Poor organisation design accounts for 50% of strategy failures. There are seven key questions to evaluate an organisation's design: 1) Do market segments reflect customer needs? 2) Do value propositions deliver outcomes for each segment? 3) Is there clear ownership of each customer segment? 4) Is there accountability for each value proposition? 5) Have you defined how the organisation is structured around customers or value propositions? 6) Should you try to create one culture or allow different cultures for different segments? 7) Is the organisation design changing as quickly as the market? Regularly reviewing these questions can help ensure the organisation is optimally configured to implement its strategy.
Owning the Customer Experience: A new view of sales effectiveness todayAchieveGlobal
Today's customers are not easy to impress. Not only do they want benefits beyond stellar product and service features, they demand efficiency in their interactions with salespeople, a comprehensive understanding of their business challenges and goals. How can you truly own every defining moment of their customer experience?
We create well-thought-out financial marketing tools that will sharpen your organization\'s identity, attract fresh opportunities and expand your business relationships.
Owning the Customer Experience: A new view of sales effectiveness todayAchieveGlobal
Today's customers are not easy to impress. Not only do they want benefits beyond stellar product and service features, they demand efficiency in their interactions with salespeople, a comprehensive understanding of their business challenges and goals. How can you truly own every defining moment of their customer experience?
We create well-thought-out financial marketing tools that will sharpen your organization\'s identity, attract fresh opportunities and expand your business relationships.
October 20, 2010 Santa Clara University Leavey School of Business speaker slides for the Mktg 551 MBA course, presented for discussion with Professor Ravi Shanmugam's class.
Marketing Operations (MO) is an emerging discipline with the potential to significantly increase performance and accountability in complex marketing organizations. It leverages a strong front-end infrastructure to reinforce marketing strategy and back-end programs and tactics. This article identifies the characteristics that signal your organization's readiness for MO.
Organizing For Business Agility - Atlanta Nov 2016Randy Pilkenton
Excellence in building (and running) the product the right way does not ensure that the right product yields business benefits.
Together, this calls for a culture of outcome-orientation and product-centricity.
Aiming for business agility thus requires us to reconsider how we operate along different dimensions such as funding of development work, team structure, procurement, governance and decision making.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for ConnexionAsia’s health insurance product. This product provides a one-step health service for employers that enables employees to choose from multiple providers and make tradeoffs between different types of insurance coverage and wellness programs. Employees can use their health care benefits for wellness programs (e.g., fitness) and other preventative health care in addition to the traditional health care insurance. By enabling employees to be more proactive in their health care, ConnexionAsia’s health insurance product can provide employers with healthier employees, reduced sick leave, and lower health care costs in the long run. It makes money through its wellness products, consultation services, and the sale of data.
Bsharp provides tools and technologies to engage a distributed sales force. Through their mobile devices. How do you enable Medical Reps with information to do their jobs better? Provide them with iPad/Tablet with all the relevant information to do the job better.
World Class Workforce Focus for Healthcare - Part VMichael Harton
AmAsia3 member John West reviews the components of the “Criteria for Performance Excellence” and introduces the fifth and sixth categories: Workforce Focus and Process Management in this 7 part series. John served as a member of headquarters management at a Fortune 500 company and has been an international management consultant for many years helping organizations around the world use performance excellence to continuously improve. Viewers can download this presentation to include audio.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Oscar Health Insurance. Unlike most health care insurance companies, Oscar focuses on end-users as opposed to companies. It connects end users with its network of health care providers (e.g., doctors, hospitals). It focuses on end-users, largely because America’s new health care plan, usually called Obamacare, opened up this opportunity for focusing on end-users, who didn’t have coverage through employers. Oscar reduces its costs through a simpler form of web-based billing, Telemedicine, and wearable technology. These slides describe the value proposition, customers, method of value capture, scope of activities and the method of strategic control for Oscar.
This was done as part of a coursework for the Business Model class at Heriot-Watt University.
It was used only in educational services.
I hope you enjoy it and learn something form it, because we certainly learned a lot.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Uber’s taxi service. Uber’s service enables anyone to provide taxi services and it provides dynamic pricing for better matching of supply and demand. Its value proposition for potential drivers is the opportunity to work as driver on their own hours. Its value proposition for user to lower taxi fares during most times of the day and a higher supply of taxis (and higher prices) during peak demand. The customers are tech-savvy and smart phone users who value their time. Uber receives payments directly from customers and keeps a percentage of these payments as its income. Uber’s patents for a demand-price algorithm represent a barrier of entry and thus a method of strategic control.
Venture Design Workshop: Business Model CanvasAlex Cowan
These slides support the various workshops I do and my online curriculum in two principal places:
1. Business Model Canvas Tutorial
This is a more fully articulated instructional, complete with templates: bit.ly/nicebmc.
2. Startup Sprints
This is a structured self-service for Venture Design/new venture creation: bit.ly/startupsprints.
October 20, 2010 Santa Clara University Leavey School of Business speaker slides for the Mktg 551 MBA course, presented for discussion with Professor Ravi Shanmugam's class.
Marketing Operations (MO) is an emerging discipline with the potential to significantly increase performance and accountability in complex marketing organizations. It leverages a strong front-end infrastructure to reinforce marketing strategy and back-end programs and tactics. This article identifies the characteristics that signal your organization's readiness for MO.
Organizing For Business Agility - Atlanta Nov 2016Randy Pilkenton
Excellence in building (and running) the product the right way does not ensure that the right product yields business benefits.
Together, this calls for a culture of outcome-orientation and product-centricity.
Aiming for business agility thus requires us to reconsider how we operate along different dimensions such as funding of development work, team structure, procurement, governance and decision making.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for ConnexionAsia’s health insurance product. This product provides a one-step health service for employers that enables employees to choose from multiple providers and make tradeoffs between different types of insurance coverage and wellness programs. Employees can use their health care benefits for wellness programs (e.g., fitness) and other preventative health care in addition to the traditional health care insurance. By enabling employees to be more proactive in their health care, ConnexionAsia’s health insurance product can provide employers with healthier employees, reduced sick leave, and lower health care costs in the long run. It makes money through its wellness products, consultation services, and the sale of data.
Bsharp provides tools and technologies to engage a distributed sales force. Through their mobile devices. How do you enable Medical Reps with information to do their jobs better? Provide them with iPad/Tablet with all the relevant information to do the job better.
World Class Workforce Focus for Healthcare - Part VMichael Harton
AmAsia3 member John West reviews the components of the “Criteria for Performance Excellence” and introduces the fifth and sixth categories: Workforce Focus and Process Management in this 7 part series. John served as a member of headquarters management at a Fortune 500 company and has been an international management consultant for many years helping organizations around the world use performance excellence to continuously improve. Viewers can download this presentation to include audio.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Oscar Health Insurance. Unlike most health care insurance companies, Oscar focuses on end-users as opposed to companies. It connects end users with its network of health care providers (e.g., doctors, hospitals). It focuses on end-users, largely because America’s new health care plan, usually called Obamacare, opened up this opportunity for focusing on end-users, who didn’t have coverage through employers. Oscar reduces its costs through a simpler form of web-based billing, Telemedicine, and wearable technology. These slides describe the value proposition, customers, method of value capture, scope of activities and the method of strategic control for Oscar.
This was done as part of a coursework for the Business Model class at Heriot-Watt University.
It was used only in educational services.
I hope you enjoy it and learn something form it, because we certainly learned a lot.
These slides use concepts from my (Jeff Funk) course entitled Biz Models for Hi-Tech Products to analyze the business model for Uber’s taxi service. Uber’s service enables anyone to provide taxi services and it provides dynamic pricing for better matching of supply and demand. Its value proposition for potential drivers is the opportunity to work as driver on their own hours. Its value proposition for user to lower taxi fares during most times of the day and a higher supply of taxis (and higher prices) during peak demand. The customers are tech-savvy and smart phone users who value their time. Uber receives payments directly from customers and keeps a percentage of these payments as its income. Uber’s patents for a demand-price algorithm represent a barrier of entry and thus a method of strategic control.
Venture Design Workshop: Business Model CanvasAlex Cowan
These slides support the various workshops I do and my online curriculum in two principal places:
1. Business Model Canvas Tutorial
This is a more fully articulated instructional, complete with templates: bit.ly/nicebmc.
2. Startup Sprints
This is a structured self-service for Venture Design/new venture creation: bit.ly/startupsprints.
Cultivate Talent January Newsletter on the theme "Solution Focused Selling" around getting the right sales culture and framework to improve sales performance
Effective day-to-day category management by BearingPointJari Laine
In BearingPoint’s experience,
category management can be
taken to a whole new level by
structuring the processes
involved and taking an
analytical, data-driven approach
to decision-making.
How to Build a Compelling Business Case? Riikka Tanner
If you have ever wondered how to build a compelling business case, you are now just nine steps away from building one! Using Business Model Canvas for business case modeling gives you a great way to build concise, interesting and visual case for your next adventure.
This presentation defines Business Strategy, explains it's importance and also outlines steps to define the same for one's organisation or client group.
It is based on Jay Galbraith's STAR Model
A clear understanding of the customer is absolutely crucial to growth. Customers are bombarded with more and more options every day. They do not hesitate to walk away from products that fail to meet their expectations. The best companies are focused on customers to drive sustainable growth — tailoring offerings to customers’ unique needs.
A clear understanding of the customer is absolutely crucial to growth. Customers are bombarded with more and more options every day. They do not hesitate to walk away from products that fail to meet their expectations. The best companies are focused on customers to drive sustainable growth — tailoring offerings to customers’ unique needs.
Separating Rhinos from Swans - resilience might be the keyThe BrainLink Group
I explore the future directions of strategy - and resilience presents itself as a candidate. With a focus on alternative futures, elastic mindsets an anti-fragile design - it might be the key to separating Grey Rhinos from Black Swans.
The shocks to our system in early 2020 have been overwhelming. With the advent of drought. bushfires and the rapid spread of coronavirus, many of our traditional coping mechanisms are failing. It is time to rethink our views on leadership, strategy and organisation.
Several myths underpin our understanding of decision making. We expose five of these myths - and identify ways to improve decisions in conditions of uncertainty
This quote has been frequently misunderstood and used as a justification for large culture change programs - without being specific about the strategy. I have tried to address this misunderstanding.
Your ability to generate strategic insights can be enhanced by understanding and following the principles of ACCRETION - the process whereby stellar systems are formed
Many people claim that strategy is dead - overcome by the conditions of change and uncertainty. They prefer agility and quick response. But the obituary for strategy is premature - and is based on a series of false assumptions about strategy.
We outline how strategy is both necessary and valuable in conditions of uncertainty and change.
The events of 2016 give us an opportunity to question our approach to leadership, strategy and organisation. This may be the time to challenge many of the traditional norms in this space.
There are many reported benefits of Mindfulness. But how do we create a mindful organisation? We show that it's quite different to simply developing mindful people
Do action oriented cultures provide the best response to a fast changing environment. There are a number of challenges in these organisations - they may be driving out strategic thinking!
Executives regularly complain that their staff don't think or act strategically. We examine three reasons why this may occur - and what you can do about it.
The "Brain New World" is a new look at organisations, leadership and strategy through the lens of neuroscience. We suggest that the organisation IS a brain.
Our brain new world - organisations and their developmentThe BrainLink Group
This is an attempt to understand organisations as complex adaptive systems - in much the same way as the human brain. There are five key implications for the way we approach organisational development
The brain new world - insights for organisations and strategyThe BrainLink Group
We seek to understand organisations and their strategy by using the brain as a metaphor. In this sense, the organisation not only HAS a brain, but in many respects, it IS a brain.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
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Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Not getting the results you want your design may be wrong
1. NOT GETTING THE RESULTS YOU WANT?
YOUR DESIGN MAY BE WRONG
Good
organisation
design is the
deliberate
alignment of your
organisation to
the market and
your strategy.
Poor design
accounts for
50% of strategy
failure!
Leaders have indirect roles
Seven questions to ask of your Organisation
Design
Dr Norman Chorn | Centre for Strategy Development | norman.chorn@centstrat.com | www.centstrat.com
their businesses. For example, customers in a given set of
Organisation design - why bother? postal codes donʼt share the same challenges. and all medium-
Many people would regard the design of their organisation as
size enterprises donʼt necessarily use your product in the same
rather less important than the clarity of their strategy or the
way. In most cases, these demographic segments are employed
positive attitude of their staff. Sadly, they could be quite wrong.
because they are easily understood and customers are quickly
Research1 shows that poor design accounts for something like
classified. But they donʼt help you develop clear and focused
50% of strategy failure!
value propositions for each segment in which you operate.
Why is this so? Because organisation design - or the way you
have configured the capabilities and resources of the 2. Do your customer value propositions deliver
organisation - is the ULTIMATE expression of your outcomes for each segment?
organisationʼs strategy. It reflects the priorities and trade-offs As mentioned above, market segments should group customers
you have made in the strategy, even if you have done so quite according to the outcome they seek by buying and using their
unconsciously. your product. Your value proposition outlines the value you seek
to provide within the segment. The more clearly defined you
My experience and research identifies seven key questions you define your segment, the more sharply focused your value
should be asking when reviewing your organisation design to proposition will be.
see if youʼre maximising your chances for strategic success.
Value propositions should be defined in terms of the outcomes
they produce for customers. Instead of describing the features of
Seven questions of your organisation the product, they should be focused on:
design • the problems they solve for the customer
1. Do your market segments define the real • the positive difference (value add) you make to the
business of your customer.
needs of customers?
Most enterprises divide their market into several segments in Viewed in this way, the value proposition becomes the core of
which they operate or compete. But how many define these your business strategy within the segment. Having a sharply
segments in terms of customer needs or the solutions these focused value proposition ensures you have a well focused and
customers seek? In most cases, organisations segment their
market according to the demographics of the customers, ie: how easily communicated business strategy.
large they are, what product2 they purchase, or where they are
located. 3. Is there clear ownership of each customer
segment?
But these segmentation criteria donʼt really help you understand Given the importance of the customer segments in shaping the
the way your customers use you product, the problems that they business strategy, you need to ensure that each of the
need you to solve, or the value that you are expected to add to segments is “owned” by a senior manager. (This is not the same
as having a regional manager who oversees activity within a
geographic region). The segment manager is accountable for
2. as having a regional manager who oversees activity within a organisation?
geographic region). The segment manager is accountable for I know of many leaders who seek to create a common culture in
the customers within the segment. This means that they their enterprise. They are keen to have a common way of doing
develop domain expertise for the challenges, problems and things across the different parts of the organisation.
opportunities of the customers in this segment. They become, in Unfortunately, this is not only very difficult to accomplish, it is
effect, the voice of the customer within the organisation. also quite counter-productive.
Since the segments are defined in terms of common needs and Culture defines the way we do things - in essence, the pattern of
outcomes, the customer manager is responsible for delivering behaviours and decision-making. These patterns of behaviour
the value proposition to the customers in the segment. This and decision-making drive the manner in which the strategy is
means that they are responsible for customer satisfaction and implemented. So, if different parts of the organisation have
value within the segment. They are also responsible for different value propositions being implemented for different
developing the business strategy and providing input into the customer groups, it stands to reason that their strategies will be
ongoing development and refinement of the value proposition. different. Accordingly, it makes sense that their cultures and
styles are different as well.
4. Is there clear accountability for each value
proposition? Unless you have a simple business with one value proposition
If your business has several different products and a series of and one customer, it is more useful to think of your organisation
value propositions, it is sensible to have clear accountability for as a portfolio of businesses. In that way, one size does not fit
each value proposition, usually at a senior level as well. The all. The organisation will have a series of cultures, each focused
role of the value proposition manager is to manage the ongoing on the task it has to perform. Culture will not be unifying “glue”
design and development of the value proposition - to ensure that holds the organisation together - this role is best performed
that it meets both the current and emerging needs of customers. by organisation purpose or vision.
Since the customer manager is accountable for delivering the 7. Is your organisation changing as quickly as
value proposition to customers and to ensure customer the market?
satisfaction, the value proposition manager is a resource and Jack Welch, the legendary CEO of General Electric, was
support to these customer managers. The value proposition famous for urging his businesses to change more quickly than
managerʼs primary role is to manage the value proposition the market place. He knew that it is necessary to continually
through its life-cycle and to act as the organisationʼs thought adjust and review the design of the organisation, the way the
leader for that particular space. This ensures that the major customer segments are defined, and the value
development of the organisationʼs value proposition is ongoing propositions delivered to each of these customer groups.
and responsive to the changing needs of the market.
As I mentioned at the start of this article, organisation design is
5. Have you defined the dominant axis around the ultimate expression of your strategy. So, if the market is
which you are organised? changing, it makes sense to adjust the design of your
By having customer managers (responsible for managing a organisation - in particular the way you define customer
customer segment) and value proposition managers segments and your value propositions.
(responsible for the development of the value propositions), you
have two possible axes around which you can design your The living organisation
organisation3. In other words, you could make it a customer- The organisation is your vehicle for implementing strategy in the
based organisation by organising around the major customer market. It is the way you configure and allocate resources to the
segments. Or, you could choose a value proposition focused priorities you perceive. It responds to both changes in the
design and create several value proposition (or product) market and your strategic intent. In that sense, it can be seen as
divisions. a live network of relationships, communication and material
flows. Ensuring the optimal design of this network is closely
By having both customer and value proposition accountability, related to achieving strategic and operational success.
you create a matrix design, ie two axes of management and
control. Matrix organisations are somewhat more complex to I hope that these seven questions assist the process.
manage, but they are made more manageable by explicitly assistprocess
defining the strong and weak streams. If you organise around
the customer segments (diagram 1), you define the customer as
the strong stream. In this case, the customer managers drive
the business, supported by the value proposition (or product)
managers.
If, on the other hand, you define the value propositions (or
products) as the strong stream (diagram 2), they will drive the
business, and the sales managers will act as their agents in the
market.
6. Are you trying to create a “one-culture”
Diagram 1 Diagram 2
¹ Danny Miller, CEO Tenure and the match between organisation and
environment, Management Science, vol 37, 1, 1991; J Lamar Pierce,
Organisational Structure Affect Firm Strategy and Performance, UCLA, 2003; Gill
Corkindale, The importance of organisational design and structure, HBR Norman
conducts
workshops
and
mentoring
in
Organisation
Summary, February, 2011; Norman Chorn, Strategic Alignment, Woodslane, 2010 Design
-‐
with
particular
reference
to
complex
and
challenging
problems
you
may
be
seeking
to
address.
Contact
him
on
2
For purposes of this argument, I use “product” to also mean the “service” you
sell and deliver
norman.chorn@centstrat.com
³ In reality, there are several other axes around which the organisation can be
designed. These include process, function, programs/projects and external issues.
For purposes of this article, I have limited the discussion to the most common
axes of customer and product.