Modelul Quadra specifică direcțiile și opțiunile strategice utilizate în Formularea Strategiei. Modelul strategic al unei firme reprezintă în mod uzual un mix al mai multor direcții și opțiuni strategice. Avantajul competitiv tranzitoriu se obține prin actualizarea periodică a Modelului strategic al firmei, pentru adaptarea la schimbările și evoluțiile mediului de business extern (macro-economic și micro-economic) și a celui intern (competențe, cunoaștere, leadership, cultură organizațională).
The Strategic Business Model (SBM) Canvas has been updated, reflecting mainly the new unified Penta Model framework. For the PDF version, go to Issuu:
http://issuu.com/home/statistics/publications/strategic_business_model_canvas_4da034c0e38aaf
Strategic Performance and Risk Integration. The related article can be found on LinkedIn Pulse, at https://www.linkedin.com/pulse/strategic-performance-risk-integration-mihai-ionescu
Summary of the Strategy Formulation Workflow (June 2015). See the PDF version at: http://issuu.com/mihaiionescu7/docs/strategy_formulation_workflow__summ
Exemple și formate ilustrative privind sistemul de Planificare Strategică a Guvernului (2016). Planșe utilizate (parțial) în emisiunea Money News TV cu același subiect: https://youtu.be/L20LyVnr-fA
Modelul Quadra specifică direcțiile și opțiunile strategice utilizate în Formularea Strategiei. Modelul strategic al unei firme reprezintă în mod uzual un mix al mai multor direcții și opțiuni strategice. Avantajul competitiv tranzitoriu se obține prin actualizarea periodică a Modelului strategic al firmei, pentru adaptarea la schimbările și evoluțiile mediului de business extern (macro-economic și micro-economic) și a celui intern (competențe, cunoaștere, leadership, cultură organizațională).
The Strategic Business Model (SBM) Canvas has been updated, reflecting mainly the new unified Penta Model framework. For the PDF version, go to Issuu:
http://issuu.com/home/statistics/publications/strategic_business_model_canvas_4da034c0e38aaf
Strategic Performance and Risk Integration. The related article can be found on LinkedIn Pulse, at https://www.linkedin.com/pulse/strategic-performance-risk-integration-mihai-ionescu
Summary of the Strategy Formulation Workflow (June 2015). See the PDF version at: http://issuu.com/mihaiionescu7/docs/strategy_formulation_workflow__summ
Exemple și formate ilustrative privind sistemul de Planificare Strategică a Guvernului (2016). Planșe utilizate (parțial) în emisiunea Money News TV cu același subiect: https://youtu.be/L20LyVnr-fA
By including HR threat assessments as part of your risk management program, your organization could predict, prevent, and mitigate damage from any human capital threat.
No Competitive Advantage can last forever. It is always transient. That is why, sooner or later, the committed quest for designing and building a Next Transient Competitive Advantage becomes of paramount importance for any business wishing to achieve or sustain its success in the future. The Competitive Advantage Cycle describes the evolution of companies and business lines from their Current Competitive Advantage to their Next & Future ones. When we move along the Competitive Advantage Cycle, our Strategic Focus is shifting, closing in sequence the Strategic Coherence Gaps for the Consecutive Strategic Destinations that we are aiming to reach. Access the PDF version of this document at: http://issuu.com/mihaiionescu7/docs/competitive_advantage_cycle and the associated video at: https://youtu.be/CMfT_Q89I-E
We asked a panel of risk management professionals how strategic risk stacks up at their organizations. Here are the results. To find out more about Wdesk for Enterprise Risk Management, go to https://www.workiva.com/products/enterprise-risk-management.
THE STRATEGIC BUSINESS MODEL CANVAS DESCRIBES THE CORRELATIONS BETWEEN THE COMPONENTS OF THE STRATEGY.
A JOURNEY FROM THE CURRENT STATUS TOWARDS THE STRATEGIC DESTINATION, WHERE THE NEW TRANSIENT COMPETITIVE ADVANTAGE WILL BECOME EFFECTIVE.
THE STRATEGIC [CORPORATE] GOALS ARE THE KEY QUANTIFIERS OF STRATEGY’S SUCCESS ALONG THE STRATEGIC HORIZON. THEY REPRESENT THE WINNING ASPIRATIONS.
THE STRATEGIC CHOICES DEFINE THE STRATEGIC POSITIONING.
THEY ARE GROUPED IN TWO BUILDING BLOCKS:
- VP VALUE PROPOSITION (‘HOW-TO-WIN’)
- MB MARKET BOUNDARIES (‘WHERE-TO-PLAY’)
EACH MAJOR PRODUCT/SERVICE LINE OF A COMPANY REQUIRES A SPECIFIC STRATEGIC CHOICES MIX (VP + MB), BECAUSE THE STRATEGIC POSITIONING MAY BE DIFFERENT FOR EACH PRODUCT/SERVICE LINE.
THE CORE CAPABILITIES ARE THE ESSENTIAL CAPABILITIES REQUIRED TO SUPPORT THE STRATEGIC POSITIONING.
THERE ARE 8 CORE CAPABILITIES BUILDING BLOCKS. THEIR COMPONENTS ARE CORRELATED WITH THE STRATEGIC CHOICES THAT THEY ARE SUPPORTING.
THE STRATEGIC GOALS ARE ACCOMPLISHED AS A RESULT OF SUCCESSFULLY CHANGING THE CURRENT STRATEGIC POSITIONING INTO THE NEW STRATEGIC POSITIONING,
DEFINED FOR THE STRATEGIC DESTINATION.
THAT CAN BE DONE ONLY BY DEVELOPING OR ENHANCING THE REQUIRED SET OF SUPPORTING CORE CAPABILITIES.
SO, WE MOVE FROM A CURRENT STRATEGIC BUSINESS MODEL TO A NEW STRATEGIC BUSINESS MODEL,
WHICH WILL BECOME FULLY EFFECTIVE AT THE STRATEGIC DESTINATION.
THE 10 BUILDING BLOCKS OF THE
STRATEGIC BUSINESS MODEL CANVAS:
- 2 STRATEGIC CHOICES BUILDING BLOCKS
- 8 CORE CAPABILITIES BUILDING BLOCKS
INSIDE EACH STRATEGIC CHOICES BUILDING BLOCK
THERE ARE 10 CHOICE ITEMS.
INSIDE EACH CORE CAPABILITIES BUILDING BLOCK THERE ARE 7-12 CAPABILITY ITEMS (CORE CAPABILITIES OR CORE CAPABILITY COMPONENTS).
THE STRATEGIC BUSINESS MODEL CANVAS INCLUDES A SET OF DEFAULT CAPABILITY ITEMS. YOU SHOULD CUSTOMIZE THEM TO YOU SPECIFICS.
SOURCE REFERENCE:
“PLAYING TO WIN” – ROGER L. MARTIN & A.G. LAFLEY
“THE DELTA MODEL” – ARNOLDO C. HAX
“BLUE OCEAN STRATEGY” – W. CHAN KIM & RENEE MAUBORGNE
“THE INNOVATOR’S DILEMMA” – CLAYTON M. CHRISTENSEN
“GOOD STRATEGY / BAD STRATEGY” – RICHARD RUMELT
“CAPABILITIES-DRIVEN STRATEGY” – STRATEGY& / PwC
“COMPETITIVE ADVANTAGE” – MICHAEL E. PORTER
“BUSINESS MODEL GENERATION” – ALEXANDER OSTWERWALDER
“THE END OF COMPETITIVE ADVANTAGE”– RITA GUNTHER McGRATH
FOR A COPY OF THIS SLIDE PACK AND FOR FURTHER DETAILS ON
- DEFINING THE NEW STRATEGIC BUSINESS MODEL
- DETERMINING THE STRATEGIC GAPS, REQUIRED FOR
THE STRATEGIC PLAN DEVELOPMENT & EXECUTION
E-MAIL:
MIONESCU@STRATEGSYS.COM
THE PRESENTATION CAN BE DOWNLOADED AS PDF FROM
http://issuu.com/mihaiionescu7/docs/strategic_business_model_canvas
IT CAN BE VIEWED AS VIDEO SLIDE PACK AT:
http://youtu.be/CTFBgqXnM2M
OR AT
http://vimeo.com/user33042260/strategicbusinessmodelcanvas
The Penta Model illustrates an integrative framework for Strategic Positioning, including all major Strategy Models. The Penta Model alpha includes 11 Strategic Choices for the Competing Factors (how-to-win). The Penta Model beta includes 11 Strategic Choices for the Market Boundaries (where-to-play).
Read the LinkedIn Pulse article for the description of the Penta Model.
https://www.linkedin.com/pulse/strategic-choices-strategy-models-mihai-ionescu
Presentation by Drs. Robert S. Kaplan and Dr. David P. Norton, at Palladium Summit. XPP is the Execution Premium Process, the professional implementation blueprint of the Kaplan-Norton Balanced Scorecard framework.
See the Palladium BSC Hall of Fame:
https://www.slideshare.net/mihaione/palladium-kn-bsc-hall-of-fame
Strategic Objective's Status CalculationMihai Ionescu
The three cases for Objective's Status Calculation
A. Operational Objective's Status Calculation
B1. Strategic Objective's Status Calculation - Case 1 (Lead & Lag KPI Measures)
B2. Strategic Objective's Status Calculation - Case 2 (Driving & Driven Objectives)
For more information about these diagrams, read the LinkedIn Pulse article
'Strategic Objective's Status. How do we calculate it?'
https://www.linkedin.com/pulse/strategic-objectives-status-how-do-we-calculate-mihai-ionescu
Presentation made at the 4th Workshop on Strategic Crisis Management (Paris, 28-29 May 2015). For more information, visit the meeting webpage: http://www.oecd.org/gov/risk/4th-workshop-strategic-crisis-management.htm.
IFAC Senior Technical Manager Vincent Tophoff presentation during the Institute of Chartered Accountants of Pakistan's CFO Conference 2013, CFO: Meeting Future Challenges! Mr. Tophoff discusses current trends and thinking in risk management and best practices.
Strategy execution master class 2017 by jeroen de flander Jeroen De Flander
Brochure strategy execution master class by Jeroen De Flander. This is the official strategy execution certification course endorsed by the institute for strategy execution
The Penta Model is a reference cognitive model for selecting the
best Strategic Choices to position our business along the Where-to-Play and How-to-Win dimensions
of the Strategy.
The Strategy Clockwork is a management model connecting the dots of the key concepts, theories, and frameworks for managing the full cycle of the Strategy.
By including HR threat assessments as part of your risk management program, your organization could predict, prevent, and mitigate damage from any human capital threat.
No Competitive Advantage can last forever. It is always transient. That is why, sooner or later, the committed quest for designing and building a Next Transient Competitive Advantage becomes of paramount importance for any business wishing to achieve or sustain its success in the future. The Competitive Advantage Cycle describes the evolution of companies and business lines from their Current Competitive Advantage to their Next & Future ones. When we move along the Competitive Advantage Cycle, our Strategic Focus is shifting, closing in sequence the Strategic Coherence Gaps for the Consecutive Strategic Destinations that we are aiming to reach. Access the PDF version of this document at: http://issuu.com/mihaiionescu7/docs/competitive_advantage_cycle and the associated video at: https://youtu.be/CMfT_Q89I-E
We asked a panel of risk management professionals how strategic risk stacks up at their organizations. Here are the results. To find out more about Wdesk for Enterprise Risk Management, go to https://www.workiva.com/products/enterprise-risk-management.
THE STRATEGIC BUSINESS MODEL CANVAS DESCRIBES THE CORRELATIONS BETWEEN THE COMPONENTS OF THE STRATEGY.
A JOURNEY FROM THE CURRENT STATUS TOWARDS THE STRATEGIC DESTINATION, WHERE THE NEW TRANSIENT COMPETITIVE ADVANTAGE WILL BECOME EFFECTIVE.
THE STRATEGIC [CORPORATE] GOALS ARE THE KEY QUANTIFIERS OF STRATEGY’S SUCCESS ALONG THE STRATEGIC HORIZON. THEY REPRESENT THE WINNING ASPIRATIONS.
THE STRATEGIC CHOICES DEFINE THE STRATEGIC POSITIONING.
THEY ARE GROUPED IN TWO BUILDING BLOCKS:
- VP VALUE PROPOSITION (‘HOW-TO-WIN’)
- MB MARKET BOUNDARIES (‘WHERE-TO-PLAY’)
EACH MAJOR PRODUCT/SERVICE LINE OF A COMPANY REQUIRES A SPECIFIC STRATEGIC CHOICES MIX (VP + MB), BECAUSE THE STRATEGIC POSITIONING MAY BE DIFFERENT FOR EACH PRODUCT/SERVICE LINE.
THE CORE CAPABILITIES ARE THE ESSENTIAL CAPABILITIES REQUIRED TO SUPPORT THE STRATEGIC POSITIONING.
THERE ARE 8 CORE CAPABILITIES BUILDING BLOCKS. THEIR COMPONENTS ARE CORRELATED WITH THE STRATEGIC CHOICES THAT THEY ARE SUPPORTING.
THE STRATEGIC GOALS ARE ACCOMPLISHED AS A RESULT OF SUCCESSFULLY CHANGING THE CURRENT STRATEGIC POSITIONING INTO THE NEW STRATEGIC POSITIONING,
DEFINED FOR THE STRATEGIC DESTINATION.
THAT CAN BE DONE ONLY BY DEVELOPING OR ENHANCING THE REQUIRED SET OF SUPPORTING CORE CAPABILITIES.
SO, WE MOVE FROM A CURRENT STRATEGIC BUSINESS MODEL TO A NEW STRATEGIC BUSINESS MODEL,
WHICH WILL BECOME FULLY EFFECTIVE AT THE STRATEGIC DESTINATION.
THE 10 BUILDING BLOCKS OF THE
STRATEGIC BUSINESS MODEL CANVAS:
- 2 STRATEGIC CHOICES BUILDING BLOCKS
- 8 CORE CAPABILITIES BUILDING BLOCKS
INSIDE EACH STRATEGIC CHOICES BUILDING BLOCK
THERE ARE 10 CHOICE ITEMS.
INSIDE EACH CORE CAPABILITIES BUILDING BLOCK THERE ARE 7-12 CAPABILITY ITEMS (CORE CAPABILITIES OR CORE CAPABILITY COMPONENTS).
THE STRATEGIC BUSINESS MODEL CANVAS INCLUDES A SET OF DEFAULT CAPABILITY ITEMS. YOU SHOULD CUSTOMIZE THEM TO YOU SPECIFICS.
SOURCE REFERENCE:
“PLAYING TO WIN” – ROGER L. MARTIN & A.G. LAFLEY
“THE DELTA MODEL” – ARNOLDO C. HAX
“BLUE OCEAN STRATEGY” – W. CHAN KIM & RENEE MAUBORGNE
“THE INNOVATOR’S DILEMMA” – CLAYTON M. CHRISTENSEN
“GOOD STRATEGY / BAD STRATEGY” – RICHARD RUMELT
“CAPABILITIES-DRIVEN STRATEGY” – STRATEGY& / PwC
“COMPETITIVE ADVANTAGE” – MICHAEL E. PORTER
“BUSINESS MODEL GENERATION” – ALEXANDER OSTWERWALDER
“THE END OF COMPETITIVE ADVANTAGE”– RITA GUNTHER McGRATH
FOR A COPY OF THIS SLIDE PACK AND FOR FURTHER DETAILS ON
- DEFINING THE NEW STRATEGIC BUSINESS MODEL
- DETERMINING THE STRATEGIC GAPS, REQUIRED FOR
THE STRATEGIC PLAN DEVELOPMENT & EXECUTION
E-MAIL:
MIONESCU@STRATEGSYS.COM
THE PRESENTATION CAN BE DOWNLOADED AS PDF FROM
http://issuu.com/mihaiionescu7/docs/strategic_business_model_canvas
IT CAN BE VIEWED AS VIDEO SLIDE PACK AT:
http://youtu.be/CTFBgqXnM2M
OR AT
http://vimeo.com/user33042260/strategicbusinessmodelcanvas
The Penta Model illustrates an integrative framework for Strategic Positioning, including all major Strategy Models. The Penta Model alpha includes 11 Strategic Choices for the Competing Factors (how-to-win). The Penta Model beta includes 11 Strategic Choices for the Market Boundaries (where-to-play).
Read the LinkedIn Pulse article for the description of the Penta Model.
https://www.linkedin.com/pulse/strategic-choices-strategy-models-mihai-ionescu
Presentation by Drs. Robert S. Kaplan and Dr. David P. Norton, at Palladium Summit. XPP is the Execution Premium Process, the professional implementation blueprint of the Kaplan-Norton Balanced Scorecard framework.
See the Palladium BSC Hall of Fame:
https://www.slideshare.net/mihaione/palladium-kn-bsc-hall-of-fame
Strategic Objective's Status CalculationMihai Ionescu
The three cases for Objective's Status Calculation
A. Operational Objective's Status Calculation
B1. Strategic Objective's Status Calculation - Case 1 (Lead & Lag KPI Measures)
B2. Strategic Objective's Status Calculation - Case 2 (Driving & Driven Objectives)
For more information about these diagrams, read the LinkedIn Pulse article
'Strategic Objective's Status. How do we calculate it?'
https://www.linkedin.com/pulse/strategic-objectives-status-how-do-we-calculate-mihai-ionescu
Presentation made at the 4th Workshop on Strategic Crisis Management (Paris, 28-29 May 2015). For more information, visit the meeting webpage: http://www.oecd.org/gov/risk/4th-workshop-strategic-crisis-management.htm.
IFAC Senior Technical Manager Vincent Tophoff presentation during the Institute of Chartered Accountants of Pakistan's CFO Conference 2013, CFO: Meeting Future Challenges! Mr. Tophoff discusses current trends and thinking in risk management and best practices.
Strategy execution master class 2017 by jeroen de flander Jeroen De Flander
Brochure strategy execution master class by Jeroen De Flander. This is the official strategy execution certification course endorsed by the institute for strategy execution
The Penta Model is a reference cognitive model for selecting the
best Strategic Choices to position our business along the Where-to-Play and How-to-Win dimensions
of the Strategy.
The Strategy Clockwork is a management model connecting the dots of the key concepts, theories, and frameworks for managing the full cycle of the Strategy.
Market testing & research is invaluable for making the right Strategic Choices. Same is the customer design process, focused on their Jobs-to-Be-Done and the possible solutions for them. How can we make informed choices if we are unaware of the trends and weak signals that anticipate the possible plausible futures for which we design our Strategy? How can we make those choices if we don't understand how good or bad may they be in each of the most plausible alternative Strategic Scenarios?
Read mor about this in the LinkedIn post
THE STRATEGY PROCESS
https://lnkd.in/dxE2QukX
Strategy cycle, experimentation-driven, incremental, and adaptiveMihai Ionescu
Read the description on https://bit.ly/strategy-cycle-not-linear ... STRATEGY IS A CYCLE, NOT A LINEAR PROCESS ... A good article recently published by Prof. Roger Martin highlights the incremental questions-driven process of designing a Strategy /*. But there are several important things to consider about this.
1. A cycle, not a linear process. All these question stages build on the previous ones' answers, and support us in asking the next questions. But they are part of a cycle, as the last answers in an iteration help us ask the first questions in the next iteration. It's both incremental and, most importantly, adaptive /**.
2. Happening in parallel, mutually-reinforcing zones. Iterative as it is, Strategy is not a single-zone process. There are multiple horizons for our Strategy that make it happen in parallel in multiple zones, which mutually support each other, as part of Strategy's incremental cycle process /***...
/* What Strategy Questions are You Asking?, Roger Martin | https://lnkd.in/dJa_MHsF | /** Adaptive Strategy, Corrective Execution
https://lnkd.in/dQMQa7Xp
Strategy Skunk Works
https://lnkd.in/d4etfjTU | /*** Don't Rely on a Single Strategy!
https://lnkd.in/de9S4hcT
Palladium K-N Balanced Scorecard Hall of Fame members, the organizations that have received the HoF award for their implementations of the XPP (Execution Premium Process), the Kaplan-Norton Balanced Scorecard framework.
Between 2004 and 2018, a total of 214 organizations in 42 countries and in 32 industries have received the Palladium K-N BSC Hall of Fame award. The full public record can be reached here:
https://bit.ly/hof-palladium
See the Kaplan & Norton Execution Premium Process (XPP) diagram at:
http://bit.ly/xpp-diagram-original
The Design Thinking workflow, as imagined by Stanford d.school and IDEO, including the highlighting of the Jobs-to-Be-Done discovery. The second slide illustrates the integration of the Design Thinking workflow within the Playing-to-Win cascade process.
See more details on the related LinkedIn post: ADAPTIVE STRATEGY, CORRECTIVE EXECUTION https://bit.ly/adapted-strategy-and-execution
The Strategy Management cycle works as an iterated chain of three main processes: Strategy Formulation (incl. Strategic Analysis, Scenario Planning, Design Thinking), Strategic Planning (incl. Alignment and Operational Integration) and Strategic Plan's execution (incl. Strategy Adaptation, Strategic Plan corrections & adaptation). The latter two are also known as Strategy Execution ...
Five Steps for Strategy Formulation and ExecutionMihai Ionescu
The three questions that summarize Strategy:
1. Which Jobs to Be Done do we target? (Where to Play)
2. What Solutions would best help do those jobs? (How to Win)
3. Why can't we deliver those Solutions ... by tomorrow morning?
The latter is the strongest question of Strategy, because it tells us what required capabilities are we missing, or are not adequately configured, and what required activities can we not perform. Resulting from that, are the Strategic Gaps that we have to close. That's what we should focus on, as those gaps clarify for us the path from desire to action, and allow us to plan, perform and adapt the execution of our Strategy.
https://bit.ly/strategy-3-questions
THE STRATEGIC BUSINESS MODEL CANVAS DESCRIBES THE CORRELATIONS BETWEEN THE COMPONENTS OF OUR STRATEGY. A JOURNEY FROM OUR CURRENT [TRANSIENT] COMPETITIVE ADVANTAGE TOWARDS THE STRATEGIC DESTINATION, WHERE OUR NEW [TRANSIENT] COMPETITIVE ADVANTAGE WILL BECOME EFFECTIVE.
Condiționarea obiectivată a împrumutului acordat de Guvernul Cioloș Moldovei. Detalii în articolul LinkedIn https://www.linkedin.com/groups/2332620/2332620-6099491641553412098
In the Adani-Hindenburg case, what is SEBI investigating.pptxAdani case
Adani SEBI investigation revealed that the latter had sought information from five foreign jurisdictions concerning the holdings of the firm’s foreign portfolio investors (FPIs) in relation to the alleged violations of the MPS Regulations. Nevertheless, the economic interest of the twelve FPIs based in tax haven jurisdictions still needs to be determined. The Adani Group firms classed these FPIs as public shareholders. According to Hindenburg, FPIs were used to get around regulatory standards.
Recruiting in the Digital Age: A Social Media MasterclassLuanWise
In this masterclass, presented at the Global HR Summit on 5th June 2024, Luan Wise explored the essential features of social media platforms that support talent acquisition, including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
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.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Anny Serafina Love - Letter of Recommendation by Kellen Harkins, MS.AnnySerafinaLove
This letter, written by Kellen Harkins, Course Director at Full Sail University, commends Anny Love's exemplary performance in the Video Sharing Platforms class. It highlights her dedication, willingness to challenge herself, and exceptional skills in production, editing, and marketing across various video platforms like YouTube, TikTok, and Instagram.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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
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.
