When companies struggle, blame is usually placed outside of the organization. And whether the culprits include an economic downturn, unfavorable regulatory actions, or geopolitical challenges, conventional wisdom supports the notion that external disruptions — beyond a company’s control — are most likely to seal its fate.
Devil’s Advocate: A Methodology to Improve Competitive IntelligenceDr. Avner Barnea
Creating an influential CI unit, with strong capabilities in analysis. The methodology of Devil’s Advocate can Improve Competitive Intelligence performance
Productive Disruptors - Five Characteristics that Differentiate Transformatio...Megan Aparicio
This document discusses the characteristics of successful digital transformation leaders. It finds that these leaders are defined as "productive disruptors" - they are innovative and disruptive, but also socially adept and able to engage people in the transformation process. A study assessed 28 digital leaders and found they significantly differ from other executives in five key areas: they are more disruptive, socially adept, determined, bold in their leadership, and innovative. The top digital leaders are able to think outside the box, challenge traditions, cut through bureaucracy, and communicate a vision of ambitious but realistic innovation.
2013 q1 McKinsey quarterly - Putting time to workAhmed Al Bilal
This document discusses time management challenges at organizations and provides potential solutions. It begins by noting that a McKinsey survey found just 9% of senior executives were highly satisfied with their time management and about a third were dissatisfied. It then argues that the roots of this issue go beyond individual time management and require organizational solutions such as time budgets, better organizational design, tools, and incentives. Several articles in the document explore how senior leaders can better prioritize efforts to align their organizations and boost productivity through improved time management, social media skills, and increasing the meaningfulness of work. The document aims to help executives address challenges of limited time in leading their organizations effectively.
Small Business Decision Analysis: A View from the TrenchesRobert Brown
Dr. Bush and I describe our experience applying the principles of decision analysis to small business, which typically do not have access to as many informed resources as larger organizations where decision analysis is more routinely applied.
Published in "Decision Analysis Today," newsletter of the INFORMS Decision Analysis Society, Volume 29, No. 1, April 2010, pg. 16.
[Whitepaper] Building Blocks of Behavioral Strategy: How to De-Bias Your Deci...Flevy.com Best Practices
The document discusses cognitive biases that can negatively impact strategic decision making. It explains that biases are human tendencies that cause irrational deviations from rational decisions. There are two main categories of biases - emotional biases caused by feelings and cognitive biases caused by incomplete information or inability to analyze data properly. The document identifies 9 common cognitive biases, provides examples of each, and suggests that understanding and managing biases can lead to more logical decisions. It also presents 5 "building blocks of behavioral strategy" that can help decision makers recognize and counteract biases.
Great ideas, innovation, and sustainable solutions are what we all hope for when corporations and nonprofits come together to achieve a goal. The results of high quality partnerships can be powerful, yet the hard work required to discover and effectively maximize the strengths of each organization requires creativity, discipline, and commitment. Are you looking for new insights on how to build and sustain strategic partnerships? Do you want to better equip your organization to face potential partnership obstacles?
1) Gamification uses game design techniques and game mechanics to enhance non-game contexts like contact centers. It can motivate employees and improve performance.
2) The document discusses how gamification can address psychological needs and motivations through elements like badges, leaderboards, and levels.
3) It presents a gamification platform called PONY designed specifically for contact centers that tracks metrics like SLA, difficulty of calls, and knowledge base use to reward agents.
IT Project Success through Corporate ProfilingITPSB Pty Ltd
Corporate profiling is a process that provides an in-depth blueprint of an organization's structure, technology, people, processes, and relationships with customers. It promotes visibility, collaboration, and accountability to improve decision making for IT projects. The document discusses how corporate profiling involves unbundling an organization into different categories and layers, profiling core processes, and examining external factors to assess drivers for new IT systems and ensure success.
Devil’s Advocate: A Methodology to Improve Competitive IntelligenceDr. Avner Barnea
Creating an influential CI unit, with strong capabilities in analysis. The methodology of Devil’s Advocate can Improve Competitive Intelligence performance
Productive Disruptors - Five Characteristics that Differentiate Transformatio...Megan Aparicio
This document discusses the characteristics of successful digital transformation leaders. It finds that these leaders are defined as "productive disruptors" - they are innovative and disruptive, but also socially adept and able to engage people in the transformation process. A study assessed 28 digital leaders and found they significantly differ from other executives in five key areas: they are more disruptive, socially adept, determined, bold in their leadership, and innovative. The top digital leaders are able to think outside the box, challenge traditions, cut through bureaucracy, and communicate a vision of ambitious but realistic innovation.
2013 q1 McKinsey quarterly - Putting time to workAhmed Al Bilal
This document discusses time management challenges at organizations and provides potential solutions. It begins by noting that a McKinsey survey found just 9% of senior executives were highly satisfied with their time management and about a third were dissatisfied. It then argues that the roots of this issue go beyond individual time management and require organizational solutions such as time budgets, better organizational design, tools, and incentives. Several articles in the document explore how senior leaders can better prioritize efforts to align their organizations and boost productivity through improved time management, social media skills, and increasing the meaningfulness of work. The document aims to help executives address challenges of limited time in leading their organizations effectively.
Small Business Decision Analysis: A View from the TrenchesRobert Brown
Dr. Bush and I describe our experience applying the principles of decision analysis to small business, which typically do not have access to as many informed resources as larger organizations where decision analysis is more routinely applied.
Published in "Decision Analysis Today," newsletter of the INFORMS Decision Analysis Society, Volume 29, No. 1, April 2010, pg. 16.
[Whitepaper] Building Blocks of Behavioral Strategy: How to De-Bias Your Deci...Flevy.com Best Practices
The document discusses cognitive biases that can negatively impact strategic decision making. It explains that biases are human tendencies that cause irrational deviations from rational decisions. There are two main categories of biases - emotional biases caused by feelings and cognitive biases caused by incomplete information or inability to analyze data properly. The document identifies 9 common cognitive biases, provides examples of each, and suggests that understanding and managing biases can lead to more logical decisions. It also presents 5 "building blocks of behavioral strategy" that can help decision makers recognize and counteract biases.
Great ideas, innovation, and sustainable solutions are what we all hope for when corporations and nonprofits come together to achieve a goal. The results of high quality partnerships can be powerful, yet the hard work required to discover and effectively maximize the strengths of each organization requires creativity, discipline, and commitment. Are you looking for new insights on how to build and sustain strategic partnerships? Do you want to better equip your organization to face potential partnership obstacles?
1) Gamification uses game design techniques and game mechanics to enhance non-game contexts like contact centers. It can motivate employees and improve performance.
2) The document discusses how gamification can address psychological needs and motivations through elements like badges, leaderboards, and levels.
3) It presents a gamification platform called PONY designed specifically for contact centers that tracks metrics like SLA, difficulty of calls, and knowledge base use to reward agents.
IT Project Success through Corporate ProfilingITPSB Pty Ltd
Corporate profiling is a process that provides an in-depth blueprint of an organization's structure, technology, people, processes, and relationships with customers. It promotes visibility, collaboration, and accountability to improve decision making for IT projects. The document discusses how corporate profiling involves unbundling an organization into different categories and layers, profiling core processes, and examining external factors to assess drivers for new IT systems and ensure success.
Knowledge management will play an important role in addressing the consumerization of IT and the changing role of IT departments. As more technologies originate from the consumer space, knowledge management strategies will be needed to capture, organize, and facilitate access to both explicit and tacit knowledge across the organization. Some knowledge management areas that may see increased demand include community management, social collaboration, taxonomy and tagging, curation, analytics and business intelligence, and change management as IT departments aim to embrace new technologies while mitigating risks. Effective change management approaches focus on starting with early adopters, addressing concerns of the skeptical, and demonstrating clear value to critics in order to drive organizational adoption of new ways of working.
This document provides a summary of global growth forecasts and top growth opportunities. It discusses trends in the world economy such as slowing recovery from recession led by emerging markets. Specific industries and countries with strong growth potential are highlighted, including biotechnology, eCommerce, Africa, and partnerships for growth. Strategies are proposed for capitalizing on these opportunities through alliances and focusing investments.
controls, it could negatively impact the convenience • MasterCard Government Solutions: www.dcmo.defense.gov/support/purchasecard
and efficiency of the entire program. So it’s in everyone’s www.mastercard.com/gov • General Services Administration SmartPay:
interest to prevent fraud from happening in the first place • U.S. General Accounting Office: www.gsa.gov/smartpay
through education and awareness. www.gao.gov • National Association of State Auditors,
The second step is to monitor transactions closely. • U.S. Office of Management and Budget: Comptrollers and Treasurers:
The document discusses the rise of global regulatory standards for insurers. It notes that in response to the 2008 financial crisis, the G20 endorsed developing requirements for insurers designated as globally systemically important (G-SIIs). The International Association of Insurance Supervisors (IAIS) published a methodology for identifying G-SIIs and requirements intended to lower the risk they pose. These include enhanced supervision, effective resolution plans, and additional capital requirements. The document outlines the three-tier framework comprising baseline global standards (ICPs), additional standards for internationally active insurers (ComFrame), and more stringent requirements for G-SIIs. It provides details on new qualitative and quantitative requirements for G-SIIs relating to risk management, separation
Only Human: The Emotional Logic of Business Decisionsgyro
In order to better understand and quantify the role that emotional human factors play in decision making, gyro partnered with Fortune Knowledge Group to survey more than 700 high-level executives from a variety of disciplines across nine industries. We asked pointed questions about their hopes and fears, how they choose their partners, and how they deal with the tremendous complexities of business decision making within this hyperconnected world.
This is a study from late 2006 of Canadian chain retail executive opinion of issues around social and environmental responsibility. It was published under my previous business name. Many of this finding still apply today.
This interview summary provides details about Dr. Jeanne Ross and her work on IT governance:
- Dr. Ross is a principal researcher at MIT's Center for Information Systems Research and has focused her work on issues of IT management, governance, enterprise architecture, and organizational change.
- Her book on IT governance was inspired by research identifying a link between clarified IT decision rights and improved business value. The book aimed to provide a quantitative and qualitative understanding of effective IT governance frameworks.
- IT governance is commonly misunderstood as being about individual IT decisions rather than the overall framework for assigning accountability and responsibility for decisions. The interview provides Dr. Ross' definition of IT governance as the "decision rights and accountability framework for encouraging
Hyper Decision Making Whitepaper - Complete and Final - March 2015Dr. Ted Marra
Hyper-decision making aims to build an organization's capability to consistently make optimal strategic and operational decisions. This requires increasing an organization's "decision intelligence quotient" which depends on factors like effective people, processes, HR and IT systems, culture, infrastructure, and understanding of the business context. With more decisions needing to be made faster under greater uncertainty and complexity, developing high decision intelligence is imperative for organizations to remain competitive through improved agility and resilience.
2018 human trends rise of the social enterpriseVALUES & SENSE
The document discusses the rise of social enterprises. Key points:
1. Organizations are increasingly judged on their relationships with workers, customers, communities and society, not just financial performance. Building these relationships is important for reputation and attracting talent.
2. Factors driving this rise include the growing power of individuals like millennials who expect companies to have social purpose, and expectations that businesses will address issues governments cannot.
3. The 10 trends in the report, like the symphonic C-suite and managing the workforce ecosystem, reflect the need for organizations to become social enterprises that listen to external stakeholders and address societal issues.
This document summarizes research from the Marketing Leadership Council on how B2B marketers are evolving their digital capabilities. It finds that most marketers have consolidated digital expertise but now face challenges integrating tactics. The report is structured to address these challenges, exploring how to 1) increase impact through integration by managing a continuous digital presence, 2) focus content strategy and activation, and 3) strengthen multichannel analytics. It provides observations for senior marketers advancing their organizations' digital capabilities.
The document discusses stakeholder theory and stakeholder management approaches. It defines stakeholders as any group that can affect or be affected by a company's actions, including suppliers, customers, employees, communities and owners. The stakeholder management approach argues that trust, trustworthiness and cooperation between a company and its stakeholders can provide competitive advantages. When conducting a stakeholder analysis as a CEO, one would map stakeholder relationships, assess their power and interests, develop strategies to create win-win outcomes, and consider how actions might affect stakeholders.
MIT Sloan - What Makes a Board Digitally SavvyNichole Jordan
The document discusses research finding that companies with boards that have digital experience and expertise ("digitally savvy boards") significantly outperform companies whose boards lack digital skills. Some key findings include:
- Companies with 3 or more directors with experience in technology fields or digital roles had 17% higher profit margins, 38% higher revenue growth, and 34% higher returns than companies with fewer digitally savvy directors.
- Nearly all industries are undergoing digital transformation, but some sectors like information industries have a higher percentage of digitally savvy boards already.
- Digitally savvy boards ask strategic questions about how technology can transform business models and customer experience, rather than just seeing tech as an implementation issue. They push
The document discusses the evolution and increasing prevalence of advisory boards. It notes that advisory boards are becoming more common as companies seek to manage risk, identify opportunities, and build resilience in complex environments. Advisory boards provide independent expert advice on issues like sustainability, stakeholder expectations, and societal issues. The document analyzes 150 large European companies and finds that two-thirds have advisory boards, which on average consist of 7 members and meet 2-4 times per year. It identifies three common phases in the development of advisory boards: starting as internal committees, then focusing on specific issues, and ultimately evolving into mature advisory boards that address a wide range of strategic themes. Experts provide perspectives on how advisory boards can effectively influence companies when they have
Driving Social Business Transformation with The Microsoft Platform - Symon Ga...SPC Adriatics
Recent research by MIT Sloan Management shows that 70% of CEO’s believe that Social Business will important to their organisation within three years, and that many believe that social business offers opportunities to transform their organisations. But many organisations are being held back due to a lack of strategy, no clear business case or value proposition and competing priorities. Industry analysts Gartner estimates that 80% of social business efforts will fail.
This session will define clearly define social business, show how to align social business initiatives with competitive strategy and present a framework for social business transformation using Microsoft technologies including SharePoint, Office365, Yammer and Dynamics CRM. Based on a blend of consulting expertise, real world stories and on-going doctoral research we go beyond sound bites, rhetoric, and anecdotes and deliver practical guidance grounded in management science and experience that will enable you to complete your successful social business transformation.
The Productivity Puzzle: Insights from the Dynamic Capabilities FrameworkDavid Teece
This document discusses the productivity puzzle and proposes that a lack of strong dynamic capabilities in firms and ecosystems is a contributing factor.
It begins by defining productivity, competitive advantage, and the productivity puzzle. It then contrasts ordinary capabilities focused on efficiency with dynamic capabilities focused on innovation, sensing opportunities, and transforming.
The document argues that dynamic capabilities are more important for competitive advantage and productivity growth in knowledge-intensive industries. It also discusses how clustering and regional innovation ecosystems can foster dynamic capabilities and knowledge spillovers.
The conclusion is that focusing only on neoclassical views of productivity is too narrow and that entrepreneurship, dynamic capabilities in firms, and supportive ecosystems and governance need to be central to understanding and addressing the
Corporate America faces a crisis of public trust. Research shows that trust in businesses is at a 10-year low, yet corporations continue to increase spending on social responsibility and philanthropy. This disconnect between actions and reputation shows that restoring trust will require more than just increased donations - companies must focus on effectively managing their reputations through transparency and accountability. A strong reputation can constitute up to 90% of a company's market value, so repairing trust is critical for corporate America.
The document discusses open systems and collaboration as emerging solutions for organizations. [1] Open systems reject bureaucracy and encourage participation, diversity, and new rules. [2] Due to new technologies, the ability to communicate, engage participants, and see spontaneous action is widespread. [3] The success of smaller, more innovative companies shows that larger organizations should decentralize to better adapt to changing environments.
Tuesday's Leaders. Enabling Big Data, a Boston Consulting Group Report.BURESI
The document discusses six key capabilities that are essential for companies to successfully leverage big data: 1) Identifying innovative opportunities through a culture of experimentation and collaboration between data and business experts, 2) Building trust with consumers by being transparent about data use and providing control/benefits, 3) Laying a technical foundation with scalable, flexible platforms that support both existing and new data applications, 4) Shaping the organization through a center of excellence and linking data specialists to business units, 5) Participating in emerging big data ecosystems through strategic partnerships, and 6) Making relationships work by creating an open culture for partnering and data sharing. Speed is critical, as companies that quickly build these capabilities can realize big data's potential faster
The document discusses the emerging role of the chief data officer (CDO) in organizations. It summarizes that as data and analytics have become more important, having a single leader dedicated to developing an enterprise-wide data strategy is necessary to fully leverage data. The CDO can envision how to use data across the organization, activate real change by using data to impact the business, and transform the culture to be more data-driven. The document outlines barriers to establishing the CDO role but emphasizes the value they provide in making organizations more competitive through their data.
Knowledge management will play an important role in addressing the consumerization of IT and the changing role of IT departments. As more technologies originate from the consumer space, knowledge management strategies will be needed to capture, organize, and facilitate access to both explicit and tacit knowledge across the organization. Some knowledge management areas that may see increased demand include community management, social collaboration, taxonomy and tagging, curation, analytics and business intelligence, and change management as IT departments aim to embrace new technologies while mitigating risks. Effective change management approaches focus on starting with early adopters, addressing concerns of the skeptical, and demonstrating clear value to critics in order to drive organizational adoption of new ways of working.
This document provides a summary of global growth forecasts and top growth opportunities. It discusses trends in the world economy such as slowing recovery from recession led by emerging markets. Specific industries and countries with strong growth potential are highlighted, including biotechnology, eCommerce, Africa, and partnerships for growth. Strategies are proposed for capitalizing on these opportunities through alliances and focusing investments.
controls, it could negatively impact the convenience • MasterCard Government Solutions: www.dcmo.defense.gov/support/purchasecard
and efficiency of the entire program. So it’s in everyone’s www.mastercard.com/gov • General Services Administration SmartPay:
interest to prevent fraud from happening in the first place • U.S. General Accounting Office: www.gsa.gov/smartpay
through education and awareness. www.gao.gov • National Association of State Auditors,
The second step is to monitor transactions closely. • U.S. Office of Management and Budget: Comptrollers and Treasurers:
The document discusses the rise of global regulatory standards for insurers. It notes that in response to the 2008 financial crisis, the G20 endorsed developing requirements for insurers designated as globally systemically important (G-SIIs). The International Association of Insurance Supervisors (IAIS) published a methodology for identifying G-SIIs and requirements intended to lower the risk they pose. These include enhanced supervision, effective resolution plans, and additional capital requirements. The document outlines the three-tier framework comprising baseline global standards (ICPs), additional standards for internationally active insurers (ComFrame), and more stringent requirements for G-SIIs. It provides details on new qualitative and quantitative requirements for G-SIIs relating to risk management, separation
Only Human: The Emotional Logic of Business Decisionsgyro
In order to better understand and quantify the role that emotional human factors play in decision making, gyro partnered with Fortune Knowledge Group to survey more than 700 high-level executives from a variety of disciplines across nine industries. We asked pointed questions about their hopes and fears, how they choose their partners, and how they deal with the tremendous complexities of business decision making within this hyperconnected world.
This is a study from late 2006 of Canadian chain retail executive opinion of issues around social and environmental responsibility. It was published under my previous business name. Many of this finding still apply today.
This interview summary provides details about Dr. Jeanne Ross and her work on IT governance:
- Dr. Ross is a principal researcher at MIT's Center for Information Systems Research and has focused her work on issues of IT management, governance, enterprise architecture, and organizational change.
- Her book on IT governance was inspired by research identifying a link between clarified IT decision rights and improved business value. The book aimed to provide a quantitative and qualitative understanding of effective IT governance frameworks.
- IT governance is commonly misunderstood as being about individual IT decisions rather than the overall framework for assigning accountability and responsibility for decisions. The interview provides Dr. Ross' definition of IT governance as the "decision rights and accountability framework for encouraging
Hyper Decision Making Whitepaper - Complete and Final - March 2015Dr. Ted Marra
Hyper-decision making aims to build an organization's capability to consistently make optimal strategic and operational decisions. This requires increasing an organization's "decision intelligence quotient" which depends on factors like effective people, processes, HR and IT systems, culture, infrastructure, and understanding of the business context. With more decisions needing to be made faster under greater uncertainty and complexity, developing high decision intelligence is imperative for organizations to remain competitive through improved agility and resilience.
2018 human trends rise of the social enterpriseVALUES & SENSE
The document discusses the rise of social enterprises. Key points:
1. Organizations are increasingly judged on their relationships with workers, customers, communities and society, not just financial performance. Building these relationships is important for reputation and attracting talent.
2. Factors driving this rise include the growing power of individuals like millennials who expect companies to have social purpose, and expectations that businesses will address issues governments cannot.
3. The 10 trends in the report, like the symphonic C-suite and managing the workforce ecosystem, reflect the need for organizations to become social enterprises that listen to external stakeholders and address societal issues.
This document summarizes research from the Marketing Leadership Council on how B2B marketers are evolving their digital capabilities. It finds that most marketers have consolidated digital expertise but now face challenges integrating tactics. The report is structured to address these challenges, exploring how to 1) increase impact through integration by managing a continuous digital presence, 2) focus content strategy and activation, and 3) strengthen multichannel analytics. It provides observations for senior marketers advancing their organizations' digital capabilities.
The document discusses stakeholder theory and stakeholder management approaches. It defines stakeholders as any group that can affect or be affected by a company's actions, including suppliers, customers, employees, communities and owners. The stakeholder management approach argues that trust, trustworthiness and cooperation between a company and its stakeholders can provide competitive advantages. When conducting a stakeholder analysis as a CEO, one would map stakeholder relationships, assess their power and interests, develop strategies to create win-win outcomes, and consider how actions might affect stakeholders.
MIT Sloan - What Makes a Board Digitally SavvyNichole Jordan
The document discusses research finding that companies with boards that have digital experience and expertise ("digitally savvy boards") significantly outperform companies whose boards lack digital skills. Some key findings include:
- Companies with 3 or more directors with experience in technology fields or digital roles had 17% higher profit margins, 38% higher revenue growth, and 34% higher returns than companies with fewer digitally savvy directors.
- Nearly all industries are undergoing digital transformation, but some sectors like information industries have a higher percentage of digitally savvy boards already.
- Digitally savvy boards ask strategic questions about how technology can transform business models and customer experience, rather than just seeing tech as an implementation issue. They push
The document discusses the evolution and increasing prevalence of advisory boards. It notes that advisory boards are becoming more common as companies seek to manage risk, identify opportunities, and build resilience in complex environments. Advisory boards provide independent expert advice on issues like sustainability, stakeholder expectations, and societal issues. The document analyzes 150 large European companies and finds that two-thirds have advisory boards, which on average consist of 7 members and meet 2-4 times per year. It identifies three common phases in the development of advisory boards: starting as internal committees, then focusing on specific issues, and ultimately evolving into mature advisory boards that address a wide range of strategic themes. Experts provide perspectives on how advisory boards can effectively influence companies when they have
Driving Social Business Transformation with The Microsoft Platform - Symon Ga...SPC Adriatics
Recent research by MIT Sloan Management shows that 70% of CEO’s believe that Social Business will important to their organisation within three years, and that many believe that social business offers opportunities to transform their organisations. But many organisations are being held back due to a lack of strategy, no clear business case or value proposition and competing priorities. Industry analysts Gartner estimates that 80% of social business efforts will fail.
This session will define clearly define social business, show how to align social business initiatives with competitive strategy and present a framework for social business transformation using Microsoft technologies including SharePoint, Office365, Yammer and Dynamics CRM. Based on a blend of consulting expertise, real world stories and on-going doctoral research we go beyond sound bites, rhetoric, and anecdotes and deliver practical guidance grounded in management science and experience that will enable you to complete your successful social business transformation.
The Productivity Puzzle: Insights from the Dynamic Capabilities FrameworkDavid Teece
This document discusses the productivity puzzle and proposes that a lack of strong dynamic capabilities in firms and ecosystems is a contributing factor.
It begins by defining productivity, competitive advantage, and the productivity puzzle. It then contrasts ordinary capabilities focused on efficiency with dynamic capabilities focused on innovation, sensing opportunities, and transforming.
The document argues that dynamic capabilities are more important for competitive advantage and productivity growth in knowledge-intensive industries. It also discusses how clustering and regional innovation ecosystems can foster dynamic capabilities and knowledge spillovers.
The conclusion is that focusing only on neoclassical views of productivity is too narrow and that entrepreneurship, dynamic capabilities in firms, and supportive ecosystems and governance need to be central to understanding and addressing the
Corporate America faces a crisis of public trust. Research shows that trust in businesses is at a 10-year low, yet corporations continue to increase spending on social responsibility and philanthropy. This disconnect between actions and reputation shows that restoring trust will require more than just increased donations - companies must focus on effectively managing their reputations through transparency and accountability. A strong reputation can constitute up to 90% of a company's market value, so repairing trust is critical for corporate America.
The document discusses open systems and collaboration as emerging solutions for organizations. [1] Open systems reject bureaucracy and encourage participation, diversity, and new rules. [2] Due to new technologies, the ability to communicate, engage participants, and see spontaneous action is widespread. [3] The success of smaller, more innovative companies shows that larger organizations should decentralize to better adapt to changing environments.
Tuesday's Leaders. Enabling Big Data, a Boston Consulting Group Report.BURESI
The document discusses six key capabilities that are essential for companies to successfully leverage big data: 1) Identifying innovative opportunities through a culture of experimentation and collaboration between data and business experts, 2) Building trust with consumers by being transparent about data use and providing control/benefits, 3) Laying a technical foundation with scalable, flexible platforms that support both existing and new data applications, 4) Shaping the organization through a center of excellence and linking data specialists to business units, 5) Participating in emerging big data ecosystems through strategic partnerships, and 6) Making relationships work by creating an open culture for partnering and data sharing. Speed is critical, as companies that quickly build these capabilities can realize big data's potential faster
The document discusses the emerging role of the chief data officer (CDO) in organizations. It summarizes that as data and analytics have become more important, having a single leader dedicated to developing an enterprise-wide data strategy is necessary to fully leverage data. The CDO can envision how to use data across the organization, activate real change by using data to impact the business, and transform the culture to be more data-driven. The document outlines barriers to establishing the CDO role but emphasizes the value they provide in making organizations more competitive through their data.
Technology Venture Assessment - Thomas TriumphThomas Triumph
Initial thoughts on assessing technology ventures proposed to an incubator:
1) A structured evaluation process is necessary to improve accuracy in predicting success and yield higher returns, even with just one additional successful venture. 2) The document outlines several strategies for evaluating new ventures, including embracing both quantitative and qualitative factors, exploring all sides of opportunities, and using outside experts. 3) Key metrics for assessment are identified across categories like market potential, technical feasibility, competition, and return on investment. Weighted scoring of ventures allows comparison.
The document provides a framework for developing and implementing a corporate sustainability strategy plan. It begins by discussing surveys that found awareness of sustainability's importance is growing among executives, but there is lack of consensus on what matters and how to measure its impact. The plan's goals are to help the company be recognized as accountable, assure capital market access, outperform on sustainability returns, and build reputation. The proposed framework involves 6 phases: 1) creating a sustainability culture, 2) mapping strategy areas, 3) benchmarking governance and finance standards, 4) assessing issues, 5) setting strategies and goals, and 6) an action plan. Benchmarking to standards like the Equator Principles and Dow Jones Sustainability Index can help lower costs
Strategic Source Solutions is a Stanford technology entrepreneur team with a vision of sharing client risk to expand businesses beyond historic markets. They discuss challenges like emerging markets shifting economic power, the need for innovation, and challenges from new global competitors. They propose learning about situations and people, creating solutions, doing by implementing plans, and adapting when needed. The document discusses issues like balancing local autonomy and global scale, organizational structure, transparency, talent, and mastery through stages of increasing expertise. Their goal is finding ways to engage and share risks to help clients build and expand business.
This document discusses how data and analytics can enable better decision making across businesses. It notes that while data-driven companies are more likely to report improved decision making, only 1 in 3 executives say their organization is highly data-driven. It also discusses challenges such as barriers related to skills and understanding data, and how most companies have not matured in their data analytics capabilities. The document advocates combining data science with business experience and judgment to make the best decisions.
Week# 4 1. Using specific examples from your personal professi.docxalanfhall8953
Week# 4
1. Using specific examples from your personal / professional life as well as specific theories from the text, please react to Peter Drucker's article, "Managing Knowledge Means Managing Oneself" posted in the Readings for the Week. What can you take from this article to use in your own organization? What do you consider your most significant leadership trait? (200 words)
http://hbswk.hbs.edu/archive/2712.html
2. Identify a person or persons who you consider a leader. What types of power do they use to accomplish their goals? How can you use these same types of power in your life? (200 words)
Week# 5
1. What does it take to be an effective communicator? Citing specific examples from the readings and your own experiences, who is the best communicator you know? Why do you consider that person to be so? (200 words)
2. Discuss some of the issues (positive and negative) that you have found in group decision making. What are some of the pros and cons and how, in your personal experiences, have you handled them? (200 words)
ORGB 2008
Case Assignment
CHAPTER 10:
DECISION MAKING BY INDIVIDUALS AND GROUPS
[File contains 1 case with quiz]
3M’s Conundrum of Efficiency and Creativity
Well-known innovative companies, like Minnesota Mining and Manufacturing (3M), that are successful share at least four fundamental characteristics: (1) Putting people and ideas at the heart of the management philosophy. (2) Giving people opportunities and latitude to develop, try new things, and learn from their mistakes. (3) Building a strong sense of openness, trust, and community throughout the organization. (4) Facilitating the mobility of talent within the organization. 3M believes in the power of ideas and individual initiative; and recognizes that entrepreneurial behavior will continue to flourish only if management is willing to accept and even applaud well-intentioned failure. Innovation, the traditional hallmark of 3M’s business operations and success, is a process that thrives on multiple, diverse, independent and rapid experimentation, in a failure-tolerant environment that values and accommodates constructive conflict.
The creative and innovative orientation of 3M and in particular a tolerance for failure or defects or errors came under serious attack in late 2000. When former General Electric executive James McNerney took over as CEO of 3M in December 2000, he immediately began implementing Six Sigma. Management programs such as Six Sigma are designed to identify problems in work processes, and then use rigorous measurement to reduce variation, eliminate defects, and increase efficiency. When initiatives such as Six Sigma become embedded in a company’s culture, as they did at 3M, creativity and innovation can easily get squelched. In mid-2005, when McNerney departed 3M to take the CEO’s job at Boeing, he left his successors with the difficult question of whether the relentless emphasis on efficiency had made 3M a less creative company.
Accordin.
In Brian's new book, he outlines therising threat of Digital Darwinism, thephenomenon that affects organizationswhen technology and society evolvefaster than the ability to adapt. It's morethan social media. It's the confluenceof disruptive technology and theevolution of consumer behavior. Briandepicts how leadership can surviveDigital Darwinism by understandingcustomer and employee behavior,their expectations, and how it differsfrom traditional consumers of the past.He reviews disruptive technology,innovative business models, and newopportunities. He also demonstratesbest practices and methodologies toalign the organization with a commonand meaningful vision and strategy, andshared objectives.
The document discusses five common barriers to innovation: inadequate funding, risk avoidance, organizational "silos", time commitments, and incorrect measures of success. It provides questions to consider for each barrier and potential strategies to overcome them, such as leveraging networks, prototyping ideas quickly, and developing new measures of success beyond financial metrics alone. Overcoming these barriers requires understanding stakeholders, managing risks, and freeing up time for innovative work.
The Mandate for Agile Measurement by BECKONAmanda Roberts
It’s no secret that the marketing landscape is changing faster than ever. Savvy marketers use this relentless pace to their advantage, testing, experimenting and optimizing their way to the top.
As data proliferates at a dizzying rate, marketing’s age-old questions haven’t changed. Agile marketing is, at heart, a way to answer and act on these fundamental questions at the speed and scale of modern marketing. And it mandates a new approach to measurement—one based on speed, iteration and business-building insights.
Based on analyzing over 220,000 organizational surveys over 10 years, the authors have identified 10 principles of organizational DNA that determine a company's ability to execute strategy effectively. They found that companies generally fall into 7 archetypes, from least to most effective: passive-aggressive, overmanaged, outgrown, fits-and-starts, just-in-time, military-precision, and resilient. While structure is often seen as the solution, decision rights and information flows are actually twice as important to performance. Both tangible and intangible elements like norms and commitments must be addressed to build a high-performing organization.
Good bi governance is just good business (educause review) | educause.eduJim Nottingham
The document discusses the importance of good governance for successful business intelligence (BI) initiatives in higher education. It outlines three key concepts for BI success: 1) understanding the nature and drivers of BI, 2) establishing a quality governance model, and 3) navigating the operating culture of higher education. A quality governance model includes clearly defined executive, strategic, and operational decision-making groups. These groups help prioritize projects, ensure accountability, and foster high trust and communication between stakeholders. However, challenges include the risk-averse and siloed culture of higher education which can stall projects for years if key stakeholders are not properly engaged through the governance process.
This document summarizes an IBM executive report on using business analytics to gain competitive advantage. It discusses how analytics can help organizations understand customer behavior, risks, and regulations to inform strategic decision making. The report finds that while technology barriers to analytics are decreasing, organizational culture challenges remain, such as integrating data across departments and establishing a leadership mandate to make decisions based on facts. It recommends that organizations lay the foundation for fast responses, extract value by aligning objectives with integrated data, and use predictive analytics to detect opportunities. When applied to understanding customers, risks, and regulations, analytics can help optimize performance in today's complex environment.
CSIC research fellow Tracey Wright interviews 12 DC-area small businesses to explore how they use social media to communicate their socially responsible business practices to their stakeholders.
These are the slides from a talk given on March 4, 2012 at the Harvard Business School Entrepreneurship Conference. It summarizes ten key lessons in being a great product leader from over a decade of experience in consumer software.
It is based on a lecture given on the same topic on August 31, 2011 at LinkedIn.
This document discusses how organizations can better link decisions and information to improve organizational performance. It identifies three levels of linking information and decisions: loosely coupled, structured human decisions, and automated decisions. The document provides examples of each approach, such as creating a financial data mart to loosely inform various financial decisions, using analytics and decision process structuring to improve targeted decisions like pricing, and automating operational decisions through embedded rules and algorithms. The goal is to optimize how information supports and improves decision making at all levels of the organization.
Diversity initiatives are missing the point. here’s how to fix them world e...Anshumali Saxena
Most diversity, equity, and inclusion (DEI) initiatives are treated as risk-avoidance exercises rather than drivers of positive business outcomes. The article proposes using multi-criteria decision analysis (MCDA), specifically the analytic hierarchy process (AHP), to integrate DEI perspectives and goals into corporate decision-making processes. AHP allows companies to draw out diverse views, build DEI criteria into decision models, and ensure decisions benefit from diverse voices and are made in an inclusive and equitable manner. This can improve business outcomes by building buy-in for DEI initiatives and enabling stakeholders to integrate their knowledge and perspectives into decisions.
How Banks Can Close the 'Value Gap' and Regain Customer TrustJoseph M Bradley
Across the globe, banks have faced a wide array of challenges in recent years. At a time of rapidly changing consumer expectations, upstarts from outside
the traditional banking industry have used technology to disrupt incumbents.
Top Predictions for the Internet of Everything Era Joseph M Bradley
The document outlines predictions for the Internet of Everything era across three main themes: hyperaware, predictive, and agile. It predicts that by 2025, devices will harvest their own power and sensor densities of 10,000 per room will be common. Big data will help with decision-making. A more connected world will fundamentally change how people live and work, requiring adaptability to disruption and new business models.
This document discusses how business virtualization can help companies unleash true innovation power in the 21st century. It outlines 10 principles of business virtualization including choosing a path of differentiation, moving decision making closer to customers, leveraging partnerships, and building a listening infrastructure. Examples are given of companies like Ritz-Carlton, Samsung, Tesco, GE, Target, and IBM that have applied these principles through practices like empowering employees, partner innovation programs, collaboration tools, open innovation platforms, customer data analysis, and focusing on customer lifetime value. Zynga is highlighted as exemplifying business virtualization through its lightweight infrastructure, outsourcing of non-core functions, and scaling games based on usage patterns.
By fostering BYOD with proper management and a BYOD-ready governance model and network, companies can move from merely reacting to employee demand to harnessing a latent — and potent — source of value.
One of the clearest expressions of this cloud-driven change is the emergence of lines of business (LOBs) — human resources, sales, R&D, and other areas that are end users of IT — both as direct consumers of cloud-based services, and as ever more prominent influencers of companies’ IT agendas.
Internet of Everything: A $4.6 Trillion Public-Sector OpportunityJoseph M Bradley
More than perhaps any technological advance since the dawn of the Internet, the Internet of Everything (IoE) — the networked connection of people, process, data, and things — holds tremendous potential for helping public-sector leaders address their many challenges, including the gap separating citizen expectations and what governments are currently delivering.
New Opportunities for Technology-Driven Business TransformationJoseph M Bradley
The core disruptive technologies of mobile Internet, business analytics, social networking,
and cloud computing will transform the preferred IT delivery and deployment models for
global enterprises.
How Much Value Are Private-Sector Firms Capturing from IoEJoseph M Bradley
Technology infrastructure and tools are essential, but it’s the effective application of technology that will separate winners from losers in the IoE Economy.
Capture Your Share of $14.4 Trillion Embrace the Internet of EverythingJoseph M Bradley
The Internet of Everything (IoE) creates $14.4 trillion in Value at Stake — the combination of increased revenues and lower costs that is created or will migrate among companies and industries from 2013 to 2022.
A cloud revolution is brewing, and it promises to radically transform the way we compete, collaborate, and consume business services. Indeed, in an economy as volatile and hypercompetitive as today’s, the cloud’s potent mix of simplicity, security, faster innovation, and lower operating costs is proving increasingly attractive. For many businesses—small, medium, and large—the time to adopt this game-changing approach is now.
Connecting the world with the Internet of Everything. For retailers, the Internet of Everything offers seamless interconnectivity that improves their customer's experience and grows their bottom line.
Connecting the world with the Internet of Everything. For retail banking, early adopters of the Internet of Everything are gaining competitive advantage,
Connecting the world with the Internet of Everything. For educational institutions, the Internet of Everything is helping scale teachers, providing richer more interactive and more flexible content anywhere, anytime, on any device - ultimately driving better outcomes for students.
Unveiling the Dynamic Personalities, Key Dates, and Horoscope Insights: Gemin...my Pandit
Explore the fascinating world of the Gemini Zodiac Sign. Discover the unique personality traits, key dates, and horoscope insights of Gemini individuals. Learn how their sociable, communicative nature and boundless curiosity make them the dynamic explorers of the zodiac. Dive into the duality of the Gemini sign and understand their intellectual and adventurous spirit.
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Explore the details in our newly released product manual, which showcases NEWNTIDE's advanced heat pump technologies. Delve into our energy-efficient and eco-friendly solutions tailored for diverse global markets.
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.
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
Top mailing list providers in the USA.pptxJeremyPeirce1
Discover the top mailing list providers in the USA, offering targeted lists, segmentation, and analytics to optimize your marketing campaigns and drive engagement.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Easily Verify Compliance and Security with Binance KYCAny kyc Account
Use our simple KYC verification guide to make sure your Binance account is safe and compliant. Discover the fundamentals, appreciate the significance of KYC, and trade on one of the biggest cryptocurrency exchanges with confidence.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
The Strategy Implementation System offers a structured approach to translating stakeholder needs into actionable strategies using high-level and low-level scorecards. It involves stakeholder analysis, strategy decomposition, adoption of strategic frameworks like Balanced Scorecard or OKR, and alignment of goals, initiatives, and KPIs.
Key Components:
- Stakeholder Analysis
- Strategy Decomposition
- Adoption of Business Frameworks
- Goal Setting
- Initiatives and Action Plans
- KPIs and Performance Metrics
- Learning and Adaptation
- Alignment and Cascading of Scorecards
Benefits:
- Systematic strategy formulation and execution.
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- Enhanced alignment and strategic focus across the organization.
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The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Brian Fitzsimmons on the Business Strategy and Content Flywheel of Barstool S...Neil Horowitz
On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
25. Horizons Cisco IBSG
Survey Report
About Cisco IBSG Horizons Horizons is a multimodal research and analysis program designed to identify business transformation opportunities fueled by technology innovation. Horizons’ multimodal approach focuses on three core areas: (1) primary research such as customer surveys, focus groups, and subject-matter-expert interviews; (2) in-depth secondary research from market leaders and influencers; and (3) the application of predictive analytics to garner insights about technology innovations and quantify their impacts.
For more information about the Cisco IBSG Horizons Collaboration study, please contact:
Joseph Bradley Cisco IBSG Research & Economics Practice josbradl@cisco.com
Jeff Loucks Cisco IBSG Research & Economics Practice jeloucks@cisco.com
James Macaulay Cisco IBSG Research & Economics Practice jmacaula@cisco.com
Andy Noronha Cisco IBSG Research & Economics Practice anoronha@cisco.com