How do you know what to do to protect your current business and identify areas of future growth? How do you balance opportunity with risk? This paper helps answer those essential questions.
Fundamental Cost Reduction - ManufacturshipMichael McLean
This document discusses the need for fundamental cost reduction in businesses. It notes that while cost reduction was a priority in the past, many companies now believe there is no more fat to cut. However, the business environment continues to change rapidly with factors like a rising Australian dollar, increasing costs, and competitive pressures. This makes dramatic cost reduction an imperative once again. The document argues there is still potential for 30% more cost reduction through new, innovative approaches that look beyond traditional areas and focus on the entire enterprise. It explores challenges with current cost reduction approaches and potential new strategies around people, processes and spending.
2016 q2 McKinsey quarterly - digital strategy, the economics of disruptionAhmed Al Bilal
This document provides an overview and summary of the Spring 2016 issue of the McKinsey Quarterly. It discusses several articles in the issue around developing an effective digital strategy, transforming operating models to be truly digital, and leadership challenges in the digital age. The summary also briefly mentions research from the McKinsey Global Institute on the growing economic impact of digital information flows.
Creating a sustainable competitive advantage in the age of convergenceMatt Mayberry
Organizational agility and material sustainability will be critical strategic capabilities for companies to avoid being sidelined in today's converging world of business, technology, and sustainability. Simulations can promote the development of these capabilities by creating a safe environment for accelerated learning and practice of skills like collaboration, change leadership, and agile execution. Carefully designed simulation programs that are integrated with talent development can drive financial performance by translating accelerated learning in virtual environments to real-world competitive advantages.
In this issue of JEGI’s Client Briefing Newsletter, JEGI provides highlights from the sixth annual Outsell Signature Event co-produced by JEGI and held October 3-5, 2012 at the Four Seasons Hotel in Hampshire, UK. This global conference brings together senior executive leaders from both strategic companies and private equity firms across the information industry. Also in this issue is an insightful article on successfully integrating digital acquisitions authored by Christopher Vollmer, Gregory Springs and Harry Hawkes of Booz & Co. JEGI provides excerpts from “The Social Media Ecosystem – Rise of Users, Intelligence and Operating Systems”, a report on social media prepared by Amir Akhavan, a JEGI Director and published by the Interactive Advertising Bureau (IAB). JEGI’s M&A update shows that deal activity reached impressive highs through the first three quarters of 2012, despite economic and political uncertainty. Smaller deals have dominated the market (91% of transactions were less than $50 million in value), and strategic companies were buyers on 85% of deals in 2012 through September, as they continue to invest in higher growth revenue streams and new services for their customers. JEGI also highlights its exceptional transaction experience across its core sectors, including the recent sale of InfoGroup’s OneSource to Cannondale Investments and GTCR; the sale of DMGT’s Evanta to Leeds Equity; and many others.
1) Businesses need to adapt to changing social attitudes and customer behaviors. The report examines how businesses are responding to consumers becoming more demanding in terms of ethics and social responsibility.
2) The report found that 72% of consumers are becoming more demanding of ethical behavior from brands. When asked why businesses commit to social responsibility, the most common answers were to appeal to customer preferences (55%) and a sense of moral obligation (53%).
3) Businesses are adapting to shifting customer expectations by strengthening commitments to social responsibility and sustainability.
2012 institute membership program schedule 103012Ann Dugan
The document provides an overview of membership programs for the Institute for Entrepreneurial Excellence in 2012. It lists 12 events from February to November covering topics like sales, demographics, the stock market, cloud computing, negotiation strategies, business exits, innovation, marketing, and balancing family and business. Each event provides details on the speaker, date, location, and key takeaways members would gain from attending.
2014 q4 McKinsey quarterly - Competing on the digital edgeAhmed Al Bilal
The document discusses the strategic importance of software development for companies as digital technologies continue to reshape markets. It finds that top software development performers are 3 times more productive, have 80% fewer defects, and are 70% faster to market than bottom performers. As hardware features commoditize, software will increasingly differentiate products. However, many companies underprioritize software, relegating it to low levels in the organization. To compete, CEOs should understand how software impacts their industry, ensure strong software leadership, and attract top software talent. Treating software development as strategically important can provide major competitive advantages.
Fundamental Cost Reduction - ManufacturshipMichael McLean
This document discusses the need for fundamental cost reduction in businesses. It notes that while cost reduction was a priority in the past, many companies now believe there is no more fat to cut. However, the business environment continues to change rapidly with factors like a rising Australian dollar, increasing costs, and competitive pressures. This makes dramatic cost reduction an imperative once again. The document argues there is still potential for 30% more cost reduction through new, innovative approaches that look beyond traditional areas and focus on the entire enterprise. It explores challenges with current cost reduction approaches and potential new strategies around people, processes and spending.
2016 q2 McKinsey quarterly - digital strategy, the economics of disruptionAhmed Al Bilal
This document provides an overview and summary of the Spring 2016 issue of the McKinsey Quarterly. It discusses several articles in the issue around developing an effective digital strategy, transforming operating models to be truly digital, and leadership challenges in the digital age. The summary also briefly mentions research from the McKinsey Global Institute on the growing economic impact of digital information flows.
Creating a sustainable competitive advantage in the age of convergenceMatt Mayberry
Organizational agility and material sustainability will be critical strategic capabilities for companies to avoid being sidelined in today's converging world of business, technology, and sustainability. Simulations can promote the development of these capabilities by creating a safe environment for accelerated learning and practice of skills like collaboration, change leadership, and agile execution. Carefully designed simulation programs that are integrated with talent development can drive financial performance by translating accelerated learning in virtual environments to real-world competitive advantages.
In this issue of JEGI’s Client Briefing Newsletter, JEGI provides highlights from the sixth annual Outsell Signature Event co-produced by JEGI and held October 3-5, 2012 at the Four Seasons Hotel in Hampshire, UK. This global conference brings together senior executive leaders from both strategic companies and private equity firms across the information industry. Also in this issue is an insightful article on successfully integrating digital acquisitions authored by Christopher Vollmer, Gregory Springs and Harry Hawkes of Booz & Co. JEGI provides excerpts from “The Social Media Ecosystem – Rise of Users, Intelligence and Operating Systems”, a report on social media prepared by Amir Akhavan, a JEGI Director and published by the Interactive Advertising Bureau (IAB). JEGI’s M&A update shows that deal activity reached impressive highs through the first three quarters of 2012, despite economic and political uncertainty. Smaller deals have dominated the market (91% of transactions were less than $50 million in value), and strategic companies were buyers on 85% of deals in 2012 through September, as they continue to invest in higher growth revenue streams and new services for their customers. JEGI also highlights its exceptional transaction experience across its core sectors, including the recent sale of InfoGroup’s OneSource to Cannondale Investments and GTCR; the sale of DMGT’s Evanta to Leeds Equity; and many others.
1) Businesses need to adapt to changing social attitudes and customer behaviors. The report examines how businesses are responding to consumers becoming more demanding in terms of ethics and social responsibility.
2) The report found that 72% of consumers are becoming more demanding of ethical behavior from brands. When asked why businesses commit to social responsibility, the most common answers were to appeal to customer preferences (55%) and a sense of moral obligation (53%).
3) Businesses are adapting to shifting customer expectations by strengthening commitments to social responsibility and sustainability.
2012 institute membership program schedule 103012Ann Dugan
The document provides an overview of membership programs for the Institute for Entrepreneurial Excellence in 2012. It lists 12 events from February to November covering topics like sales, demographics, the stock market, cloud computing, negotiation strategies, business exits, innovation, marketing, and balancing family and business. Each event provides details on the speaker, date, location, and key takeaways members would gain from attending.
2014 q4 McKinsey quarterly - Competing on the digital edgeAhmed Al Bilal
The document discusses the strategic importance of software development for companies as digital technologies continue to reshape markets. It finds that top software development performers are 3 times more productive, have 80% fewer defects, and are 70% faster to market than bottom performers. As hardware features commoditize, software will increasingly differentiate products. However, many companies underprioritize software, relegating it to low levels in the organization. To compete, CEOs should understand how software impacts their industry, ensure strong software leadership, and attract top software talent. Treating software development as strategically important can provide major competitive advantages.
The document discusses business continuity planning and management to prepare for unexpected events known as "black swans" that can severely impact business operations. It defines black swans as rare but high-impact events like natural disasters, market crashes, or data leaks. Having a proper business continuity plan (BCP) and continuity management (BCM) process in place can help businesses recover more quickly. The document outlines the key components of an effective BCP/BCM system, including understanding risks, developing strategies and procedures to address risks, implementing and testing the plans, and maintaining the plans over time. Most businesses acknowledge risks but few have fully developed continuity plans, and plans often focus only on information technology rather than all aspects of operations.
2015 q1 McKinsey quarterly - Marketing & salesAhmed Al Bilal
This document provides an overview of the Winter 2015 issue of the McKinsey Quarterly. It discusses the lead article on the evolution of marketing and the opportunity for marketers to master science, substance, storytelling, simplicity and speed. It also previews additional articles on digital transformation in sales and distribution, understanding business customers, exploiting big data, and the perspectives of marketing leaders from Google and Daimler. The summary notes that the issue is slightly slimmer as content is increasingly being delivered through digital channels.
Global Compliance Associates (GCA) provides risk management consulting services to help clients improve their risk management programs and governance. GCA assesses clients' risk management maturity using its Risk Maturity Model diagnostic tool. GCA consultants have over 70 years of experience creating effective risk management frameworks. GCA's services include risk assessments, information security consulting, and advising boards on improving their oversight of risk management. The goal is to help clients better anticipate uncertainties, make informed decisions despite imperfect information, and avoid common risk management pitfalls like relying solely on averages.
Digital transformation review_7 - dtr 7 - capgemini consultingRick Bouter
The document summarizes strategies for companies to navigate the age of digital disruption. It includes interviews with experts on the topic.
Rita McGrath of Columbia Business School says that companies should pay attention to where startups are addressing customer pain points to identify potentially disruptive technologies early. She notes most disruptions happen gradually over time. Companies also need to look beyond just lagging financial indicators and consider leading indicators of potential future issues.
The document discusses how traditional industries like media failed to anticipate digital disruption because they focused too much on short-term operational issues instead of the future impact of new technologies.
Overall the experts provide advice on how companies can better understand emerging disruptions and collaborate with startups to help steer
The document summarizes strategies for companies to navigate the age of digital disruption. It includes interviews with experts on how companies can anticipate disruptions, identify truly disruptive startups, and respond effectively. Rita McGrath advises companies to pay attention to customer pain points that startups are addressing. She says most disruptions happen gradually over time, so companies need to look beyond just current performance and consider leading indicators. The failure of print media to foresee digital disruption is provided as an example of an industry overly focused on short-term operational issues instead of future trends.
2011 q2 McKinsey quarterly - How to grow againAhmed Al Bilal
The global economy is growing again but the recovery feels uneven. Unemployment remains high in many countries and growth is expected to be slower in 2011 than 2010. Periodic debt crises remind us that uncertainty remains.
A McKinsey scenario analysis found that by 2020, GDP in major economies could be between $55-78 trillion, a $23 trillion range, more than the current size of China and the US combined. With such uncertainty, companies need a disciplined growth strategy focused on emerging opportunities.
The article discusses four questions for companies to consider: 1) Emphasis on emerging markets where 40% of growth will occur in little known mid-sized cities, 2) Granular growth strategies targeting specific regions
This summary provides a high-level overview of the document in 3 sentences:
The document summarizes key concepts from management expert Peter Drucker's book on developing a theory of the business. It discusses Drucker's view that an organization's assumptions about its environment, mission, and core competencies must fit reality and each other. It also outlines Drucker's recommendations for maintaining a valid theory of the business through periodically challenging assumptions and studying external trends.
Here are some tried-and-true recommendations for creating a proof of concept for master data management that will power your organization through the most common mistakes and challenges.
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.
The global economic crisis has provided companies an opportunity to push through changes that may have previously faced resistance. Most companies are using the crisis to drive changes aimed at improving cash flow, such as reducing spending budgets and headcounts. While conserving cash is important, some firms are also using the downturn to accelerate long-term change programs. However, many changes remain focused on the short-term. The survey found the most difficult aspects of change initiatives are winning employee support and commitment from senior managers.
This newsletter provides updates on performance, governance, risk and compliance issues. It discusses the importance of innovation but also managing the risks of innovation. It outlines 5 rules for managing innovation risk: 1) Understand customer needs, 2) Develop a risk/return model, 3) Recognize model limitations, 4) Expect unknowns, 5) Consider infrastructure needs. It also discusses emerging strategic risks around people and culture enabling resilience against disruptors.
Taming organisational complexity—start at the top examines the sources of complexity, its effects and the efforts companies have undertaken to reduce it.
Edelman’s ninth annual entertainment study on how and why people consume and share entertainment, reveals the lines have blurred among content creators, distributors and brands for consumers. This year’s study introduces “Networked Entertainment” – a collision of today’s entertainment landscape and the opportunities for brands – and comprised of Algorithms, Brands and Connections.
Learn more here: http://edl.mn/1OU5SpA
Within itself, innovation holds many paradoxes. It can become a rod for the back of a company. It can drive growth. It can motivate people. It can be very difficult to do. It may at some point become impossible to innovate a given product further. This article explores the paradoxes of innovation as a major driver of company success today.
2016 Edelman Trust Barometer - Energy ResultsEdelman
The last 18 months have marked one of the most turbulent times in energy industry history. World-renowned energy expert and chairman of IHS Daniel Yergin said, “The energy industry has never faced so many questions about what its future will look like.” In today’s complex operating environment, the Edelman Trust BarometerTM underscores that trust is an asset that enterprises must understand and properly manage in order to be successful.
Data Migration: A White Paper by Bloor ResearchFindWhitePapers
This paper is about using information management software from Business Objects, an SAP company, for SAP data migration projects, either for upgrades from one version of SAP to a newer one, or from other environments to SAP. In practice, many of the considerations that apply to SAP data migrations are no different from those that pertain generally to non-SAP environments.
The ROI of Application Delivery Controllers in Traditional and Virtualized En...FindWhitePapers
How modern offload technologies in Application Delivery Controllers can drastically reduce expenses in traditional and virtualized architectures, with a fast ROI. In the following pages we won't show you how to determine if there is a compelling ROI case for Application Delivery Controllers, but how to determine how much of a compelling case there really is.
The Impact of Lean on Consumer Product ManufacturersFindWhitePapers
Dedication to Lean requires a focus on change, the identification of areas of improvement across the enterprise and a commitment to monitor continuously. The real challenge to Lean, however, requires this first change, a shift in the culture. Consumer products manufacturers are early on in their Lean journey compared to companies across industry, with 56% less than a year to 3 years into it.
Learn the importance of Data Quality and the six key steps that you can take and put into process to help you realize tangible ROI on your data quality initiative.
Closing the gaps in enterprise data security: A model for 360 degrees protectionFindWhitePapers
This document discusses threats to enterprise data security and recommends best practices for 360 degree protection. It examines three scenarios of common data security threats: 1) theft of a mobile computing device, 2) losing removable media containing confidential data, and 3) insider threats from unauthorized internal access. For each scenario, it describes how the threat could impact a business and recommends encryption solutions from Sophos to minimize risks and protect data, such as SafeGuard Easy, SafeGuard PDA, SafeGuard Data Exchange, SafeGuard RemovableMedia, and SafeGuard LAN Crypt. The document advocates a holistic approach to data security across endpoints, in transit, and during use to address evolving threats in today's mobile and networked business environment.
Technology and business trends are driving massive changes that are reshaping the global economy. Old business models are failing as the pace of change accelerates. To thrive in this environment, organizations need to adopt new "Business 3.0" approaches. This involves having a clear strategy, prioritizing innovation and execution, cultivating an engaged workforce through a positive culture, and empowering employees through flexible organizational structures. Companies that master these four new success skills of strategy, execution, culture and organization will be best equipped to adapt and succeed in today's turbulent business environment.
The document discusses business continuity planning and management to prepare for unexpected events known as "black swans" that can severely impact business operations. It defines black swans as rare but high-impact events like natural disasters, market crashes, or data leaks. Having a proper business continuity plan (BCP) and continuity management (BCM) process in place can help businesses recover more quickly. The document outlines the key components of an effective BCP/BCM system, including understanding risks, developing strategies and procedures to address risks, implementing and testing the plans, and maintaining the plans over time. Most businesses acknowledge risks but few have fully developed continuity plans, and plans often focus only on information technology rather than all aspects of operations.
2015 q1 McKinsey quarterly - Marketing & salesAhmed Al Bilal
This document provides an overview of the Winter 2015 issue of the McKinsey Quarterly. It discusses the lead article on the evolution of marketing and the opportunity for marketers to master science, substance, storytelling, simplicity and speed. It also previews additional articles on digital transformation in sales and distribution, understanding business customers, exploiting big data, and the perspectives of marketing leaders from Google and Daimler. The summary notes that the issue is slightly slimmer as content is increasingly being delivered through digital channels.
Global Compliance Associates (GCA) provides risk management consulting services to help clients improve their risk management programs and governance. GCA assesses clients' risk management maturity using its Risk Maturity Model diagnostic tool. GCA consultants have over 70 years of experience creating effective risk management frameworks. GCA's services include risk assessments, information security consulting, and advising boards on improving their oversight of risk management. The goal is to help clients better anticipate uncertainties, make informed decisions despite imperfect information, and avoid common risk management pitfalls like relying solely on averages.
Digital transformation review_7 - dtr 7 - capgemini consultingRick Bouter
The document summarizes strategies for companies to navigate the age of digital disruption. It includes interviews with experts on the topic.
Rita McGrath of Columbia Business School says that companies should pay attention to where startups are addressing customer pain points to identify potentially disruptive technologies early. She notes most disruptions happen gradually over time. Companies also need to look beyond just lagging financial indicators and consider leading indicators of potential future issues.
The document discusses how traditional industries like media failed to anticipate digital disruption because they focused too much on short-term operational issues instead of the future impact of new technologies.
Overall the experts provide advice on how companies can better understand emerging disruptions and collaborate with startups to help steer
The document summarizes strategies for companies to navigate the age of digital disruption. It includes interviews with experts on how companies can anticipate disruptions, identify truly disruptive startups, and respond effectively. Rita McGrath advises companies to pay attention to customer pain points that startups are addressing. She says most disruptions happen gradually over time, so companies need to look beyond just current performance and consider leading indicators. The failure of print media to foresee digital disruption is provided as an example of an industry overly focused on short-term operational issues instead of future trends.
2011 q2 McKinsey quarterly - How to grow againAhmed Al Bilal
The global economy is growing again but the recovery feels uneven. Unemployment remains high in many countries and growth is expected to be slower in 2011 than 2010. Periodic debt crises remind us that uncertainty remains.
A McKinsey scenario analysis found that by 2020, GDP in major economies could be between $55-78 trillion, a $23 trillion range, more than the current size of China and the US combined. With such uncertainty, companies need a disciplined growth strategy focused on emerging opportunities.
The article discusses four questions for companies to consider: 1) Emphasis on emerging markets where 40% of growth will occur in little known mid-sized cities, 2) Granular growth strategies targeting specific regions
This summary provides a high-level overview of the document in 3 sentences:
The document summarizes key concepts from management expert Peter Drucker's book on developing a theory of the business. It discusses Drucker's view that an organization's assumptions about its environment, mission, and core competencies must fit reality and each other. It also outlines Drucker's recommendations for maintaining a valid theory of the business through periodically challenging assumptions and studying external trends.
Here are some tried-and-true recommendations for creating a proof of concept for master data management that will power your organization through the most common mistakes and challenges.
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.
The global economic crisis has provided companies an opportunity to push through changes that may have previously faced resistance. Most companies are using the crisis to drive changes aimed at improving cash flow, such as reducing spending budgets and headcounts. While conserving cash is important, some firms are also using the downturn to accelerate long-term change programs. However, many changes remain focused on the short-term. The survey found the most difficult aspects of change initiatives are winning employee support and commitment from senior managers.
This newsletter provides updates on performance, governance, risk and compliance issues. It discusses the importance of innovation but also managing the risks of innovation. It outlines 5 rules for managing innovation risk: 1) Understand customer needs, 2) Develop a risk/return model, 3) Recognize model limitations, 4) Expect unknowns, 5) Consider infrastructure needs. It also discusses emerging strategic risks around people and culture enabling resilience against disruptors.
Taming organisational complexity—start at the top examines the sources of complexity, its effects and the efforts companies have undertaken to reduce it.
Edelman’s ninth annual entertainment study on how and why people consume and share entertainment, reveals the lines have blurred among content creators, distributors and brands for consumers. This year’s study introduces “Networked Entertainment” – a collision of today’s entertainment landscape and the opportunities for brands – and comprised of Algorithms, Brands and Connections.
Learn more here: http://edl.mn/1OU5SpA
Within itself, innovation holds many paradoxes. It can become a rod for the back of a company. It can drive growth. It can motivate people. It can be very difficult to do. It may at some point become impossible to innovate a given product further. This article explores the paradoxes of innovation as a major driver of company success today.
2016 Edelman Trust Barometer - Energy ResultsEdelman
The last 18 months have marked one of the most turbulent times in energy industry history. World-renowned energy expert and chairman of IHS Daniel Yergin said, “The energy industry has never faced so many questions about what its future will look like.” In today’s complex operating environment, the Edelman Trust BarometerTM underscores that trust is an asset that enterprises must understand and properly manage in order to be successful.
Data Migration: A White Paper by Bloor ResearchFindWhitePapers
This paper is about using information management software from Business Objects, an SAP company, for SAP data migration projects, either for upgrades from one version of SAP to a newer one, or from other environments to SAP. In practice, many of the considerations that apply to SAP data migrations are no different from those that pertain generally to non-SAP environments.
The ROI of Application Delivery Controllers in Traditional and Virtualized En...FindWhitePapers
How modern offload technologies in Application Delivery Controllers can drastically reduce expenses in traditional and virtualized architectures, with a fast ROI. In the following pages we won't show you how to determine if there is a compelling ROI case for Application Delivery Controllers, but how to determine how much of a compelling case there really is.
The Impact of Lean on Consumer Product ManufacturersFindWhitePapers
Dedication to Lean requires a focus on change, the identification of areas of improvement across the enterprise and a commitment to monitor continuously. The real challenge to Lean, however, requires this first change, a shift in the culture. Consumer products manufacturers are early on in their Lean journey compared to companies across industry, with 56% less than a year to 3 years into it.
Learn the importance of Data Quality and the six key steps that you can take and put into process to help you realize tangible ROI on your data quality initiative.
Closing the gaps in enterprise data security: A model for 360 degrees protectionFindWhitePapers
This document discusses threats to enterprise data security and recommends best practices for 360 degree protection. It examines three scenarios of common data security threats: 1) theft of a mobile computing device, 2) losing removable media containing confidential data, and 3) insider threats from unauthorized internal access. For each scenario, it describes how the threat could impact a business and recommends encryption solutions from Sophos to minimize risks and protect data, such as SafeGuard Easy, SafeGuard PDA, SafeGuard Data Exchange, SafeGuard RemovableMedia, and SafeGuard LAN Crypt. The document advocates a holistic approach to data security across endpoints, in transit, and during use to address evolving threats in today's mobile and networked business environment.
Technology and business trends are driving massive changes that are reshaping the global economy. Old business models are failing as the pace of change accelerates. To thrive in this environment, organizations need to adopt new "Business 3.0" approaches. This involves having a clear strategy, prioritizing innovation and execution, cultivating an engaged workforce through a positive culture, and empowering employees through flexible organizational structures. Companies that master these four new success skills of strategy, execution, culture and organization will be best equipped to adapt and succeed in today's turbulent business environment.
2013 q4 McKinsey quarterly - Strategy to beat the oddsAhmed Al Bilal
This document summarizes principles for companies to effectively implement social technologies internally and realize their full potential benefits. It recommends that companies: 1) Make social technologies central to work processes rather than extras; 2) Provide organizational support like training to foster adoption; 3) Experiment with social tools in a learning-focused way rather than top-down directives; 4) Track impact over time and evolve metrics as understanding improves. Case studies from MITRE, TD Bank, and Maersk Line illustrate applying these principles.
Issue | McKinsey Quarterly 2013 Number 4
@McKQuarterly
Strategy to beat the odds
Examines how to make wise strategic choices, mobilize the C-suite to take advantage of big data, use social technologies to engage employees and transform organizations, and build vibrant communities with help from companies.
The document summarizes the key findings of IBM's 2011 Global CMO Study, which involved interviews with over 1,700 CMOs from around the world. The study found that CMOs see four main challenges facing marketing: the explosion of data, social media, proliferation of new channels and devices, and shifting demographics. However, CMOs from high-performing companies address these challenges differently than others by focusing on customer intimacy, mining new digital data sources, and fostering relationships over just transactions. They also aim to develop a clear corporate character for their organization.
The document summarizes the key findings of IBM's 2011 Global CMO Study, which involved interviews with over 1,700 CMOs from around the world. The study found that CMOs see four main challenges facing marketing: the explosion of data, social media, proliferation of new channels and devices, and shifting demographics. However, CMOs from high-performing companies address these challenges differently than others by focusing on customer intimacy, mining new digital data sources, and fostering relationships over just transactions. They also aim to develop a clear corporate character for their organization.
The document summarizes the key findings of IBM's 2011 Global CMO Study, which involved interviews with over 1,700 CMOs from around the world. The study found that CMOs see four main challenges facing marketing: the explosion of data, social media, proliferation of new channels and devices, and shifting demographics. However, CMOs from high-performing companies address these challenges differently than others by focusing on customer intimacy, mining new digital data sources, and fostering relationships over just transactions. They also aim to develop a clear corporate character for their organization.
White paper can be downloaded in many languages at this link:
http://ibm.com/cmostudy
Agenda:
Introduction Swimming, treading water or drowning?
Chapter One Deliver value to empowered customers
Chapter Two Foster lasting connections
Chapter Three Capture value, measure results
The CMO Agenda Get fit for the future
From Stretched to Strengthened: Insights from the Global Chief Marketing Offi...Steven Duque
Today’s customers can shop around the globe, find out more than ever before about the organizations they’re dealing with, and share their views with hundreds of thousands, if not millions, of fellow customers. Their expectations — be they consumers, citizens or business customers — are soaring. And they can make or break brands overnight.
So how are chief marketing officers (CMOs) faring amid such turbulence? We conducted face-to-face interviews with 1,734 CMOs, spanning 19 industries and 64 countries, to find out what they are doing to help their enterprises cope with the fundamental shifts transforming business and the world.
Our CMO Study is the latest in IBM’s series of C-suite Studies, encom- passing interviews with more than 15,000 top executives over the past seven years. The study casts light on the challenges public and private sector CMOs confront — and the opportunities they envision — in increasingly complex times. It also illustrates how closely CMOs’ perception of the marketplace mirrors previous assessments by chief executive officers (CEOs).
In an era of the disruption of traditional advertising and the ever growing digital media channels, brands have the opportunity to connect directly with their audiences online and through social media.
Advertisers are re-locating their budgets from traditional advertising to content media.
Strategy has little value until it is implemented. In a world where disruption can happen overnight, moving rapidly from strategy design to delivery is critical. Yet too many companies go only halfway, putting their best resources into design and in effect ending up treating delivery as an afterthought. As a result, strategies fail, customers leave, key talent is lost and financial performance suffers.
This document examines how big data will influence the insurance industry. It suggests implementing a four-part strategy: 1) leadership commitment, 2) assembling and integrating data, 3) developing advanced analytic models, and 4) creating intuitive tools. Tactical steps are outlined to accelerate progress, and benefits, risks, and challenges of the recommendations are discussed. Implementing this strategy is expected to speed success by covering all critical elements and bringing results through a proven approach. However, risks include high costs of failure and not fully incorporating big data into operations.
The document outlines 7 strategies used by Best Managed companies to achieve success. The strategies are: 1) being laser focused on their strongest offering, 2) using social media to engage customers and employees, 3) investing in technology, processes, and people, 4) using data analytics to gain insights, 5) benchmarking against global competitors, 6) pursuing strategic mergers and acquisitions to grow, and 7) managing risks proactively before crises occur. Following these strategies has allowed Best Managed companies to significantly outperform average growth rates in revenue and profits.
Innovation's unsung hero in volatile times: Industrialized business operationsGenpact Ltd
This document discusses how industrialized business operations can drive innovation by harnessing data and processes at scale. It argues that superior operations can transform 20-80% of back office work and support 5-10% of functions like R&D. Examples show how data-driven operations have enabled hyper-growth for companies like Amazon and differentiated customer experiences for Apple. For operations to truly enable innovation, they must embrace practices focused on people, technology, and process to design for agility and react quickly to changing market conditions.
Extreme market volatility has prompted companies across industries to build more
effective business operations1
. Leading innovators such as Apple, Amazon, GE, HSBC,
and PayPal2 among others have addressed those challenges by harvesting the value of
information – at scale - and harnessing the art of the possible in their business operations.
This paper describes how product and business model innovation can be driven and
enabled by smart business process operations, be they transaction or decision support.
The evidence accumulated across hundreds of companies indicates that “industrialized
operations” – thanks to scientific decoupling and consolidation of part of business
processes run as an extended enterprise, utilizing data, metrics, as well as IT and HR
practices in innovative ways - constitute a material yet relatively untapped lever.
This document summarizes the key findings of an IBM study on the priorities and challenges facing midsize businesses. It found that while cost reduction remains a priority, midsize firms are increasingly focused on growth, innovation, and customers. To achieve these goals, most plan to invest in areas like analytics, cloud computing, and collaboration. However, executing these plans faces barriers like high costs and difficulties implementing new technologies.
Today the Tipping Point is where human intellect & collective acumen of leaders seamlessly converge with Machine Learning & Artificial Intelligence to meet the challenges of fast changing business landscape.
Six Mistakes Companies Are Making Today And How You Can Avoid ThemFindWhitePapers
"Look for additional opportunities to use business intelligence to uncover value and drive
improvements. Consider advanced planning tools that can help close the gap between
strategy and execution. Expand the use of sophisticated what-if analyses to model the
operational and financial impact of multiple scenarios on revenue, costs, and cash flow."
The document discusses findings from a global market research project on how IT leaders are responding to the economic crisis. It finds that while many companies are struggling and cutting costs, a new breed of forward-thinking IT leaders understand how to use technology strategically. These IT leaders are reducing infrastructure costs, increasing efficiencies through virtualization and cloud computing, and better positioning their companies to weather the economic downturn. The document provides recommendations for IT leaders on managing through the recession, including modifying business plans, focusing on enabling the business rather than just costs, and exploring outsourcing and infrastructure consolidation.
This document provides an overview of the June 2015 issue of Frontiers in Finance, a publication focused on decision-makers in the financial services industry. It includes the following key points:
- The document discusses several challenges facing financial institutions, including how to sustain competitive advantage, develop new products and services, and move faster than competitors in a constantly changing environment.
- It highlights opportunities around better utilizing data and analytics to improve performance, reduce risk, and drive growth. The role of the chief data officer is becoming increasingly important in this area.
- Emerging technologies like social media, FinTech, and big data are disrupting traditional models and providing new sources of customer insights. Partnerships between financial institutions and
The state of privacy and data security complianceFindWhitePapers
With new privacy and data security regulations increasing, organizations are asking questions. Do the new regulations help or hinder the ability to protect sensitive and confidential information? With these new regulations on the march, how can you remain competitive in the global marketplace? This report provides answers and examines how compliance efforts can impact a company's bottom line.
Is your data at risk? Why physical security is insufficient for laptop computersFindWhitePapers
The document discusses why physical security alone is insufficient to protect data on laptop computers. Passwords provide access to operating systems but not protection of data. Without encryption, data is vulnerable if a laptop is lost, stolen, or its hard drive is accessed on another machine. The document evaluates options in Microsoft Windows for encryption and recommends third-party full disk encryption software for strong protection of data on laptops.
Buyers Guide to Endpoint Protection PlatformsFindWhitePapers
Traditional markets for dedicated endpoint security products have been eclipsed by endpoint protection platforms. The Evolution of Endpoint Security featuring the Buyers Guide to Endpoint Protection Platforms explores how the traditional methods for endpoint security should evolve. In it, you'll learn how the lack of data protection can affect your bottom line and gain insight into the true costs involved in migrating and managing an endpoint security product. Finally, learn how Sophos's acquisition of Utimaco affects the security and data protection market.
VMware DRS: Why You Still Need Assured Application Delivery and Application D...FindWhitePapers
VMware Infrastructure products provide the next generation virtual platform for the new data center, but they don't virtualize the network or application delivery. F5 BIG-IP LTM works with VMware to provide truly virtualized Application Delivery Networking.
The continued expansion of file-based, business-critical information within extended enterprises is changing the storage dynamic in a wide range of industries and organizations. In a series of interviews with U.S. and European enterprises, IDC found that companies are increasing their file-based storage by 40% to 120% a year and place a high priority on boosting the efficiency and reliability of their management processes for file-based information. IDC research indicates that unstructured, filebased data drove a majority of new storage capacity in all organizations' datacenters in 2008 and projects this growth to accelerate, in spite of current economic conditions. By 2012, over 75% of new storage capacity shipped will be dedicated to the storage, organization, and protection of files.
Both business and technical stakeholders will find value and a broad range of uses for the highly accurate data available from a trusted third-party geolocation provider, especially when the data is integrated into a Unified Application and Data Delivery platform.
DNSSEC: The Antidote to DNS Cache Poisoning and Other DNS AttacksFindWhitePapers
Domain Name System (DNS) provides one of the most basic but critical functions on the Internet. If DNS isn't working, then your business likely isn't either. Secure your business and web presence with Domain Name System Security Extensions (DNSSEC).
Lean Business Intelligence - How and Why Organizations Are Moving to Self-Ser...FindWhitePapers
Learn why and how enterprises are moving to self-service business intelligence (BI). Find out how to get the right data now, while maintaining information quality and operational security. By reviewing requirements and specific use cases for a controlled self-service BI application, Forrester identifies five key findings that can transform your business.
Inventory Optimization: A Technique for Improving Operational-Inventory TargetsFindWhitePapers
This white paper will help SAP customers understand how to gain better visibility into demand, enabling planners to modify inventory to reduce carrying costs without negatively impacting customer-service levels and sacrificing product availability.
Improving Organizational Performance Through Pervasive Business IntelligenceFindWhitePapers
Explore the growing body of evidence suggesting a direct link between investment in business analytics solutions and organizational performance. This white paper highlights market trends that point toward more pervasive use of BI solutions. The recommendations presented are based on ongoing IDC coverage of the BI and analytics solutions market.
IDC Energy Insights - Enterprise Risk ManagementFindWhitePapers
Operational risk management is a rising priority for companies in asset-intensive industry segments. Disparate and disconnected efforts in safety, environmental compliance, and asset utilization at the individual facility are converging to provide better enterprise-wide control and management accountability. Companies that make substantial efforts today will not only improve risk mitigation but create an enduring competitive advantage.
How to Use Technology to Support the Lean EnterpriseFindWhitePapers
This SAP Executive Insight addresses the following questions: . What is the Lean enterprise? . What impact do Lean initiatives have on profitability? . What role does IT play in enabling Lean initiatives? . How is technology connected to the success of Lean initiatives?
Learn what is driving manufacturers to focus on creating more efficient manufacturing operations and which manufacturers are most successful in achieving these efficiency gains.
Enterprise Knowledge Workers: Understanding Risks and OpportunitiesFindWhitePapers
This document discusses the rise of knowledge workers and collaboration-intensive work in enterprises. It finds:
1) Knowledge work now defines job descriptions across industries and levels, requiring access to various data sources and collaboration.
2) To be effective, knowledge workers resort to "workarounds" when enterprise IT and processes don't meet their needs, risking inefficiencies.
3) Barriers to information sharing include siloed data, lack of incentives for workers and managers to improve access, and inflexible IT infrastructures not understanding knowledge work needs.
Enterprise Information Management: In Support of Operational, Analytic, and G...FindWhitePapers
Your information can be one of your greatest assets - helping you stay on top of regulatory requirements, close to customers, and ahead of the competition. Organizations that pay attention to their data will be the ones to survive and thrive. So how do you obtain a complete view of your information when it is scattered across silos? Or integrate data from structured and unstructured data sources? Or help reduce the risk of inaccurate reporting? And how do you manage your information more effectively to help keep costs from spiraling out of control?
Enabling Strategy and Innovation: Achieving Optimized Outcomes from Planning ...FindWhitePapers
Read this study of Calearo Antennae Spa and Royal DSM, N.V., two companies that demonstrate how excellence in operations and a clear use of information technology can lead to sustained competitive advantage. (Louisiana State University)
Data Quality Strategy: A Step-by-Step ApproachFindWhitePapers
Data quality is critical for organizations to realize full benefits from their enterprise systems. A data quality strategy involves making decisions across six factors: context, storage, data flow, workflow, stewardship, and continuous monitoring. These factors determine the processes, solutions, and resources needed to improve data quality. The document provides guidance on developing a comprehensive data quality strategy.
Automating Stimulus Fund Reporting: How New Technologies Simplify Federal Rep...FindWhitePapers
Read about how U.S. government agencies and organizations spending economic stimulus funds are dealing with reporting and analysis requirements - that not only require tracking spending but measuring its economic impact. Find out what to look for in the technology available today to support this data management.
Asset Visibility: Seeing the Opportunity in Asset ManagementFindWhitePapers
Examine the importance of improving visibility into asset performance - and review four activities that can form the basis for getting more out of the assets in your portfolio to drive better decisions in allocating scarce capital to new asset investments.
All Information, All People, One Platform What's New in SAP BusinessObjects X...FindWhitePapers
Discover how you can provide a superior business intelligence platform for your analysts and business users, giving them immediate access to trusted business information. SAP BusinessObjects XI 3.1 delivers a full spectrum of solutions for information discovery, delivery, management, reporting, and analysis.
Digital Marketing with a Focus on Sustainabilitysssourabhsharma
Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
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.
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
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.
HR search is critical to a company's success because it ensures the correct people are in place. HR search integrates workforce capabilities with company goals by painstakingly identifying, screening, and employing qualified candidates, supporting innovation, productivity, and growth. Efficient talent acquisition improves teamwork while encouraging collaboration. Also, it reduces turnover, saves money, and ensures consistency. Furthermore, HR search discovers and develops leadership potential, resulting in a strong pipeline of future leaders. Finally, this strategic approach to recruitment enables businesses to respond to market changes, beat competitors, and achieve long-term success.
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.
Ellen Burstyn: From Detroit Dreamer to Hollywood Legend | CIO Women MagazineCIOWomenMagazine
In this article, we will dive into the extraordinary life of Ellen Burstyn, where the curtains rise on a story that's far more attractive than any script.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Zodiac Signs and Food Preferences_ What Your Sign Says About Your Tastemy Pandit
Know what your zodiac sign says about your taste in food! Explore how the 12 zodiac signs influence your culinary preferences with insights from MyPandit. Dive into astrology and flavors!
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.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
Introduction
The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
2. TABLE OF CONTENTS
1 Introduction
2 Today’s Performance Reality: Data Driven Decisions
3 New concepts and tools of data driven decisions
3 It all starts with the data
3 Managing What We Measure
4 Enabling Strategic Agility
5 Driving process efficiency
5 Improved insight
6 Flexible solutions that support all users
6 The changing nature and demographics of the workforce
7 Benefits of decentralization
7 Ideal degree of decentralization
7 Reaping the benefits of decentralization: the hard data
8 Risk and Transparency
9 Conclusions
10 Endnotes