on the pulse of daily operations. I will take you through the evolution of one areas visibility management system and how this has now spread through all divisions of our Pathology and Laboratory Medicine Department to become standard work. You will take away ideas and inspiration to incorporate this communication system in your workplace. Success comes from ensuring the loop of communication goes full circle from leadership to front line and back to leadership for full understanding.
A system (including the structure) to manage daily work, including
• Customer demand
• Best Practices and Standards
• Equipment & the workplace
• Improvement • People
Ten observations, provocations, and questions on design and innovation - presentation by Tim Leberecht, frog design, at Re:Publica, Berlin, April 15, 2010
Lean UX: Building a shared understanding to get out of the deliverables businessJeff Gothelf
This is the latest iteration of the Lean UX conversation as given at UX LX (Lisbon) in May of 2012. Many thanks to Jeff Patton for the opening imagery.
What The Psychology of Video Games Can Teach You About Product Engagement - J...Habit Summit
Dr. Jamie Madigan is an expert on the psychology of video games and seeks to popularize the knowledge of how various aspects of psychology can be used to understand why games are made the way they are and why players behave as they do.
He is the author of the book, GETTING GAMERS: THE PSYCHOLOGY OF VIDEO GAMES AND THEIR IMPACT ON THE PEOPLE WHO PLAY THEM.
Madigan also writes, podcasts, and lectures on how businesses can incorporate psychological principles into their products.
He is a frequent expert on the psychology of video games and has appeared in The Washington Post, Wired, The Atlantic, the Chicago Tribune, the BBC, The Guardian, and more.
How Independent Training Providers (ITPs) can survive and thrive in an inflat...The Pathway Group
The attached
white paper has been produced to help Independent
Training Providers (ITPs) negotiate the
uncertain economic and policy terrain.
We have a simple goal – to offer helpful
information to training providers to help
them survive and deliver what the UK needs –
a skilled, successful and happy workforce.
Essay on International Business
An Introduction to Business Essay
Essay about Business Challenges
The Role of Business Essay
Essay about My Business Idea
Starting and Running a Business Essay
Entrepreneurial Strategy and Competitive DynamicsAfter reading t.docxSALU18
Entrepreneurial Strategy and Competitive Dynamics
After reading this chapter, you should have a good understanding of the following learning objectives:
LO8.1 The role of opportunities, resources, and entrepreneurs in successfully pursuing new ventures.
LO8.2 Three types of entry strategies—pioneering, imitative, and adaptive—commonly used to launch a new venture.
LO8.3 How the generic strategies of overall cost leadership, differentiation, and focus are used by new ventures and small businesses.
LO8.4 How competitive actions, such as the entry of new competitors into a marketplace, may launch a cycle of actions and reactions among close competitors.
LO8.5 The components of competitive dynamics analysis—new competitive action, threat analysis, motivation and capability to respond, types of competitive actions, and likelihood of competitive reaction.
Learning from Mistakes
Digg was an early social network pioneer. In 2004, its founder, Kevin Rose, had an innovative idea. Rather than allow major news services to decide what the big news stories of the day were, Rose figured that people could make that choice. He founded Digg, a news-sharing site, to give them that choice.1 Users would post news articles they found interesting. Other users would then vote the story up or down and also post comments about the article. Articles that were voted up moved up in prominence on the site. Those voted down sank and eventually disappeared. The business took off and served as a front page article on BusinessWeek in 2006. Notable venture capitalists like Marc Andreessen, Ron Conway, and Greylock Partners invested $45 million in Digg. It was rumored that Google was interested in buying Digg in 2008 for a reported $200 million.
But the deal never happened, and Digg quickly fell from favor. It struggled due to two major issues—new competition and poor operational decisions. As we’ll discuss later in this chapter, innovative business ideas are typically quickly imitated. Digg faced two forms of imitation. First, Reddit and other sites came online to challenge Digg by implementing similar business models. Second, other social network sites,
247
such as Facebook and Twitter, ate away at Digg’s business by letting users share news articles they found interesting with their friends and followers. This seemed much more personalized to many, since they would be more interested in what their friends recommended than how the general population voted on Digg.
Digg also suffered by not building the resource set needed to serve their users effectively. They struggled to handle the volume of traffic on their site, leaving users frustrated when the site kept going down. When they finally went to a wholesale upgrade of their systems in 2010, there were a number of technical glitches that drove users away. They also didn’t make the site as easy to use as they should have or as easy as their competitors’ sites. As Rose himself noted, “It took eight steps to post a li ...
82 Harvard Business Review April 2008 hbr.orgCAN.docxsleeperharwell
82 Harvard Business Review | April 2008 | hbr.org
CAN YOU SUMMARIZE YOUR COMPANY’S STRATEGY in 35 words or
less? If so, would your colleagues put it the same way?
It is our experience that very few executives can honestly an-
swer these simple questions in the affi rmative. And the compa-
nies that those executives work for are often the most successful
in their industry. One is Edward Jones, a St. Louis–based bro-
kerage fi rm with which one of us has been involved for more
than 10 years. The fourth-largest brokerage in the United States,
Jones has quadrupled its market share during the past two de-
cades, has consistently outperformed its rivals in terms of ROI
through bull and bear markets, and has been a fi xture on Fortune’s
list of the top companies to work for. It’s a safe bet that just
by David J. Collis and Michael G. Rukstad
G
e
tt
y
Im
ag
e
s
an
d
I
P
N
st
o
ck
Can You Say
What
Your
Strategy Is?
1084 Collis.indd 821084 Collis.indd 82 3/4/08 10:14:03 PM3/4/08 10:14:03 PM
It’s a dirty little secret:
Most executives
cannot articulate the
objective, scope, and
advantage of their
business in a simple
statement. If they
can’t, neither can
anyone else.
1084 Collis.indd 831084 Collis.indd 83 3/4/08 10:14:09 PM3/4/08 10:14:09 PM
84 Harvard Business Review | April 2008 | hbr.org
about every one of its 37,000 employees could express the
company’s succinct strategy statement: Jones aims to “grow
to 17,000 fi nancial advisers by 2012 [from about 10,000 to-
day] by offering trusted and convenient face-to-face fi nan-
cial advice to conservative individual investors who delegate
their fi nancial decisions, through a national network of one-
fi nancial-adviser offi ces.”
Conversely, companies that don’t have a simple and clear
statement of strategy are likely to fall into the sorry category
of those that have failed to execute their strategy or, worse,
those that never even had one. In an astonishing number of
organizations, executives, frontline employees, and all those
in between are frustrated because no clear strategy exists for
the company or its lines of business. The kinds of complaints
that abound in such fi rms include:
“I try for months to get an initiative off the ground, and
then it is shut down because ‘it doesn’t fi t the strategy.’
Why didn’t anyone tell me that at the beginning?”
“I don’t know whether I should be pursuing this market
opportunity. I get mixed signals from the powers that be.”
“Why are we bidding on this customer’s business again?
We lost it last year, and I thought we agreed then not to
waste our time chasing the contract!”
“Should I cut the price for this customer? I don’t know if
we would be better off winning the deal at a lower price
or just losing the business.”
Leaders of fi rms are mystifi ed when what they thought
was a beautifully crafted strategy is never implemented.
They assume tha.
82 Harvard Business Review April 2008 hbr.orgCAN.docxfredharris32
82 Harvard Business Review | April 2008 | hbr.org
CAN YOU SUMMARIZE YOUR COMPANY’S STRATEGY in 35 words or
less? If so, would your colleagues put it the same way?
It is our experience that very few executives can honestly an-
swer these simple questions in the affi rmative. And the compa-
nies that those executives work for are often the most successful
in their industry. One is Edward Jones, a St. Louis–based bro-
kerage fi rm with which one of us has been involved for more
than 10 years. The fourth-largest brokerage in the United States,
Jones has quadrupled its market share during the past two de-
cades, has consistently outperformed its rivals in terms of ROI
through bull and bear markets, and has been a fi xture on Fortune’s
list of the top companies to work for. It’s a safe bet that just
by David J. Collis and Michael G. Rukstad
G
e
tt
y
Im
ag
e
s
an
d
I
P
N
st
o
ck
Can You Say
What
Your
Strategy Is?
1084 Collis.indd 821084 Collis.indd 82 3/4/08 10:14:03 PM3/4/08 10:14:03 PM
It’s a dirty little secret:
Most executives
cannot articulate the
objective, scope, and
advantage of their
business in a simple
statement. If they
can’t, neither can
anyone else.
1084 Collis.indd 831084 Collis.indd 83 3/4/08 10:14:09 PM3/4/08 10:14:09 PM
84 Harvard Business Review | April 2008 | hbr.org
about every one of its 37,000 employees could express the
company’s succinct strategy statement: Jones aims to “grow
to 17,000 fi nancial advisers by 2012 [from about 10,000 to-
day] by offering trusted and convenient face-to-face fi nan-
cial advice to conservative individual investors who delegate
their fi nancial decisions, through a national network of one-
fi nancial-adviser offi ces.”
Conversely, companies that don’t have a simple and clear
statement of strategy are likely to fall into the sorry category
of those that have failed to execute their strategy or, worse,
those that never even had one. In an astonishing number of
organizations, executives, frontline employees, and all those
in between are frustrated because no clear strategy exists for
the company or its lines of business. The kinds of complaints
that abound in such fi rms include:
“I try for months to get an initiative off the ground, and
then it is shut down because ‘it doesn’t fi t the strategy.’
Why didn’t anyone tell me that at the beginning?”
“I don’t know whether I should be pursuing this market
opportunity. I get mixed signals from the powers that be.”
“Why are we bidding on this customer’s business again?
We lost it last year, and I thought we agreed then not to
waste our time chasing the contract!”
“Should I cut the price for this customer? I don’t know if
we would be better off winning the deal at a lower price
or just losing the business.”
Leaders of fi rms are mystifi ed when what they thought
was a beautifully crafted strategy is never implemented.
They assume tha.
82 Harvard Business Review April 2008 hbr.orgCANromeliadoan
82 Harvard Business Review | April 2008 | hbr.org
CAN YOU SUMMARIZE YOUR COMPANY’S STRATEGY in 35 words or
less? If so, would your colleagues put it the same way?
It is our experience that very few executives can honestly an-
swer these simple questions in the affi rmative. And the compa-
nies that those executives work for are often the most successful
in their industry. One is Edward Jones, a St. Louis–based bro-
kerage fi rm with which one of us has been involved for more
than 10 years. The fourth-largest brokerage in the United States,
Jones has quadrupled its market share during the past two de-
cades, has consistently outperformed its rivals in terms of ROI
through bull and bear markets, and has been a fi xture on Fortune’s
list of the top companies to work for. It’s a safe bet that just
by David J. Collis and Michael G. Rukstad
G
e
tt
y
Im
ag
e
s
an
d
I
P
N
st
o
ck
Can You Say
What
Your
Strategy Is?
1084 Collis.indd 821084 Collis.indd 82 3/4/08 10:14:03 PM3/4/08 10:14:03 PM
It’s a dirty little secret:
Most executives
cannot articulate the
objective, scope, and
advantage of their
business in a simple
statement. If they
can’t, neither can
anyone else.
1084 Collis.indd 831084 Collis.indd 83 3/4/08 10:14:09 PM3/4/08 10:14:09 PM
84 Harvard Business Review | April 2008 | hbr.org
about every one of its 37,000 employees could express the
company’s succinct strategy statement: Jones aims to “grow
to 17,000 fi nancial advisers by 2012 [from about 10,000 to-
day] by offering trusted and convenient face-to-face fi nan-
cial advice to conservative individual investors who delegate
their fi nancial decisions, through a national network of one-
fi nancial-adviser offi ces.”
Conversely, companies that don’t have a simple and clear
statement of strategy are likely to fall into the sorry category
of those that have failed to execute their strategy or, worse,
those that never even had one. In an astonishing number of
organizations, executives, frontline employees, and all those
in between are frustrated because no clear strategy exists for
the company or its lines of business. The kinds of complaints
that abound in such fi rms include:
“I try for months to get an initiative off the ground, and
then it is shut down because ‘it doesn’t fi t the strategy.’
Why didn’t anyone tell me that at the beginning?”
“I don’t know whether I should be pursuing this market
opportunity. I get mixed signals from the powers that be.”
“Why are we bidding on this customer’s business again?
We lost it last year, and I thought we agreed then not to
waste our time chasing the contract!”
“Should I cut the price for this customer? I don’t know if
we would be better off winning the deal at a lower price
or just losing the business.”
Leaders of fi rms are mystifi ed when what they thought
was a beautifully crafted strategy is never implemented.
They assume tha ...
Original article from the Flevy business blog can be found here:
http://flevy.com/blog/the-evolution-of-business-consulting/
Professional services firms are undergoing a profound transformation. The markets are changing and the old ways of doing business are becoming obsolete. Customers paying for professional services are becoming more sophisticated and more discerning. Why are we still doing business as usual when the world around us is in such extreme flux?
The professional services industry is attractive because it requires high skill and little capital to grow firms for lawyers, accountants and consultants. Consultants today in North America and Europe are delivering services in a more independent manner, and buyers are more adept at navigating the complex integrities of client-supplier relationships.
The old pyramid model of Partner – Principal – Managing Consultant – Senior – Junior is crumbling at its base. The need to have a large contingent of junior consultants (analysts) on staff, and the economic model (blended rate with lots of cheap labor at the base) is being replaced with new more flexible hybrid models, leveraging higher skills and higher rates, with shorter projects.
If we look at management consulting as a profession, we observe a huge increase in the market supply of consultants as the “Baby Boomers” (born between 1946-64) flood the marketplace as independents, and in small boutique firms, creating new demand for their services and expertise.
Management consulting is now a mature industry in the developed economies. Arthur D. Lille founded his partnership in 1886 specialized in technical research. Frederick W. Taylor created his consulting practice in 1893. His business card read “Consulting Engineer – Systematizing Shop Management and Manufacturing Costs a Specialty.” Many other well-known brands, named after their founders, followed in the early 20 th century and been very successful businesses for several generations.
As the Industrial Revolution changed the nature of production and distribution of goods and services, demand for advice on finance, strategy and operational organization grew steadily. In the first half of the 20 th century, firms like McKinsey, Boston Consulting Group, AT Kearney, and Booz Allen Hamilton grew in influence. Harvard Business School (Monitor Group) and other fine academic institutions provided world class research into organizational design and industry best practices.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Company Valuation webinar series - Tuesday, 4 June 2024FelixPerez547899
This session provided an update as to the latest valuation data in the UK and then delved into a discussion on the upcoming election and the impacts on valuation. We finished, as always with a Q&A
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
The 10 Most Influential Leaders Guiding Corporate Evolution, 2024.pdfthesiliconleaders
In the recent edition, The 10 Most Influential Leaders Guiding Corporate Evolution, 2024, The Silicon Leaders magazine gladly features Dejan Štancer, President of the Global Chamber of Business Leaders (GCBL), along with other leaders.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Understanding User Needs and Satisfying ThemAggregage
https://www.productmanagementtoday.com/frs/26903918/understanding-user-needs-and-satisfying-them
We know we want to create products which our customers find to be valuable. Whether we label it as customer-centric or product-led depends on how long we've been doing product management. There are three challenges we face when doing this. The obvious challenge is figuring out what our users need; the non-obvious challenges are in creating a shared understanding of those needs and in sensing if what we're doing is meeting those needs.
In this webinar, we won't focus on the research methods for discovering user-needs. We will focus on synthesis of the needs we discover, communication and alignment tools, and how we operationalize addressing those needs.
Industry expert Scott Sehlhorst will:
• Introduce a taxonomy for user goals with real world examples
• Present the Onion Diagram, a tool for contextualizing task-level goals
• Illustrate how customer journey maps capture activity-level and task-level goals
• Demonstrate the best approach to selection and prioritization of user-goals to address
• Highlight the crucial benchmarks, observable changes, in ensuring fulfillment of customer needs
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
2. Back to School September is a good period for offering trainings to clients. In September, people have a more favourable attitude to education in general and most of the training courses start in September. You may find convenient partnering with a University; some of the courses may not have been started yet, and facilities more easily available. You may host the training in student computer rooms. To all the attendees a three months trial license should be offered. There is a chance that some of the free licences would convert to annual subscriptions late in December, as Christmas gift. Posted on Sep, 3 2008 Tags: trainings, education, software, license, trial, university 1
3. Conservatively In theory, the level of competition is proportional to market size and market size is proportional to competition. Anyone can be tempted by entering a market with an intense competition. A common business plan statement is: “market size is estimated at $100 Millions, we assume conservatively to get $1 Million”. Never conservative enough, I think. Top players have marketing budgets matching their size, and newcomers-business will be hardly profitable. Posted on Jul, 10 2008 Tags: competition, market, size, marketing, budget 2
4. Only 5 Inches Tall Niche markets are hot. Apart from the top five (Dassault, Ansys, MSC, Siemens PLM and LMS), Computer Aided Engineering company average size is as small as $5 Millions. Because big players don’t pursue such small markets before they eventually grow, niche software live a limited competitive pressure, i.e. bigger profits and growth. Quoting Seth Godin “because everyone in Hollywood is trying to be George Clooney, there are a lot more opportunities for the few Danny DeVito willing to show up.” My advice then is to invest (your time) in niche software companies. Posted on Jun, 27 2008 Tags: niches, cae, competition, ansys, dassault, market 3
5. Ethique-mail Seth Godin listed 36(!) things we should consider before emailing a colleague. Here are my add-ons: - In case your email is more than 500 words long, give him/her a call - In case you’re replying to more than three colleagues, you better set a meeting - And the last, If you had to pay 50 cents to send the email, would you? Posted on Jun, 11 2008 Tags: call, email, colleague, meeting, meaning, language 4
6. First Generation Traditions are practices taught by one generation to the next. Karl E. Weick, says that traditions span over three generations, on average. In corporate life, due to acquisitions and turnover, most of the employees hold the position of first - generation members. As a result, many practices are not transferred to the next generations, and once performed they disappear. Posted on Mar, 26 2008 Tags: generation, tradition, company, past, present 5
7. Fountain of Youth I’ve been thinking about companies pursuing longevity. Companies are not around forever, though a common view is that permanence is good. That's why companies build huge headquarter buildings. The reality is that the average life expectancy of all firms is only 12 years. Some attribute mortality to managers focus on the bottom line, rather than human factors. Greatness is fleeting, friends: places with the highest growth rates have the highest rate of corporate mortality. My company? It’s the exception that proves the rule. Posted on Jan, 22 2008 Tags: company, managers, growth, life, success 6
8. End of the Nation States In our interlinked economy, countries are no more relevant units of analysis. Multinational companies no longer think in terms nation states. Other units of analysis like -language, age, climate, lifestyle are much more relevant. Why should I have a subsidiary in Finland and one in Sweden? Why should I have a Nordic Office at all, instead of having a sales agent for -truck drivers- or for -gardeners- wherever they may be? At the cash register, we're all brother in arms. Posted on Dec, 25 2007 Tags: nation, sales, distribution, multinational, countries 7
9. Fluidized Competences Trying to highlight my company technical competences, I’m wondering whether we do have competencies or just competent people. Turning competent people knowledge into core competences is a critical and expensive task. Re (and) co-location of competent people does not come cheaply. The reality is that it’s hard to diffuse people skills and help the organization make profits from them. Do you think competences cost? Try incompetence, then. Posted on Dec, 9 2007 Tags: competences, people, diffuse, knowledge, skills 8
10. You Better Name It Right Naming a company is an important step when starting a business. A company name should sound different. Claris, Claritin, Claria, etc. are similar, although belong to different businesses. A Company name should also sound logical e.g. Fluent Inc. -fluid flow simulation company. Fluent’s competitor is Scryu, a Japanese company. Because the brand is what the company stands for, and Scryu definitely does not sound well in English, I’m afraid it might be not as effective as Fluent outside Japan. Another example is that of Toyota MR2, which is known by a different name in France. Rather than the MR2, it is called "Coupe MR," because "MR2" in French sounds like "merdeux," which means "shitty." When naming a company, check what the name sounds like in the most widespread languages. Posted on Nov, 20 2006 Tags: name, meaning, company, fluent, Toyota, Japan 9