This newsletter article discusses the importance and various roles of research in public relations. It identifies four main types of research: 1) Foundational research which examines underlying psychology, sociology and other relevant fields, 2) Best practices and benchmarking studies which analyze trends in PR and other industries, 3) Initial or formative research which identifies knowledge gaps and informs objectives, and 4) Measurement and evaluation which assesses program results and identifies areas for improvement. The article provides examples of companies effectively integrating different types of research into their PR strategies and programs.
The document outlines a 7-step process for crafting and executing a strategy called "Seven Steps To A Successfully Executed Strategy". The 7 steps are: 1) Create a sense of urgency for superior performance, 2) Build a powerful executive team, 3) Craft a strategy, 4) Communicate the strategy, 5) Empower people to execute the strategy, 6) Build momentum, and 7) Make performance a habit. The process is meant to help organizations think strategically, develop a strategy, and ensure its effective execution through leadership, communication, and focus on performance.
How Strategic Human Resource Communications Influence Hiring PracticeCyndyTT
This eBook chapter focuses on the best practices of HR Marketing Communications and provides case studies and references to help Human Resource professionals understand the importance and differences with various HR marketing communication tactics.
This document discusses crowdsourcing as a tool for strategic planning. It notes that traditional strategic plans developed behind closed doors often sit collecting dust and fail to convey changes needed in the organization. Crowdsourcing, which involves outsourcing tasks to a large group, provides an opportunity to open up strategic development to all stakeholders. Examples are given of companies that used crowdsourcing for strategic planning, which improved quality, built enthusiasm and alignment, and led to increased creativity, accountability and commitment. The benefits of taking this approach are discussed.
The document discusses how traditional talent management frameworks focus more on succession planning and metrics than meaningful career conversations, and proposes alternative approaches centered around in-depth discussions using a "Four Cs" model of credibility, capability, character, and career management to better understand individuals' strengths and development needs. It also examines questions around who should conduct talent assessments and how the information can be best used to inform decisions and action planning.
Making the Case for Learning and Development: 5 Steps for SuccessKip Michael Kelly
This white paper draws lessons from our work with a range of organizations. It outlines steps you and other learning and development leaders can take to show your CEO and CFO the top and bottom-line value and the ROI of learning and development initiatives. These steps can change your own and your senior management’s perception of learning and development programs and of the value these programs provide to the organization:1. Know your organization’s strategic priorities.2. Understand how the learning and development function can contribute to those priorities.3. Determine what learning and development programs will support the organization’s strategic direction. 4. Build it with metrics.5. Pitch it like you’re the CFO.
The document discusses the importance of focusing on quality of interaction, rather than just tangible changes, when formulating and executing strategy. It notes that starting with changes to structure, processes and hierarchy often backfires by causing anxiety, distrust and failure to capitalize on the transformational power of interaction. The participative approach outlined puts interaction at the heart of strategy work by building consensus through conversations focused on why change is needed, the desired changes, how to implement them, and responsibilities. This helps address emotional and psychological needs better than a top-down approach over-focused on tangible changes.
1) Your strategy must engage hearts and minds by involving people throughout the organization early in the process to create buy-in for change.
2) Uncertainty from change can undermine acceptance of the strategy, so participation helps people understand and support it.
3) Thinking about implementation from the start of strategy development better ensures it will succeed by aligning actions with strategic goals.
Social Media effect on today's enterprise, What are Social Brands and Social Enterprises, and the difference between them.
How should leaders consider integration of Social Media in the organization, and much more..
Contact raz@kinshipdigital.com for presentation notes.
The document outlines a 7-step process for crafting and executing a strategy called "Seven Steps To A Successfully Executed Strategy". The 7 steps are: 1) Create a sense of urgency for superior performance, 2) Build a powerful executive team, 3) Craft a strategy, 4) Communicate the strategy, 5) Empower people to execute the strategy, 6) Build momentum, and 7) Make performance a habit. The process is meant to help organizations think strategically, develop a strategy, and ensure its effective execution through leadership, communication, and focus on performance.
How Strategic Human Resource Communications Influence Hiring PracticeCyndyTT
This eBook chapter focuses on the best practices of HR Marketing Communications and provides case studies and references to help Human Resource professionals understand the importance and differences with various HR marketing communication tactics.
This document discusses crowdsourcing as a tool for strategic planning. It notes that traditional strategic plans developed behind closed doors often sit collecting dust and fail to convey changes needed in the organization. Crowdsourcing, which involves outsourcing tasks to a large group, provides an opportunity to open up strategic development to all stakeholders. Examples are given of companies that used crowdsourcing for strategic planning, which improved quality, built enthusiasm and alignment, and led to increased creativity, accountability and commitment. The benefits of taking this approach are discussed.
The document discusses how traditional talent management frameworks focus more on succession planning and metrics than meaningful career conversations, and proposes alternative approaches centered around in-depth discussions using a "Four Cs" model of credibility, capability, character, and career management to better understand individuals' strengths and development needs. It also examines questions around who should conduct talent assessments and how the information can be best used to inform decisions and action planning.
Making the Case for Learning and Development: 5 Steps for SuccessKip Michael Kelly
This white paper draws lessons from our work with a range of organizations. It outlines steps you and other learning and development leaders can take to show your CEO and CFO the top and bottom-line value and the ROI of learning and development initiatives. These steps can change your own and your senior management’s perception of learning and development programs and of the value these programs provide to the organization:1. Know your organization’s strategic priorities.2. Understand how the learning and development function can contribute to those priorities.3. Determine what learning and development programs will support the organization’s strategic direction. 4. Build it with metrics.5. Pitch it like you’re the CFO.
The document discusses the importance of focusing on quality of interaction, rather than just tangible changes, when formulating and executing strategy. It notes that starting with changes to structure, processes and hierarchy often backfires by causing anxiety, distrust and failure to capitalize on the transformational power of interaction. The participative approach outlined puts interaction at the heart of strategy work by building consensus through conversations focused on why change is needed, the desired changes, how to implement them, and responsibilities. This helps address emotional and psychological needs better than a top-down approach over-focused on tangible changes.
1) Your strategy must engage hearts and minds by involving people throughout the organization early in the process to create buy-in for change.
2) Uncertainty from change can undermine acceptance of the strategy, so participation helps people understand and support it.
3) Thinking about implementation from the start of strategy development better ensures it will succeed by aligning actions with strategic goals.
Social Media effect on today's enterprise, What are Social Brands and Social Enterprises, and the difference between them.
How should leaders consider integration of Social Media in the organization, and much more..
Contact raz@kinshipdigital.com for presentation notes.
This document summarizes the first session of an online learning series about Real Time Strategic Change (RTSC). The session introduced participants to RTSC principles and how the series will work. Key points included: setting expectations for the series outcomes, clarifying the purpose and applying RTSC to current work, and getting feedback to improve future sessions. Participants engaged in discussion forums to share experiences and get clarification on integrating RTSC into their work.
Performance Strategy & Change Management Brochure 11 13 2012Claudia Rubino
This document advertises an upcoming conference on strategic performance and change management from November 13-15, 2012 in New Orleans, LA. The conference will cover key topics related to performance management and leading organizational change through plenary and breakout sessions. Attendees can learn about creating strategic alignment, sustaining change initiatives, measuring performance, and more. High-level speakers from organizations like Deloitte, NASA, AARP, and the Wendy's Company will present. Pre-conference workshops will also be offered on topics like the balanced scorecard, change management, leading indicators, and the neurobiology of change. The goal is to provide learning opportunities to help enhance executive strategy and enable positive change within organizations.
Maps matter. They are the frameworks that guide talent management practice. But if we use the wrong maps or don\'t know how to read them we will find it difficult to get to our destination.
The document discusses four practices that foster a cooperative culture in organizations:
1) Hiring for cooperation by screening for collaborative skills and putting collaborative people in charge of hiring.
2) Onboarding practices that introduce new employees to colleagues and encourage relationship building beyond their immediate team.
3) Supporting mentoring relationships that are voluntary for both parties and involve senior executives as role models.
4) Ensuring performance management rewards collaboration by recognizing collaborative accomplishments and making the process itself collaborative.
The document summarizes a two-day strategic alliance conference that will teach attendees how to successfully launch, manage, and evaluate strategic partnerships. The conference will provide best practices for identifying metrics to measure alliance performance, aligning alliances with corporate strategy, and fostering transparency between partner organizations. Speakers will discuss governance methods, communication strategies, and tools for assessing relationship health.
Unlocking The Potential Of Frontline Mgrs Exec Briefing Sbpmother55
This document outlines six keys to unlocking the potential of frontline managers. The six keys are: 1) Identify employees with the capability and interest to be good managers. 2) Help managers understand their team's goals and roles. 3) Help managers understand the people they manage. 4) Help managers understand themselves and how they impact their people. 5) Don't assume managers know how or when to coach. 6) Minimize administrative work to give managers more time to develop people. The document emphasizes the importance of self-awareness, communication, and development for both managers and the people they manage.
This document provides an agenda and background information for Session II of a Real Time Strategic Change Learning Series. The session aims to teach participants how to accelerate change work by applying six principles of Real Time Strategic Change. The agenda includes presentations on the history and application of the principles, as well as a case study discussion. Participants will work in breakout groups to analyze scenarios through the lens of individual principles in order to better understand and apply them.
The document summarizes a session on Real Time Strategic Change (RTSC). It provides an overview of RTSC principles and areas of work. It then discusses a case study where RTSC was applied to a social services organization undergoing a change initiative. Key aspects of scoping possibilities, developing leadership, and creating organizational congruence were discussed as they related to the case.
How to Help Leaders Succeed: A Guide to Successful Executive Career TransitionsKip Michael Kelly
This white paper provides HR and talent management professionals six simple steps they can take with newly hired executives to ensure successful transitions into their roles and organizational cultures. These steps are cost affordable and can be scaled to any size organization. With today’s leaner organizations, it is more important than ever to reduce the break-even point—the point at which new leaders have contributed as much value to their organizations as they have consumed from it—from six to three months (Watkins, 2003). Throughout this white paper are examples of organizations that have recognized this need and have developed programs that provide guidance to their executives to ensure successful career transitions.
This document provides answers to questions from a management assignment. It discusses roles and responsibilities of groups and individuals in organizations. It also examines how roles have been modified in 21st century organizations, with an emphasis on knowledge workers and networks. Decision making processes within organizations are explored, with examples provided from the student's place of work. Key roles like initiators, informers, and evaluators are outlined for tasks, while motivators and harmonizers are important for group building. Decision making involves different levels from operational to tactical to strategic.
The document discusses reasons why organizational redesigns fail and keys to success. Common failures include not establishing clear goals for the redesign, structuring the organization around specific personnel rather than business needs, causing too much disruption, making side agreements outside the process, skipping assessing the current state, breaking confidentiality, and neglecting change management planning. To succeed, organizations should understand drivers for change, separate design from staffing decisions, minimize disruption, follow an agreed-upon process, conduct a current state assessment, maintain confidentiality during planning, and implement formal communications.
Journalists have a lot to learn from other disciplines about tracking what works. We're not used to gauging our success in ways more sophisticated than ratings or circulation numbers, and we're behind the measurement curve. But these days, it's hard to value what you can't measure. And as newsrooms grapple with how to make room in tight budgets for audience engagement, it's natural that they'd also wonder what the return on that investment might be.
We at Think Talent believe that strong organization culture help build an environment with meaning, and offer ways to interpret and shape events and situations.
The document discusses social media marketing for associations. It outlines Marni Blythe's presentation agenda which includes an overview of the current social media climate, the science behind social media, how marketing has changed, and why associations should be excited about social media. It also discusses measuring digital ROI and conducting a LinkedIn demonstration. The presentation emphasizes taking a disciplined, strategic approach to social media integration based on discovery, exploration, and implementation phases.
Social Media Governance - Beyond the RisksWalter Adamson
Objectives: To allow Internal Auditors to:
communicate effectively with those managing the use of social media when they are conducting an audit; to understand the inherent release of control of information posted in social media; to understand the tools and systems which might be in use to distribute and monitor social media activity; to understand what governance and control means regarding social media when its utility is heavily linked to not being ‘in control’.
Social Media Governance - how it works in organisationsiGo2 Pty Ltd
Presentation to Internal Auditors to: communicate effectively with those managing the use of social media when they are conducting an audit; to understand the inherent release of control of information posted in social media; to understand the tools and systems which might be in use to distribute and monitor social media activity; to understand what governance and control means regarding social media when its utility is heavily linked to not being ‘in control".
This document discusses how to optimize behavior change initiatives for business impact. It notes that while companies spend significant resources on change initiatives, only about 50% are considered successful according to surveys. The key factor in determining success is behavior change within the organization. However, most companies do not effectively sustain behavior change over time. The document recommends focusing on aligning stakeholders before training, choosing the right learning content and methods, and sustaining behavior change after training through tools, metrics and manager support. It provides examples of how to improve focus on aligning, equipping and sustaining employees to drive lasting behavior change that achieves business goals.
This document discusses how to optimize behavior change initiatives for business impact. It finds that while companies spend significant resources on change initiatives, only about half are considered successful. The key factor in determining success is behavior change in the organization. However, most companies do not effectively sustain behavior change over time. The document recommends focusing on aligning stakeholders and sustaining behavior change, rather than just equipping employees, in order to drive lasting performance improvement. It provides strategies for improving focus on alignment and sustainability.
The document discusses social media maturity and how it can impact businesses. It presents a social media maturity curve that businesses can use to assess their current level of engagement, from listening to optimizing. Higher levels of maturity involve more strategic use of social platforms to engage audiences and incorporate customer insights. The case study of iRobot demonstrates how increasing social maturity helped the company transform by better addressing customer concerns online and developing new products.
[Whitepaper] Nudge Theory: An Effective Way to Transform Negative BehaviorsFlevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/nudge-theory-key-challenges-3895
Changing the behaviors of people is the foremost issue with every transformation initiative.
Nudge theory is a novel Change Management model that underscores the importance of understanding the way people think, act, and decide. The model assists in encouraging human imagination and decision making, and transforming negative behaviors and influences on people. The approach helps understand and change human behavior, by analyzing, improving, designing, and offering free choices for people, so that their decisions are more likely to produce helpful outcomes for the others and society in general.
Nudge theory helps reform existing (often extremely unhealthy) choices and influences on people. The theory is quite effective in curtailing resistance and conflict resulting from using autocratic ways to change human behavior. The model promotes indirect encouragement and enablement — by designing choices which encourage positive helpful decisions — and avoids direct enforcement. For instance, playing a ‘room-tidying’ game with a child rather than instructing her/him to tidy the room; improving the availability and visibility of litter bins rather than erecting signs with a warning of fines.
Organizations are increasingly using behavioral economics to optimize their employee and client behavior and well-being. Nudge units or behavioral science teams are being set up in the public and corporate sectors to influence people to address pressing issues. For instance, to increase customer retention by changing the language of support center staff to motivate customers to consider long-term benefits of a product; or to make employees to follow safety procedures by placing posters of watching eyes to remind them of the criticality of the measure.
An effective Nudge initiative necessitates much more than deploying a few experts in heuristics and statistics. The senior leadership should lay out a conducive environment for successful behavioral transformation. This entails assisting the Nudge unit to focus, place it appropriately, create awareness, train and de-bias people, implement effective rewards, and follow high ethical standards.
The leadership needs to think about and prepare to tackle 6 key challenges Nudge units face when implementing effective behavioral transformation initiatives:
What should be the focus of the Nudge unit?
Should the Nudge unit be placed at the headquarters or at the business unit level?
Which resources be made part of the Nudge unit?
What are the critical success factors to consider for the unit?
How to communicate the results and early wins?
What should be done to tackle skepticism and resistance to change?
Got a question about this presentation? Email us at support@flevy.com.
Centauric is an expert consulting firm that helps organizations unleash the potential of their people to drive business performance. They use a data-driven approach involving interviews, surveys, and facilitated discussions to understand organizational dynamics and identify opportunities. Their integrated services then develop leadership capabilities, strengthen employee engagement, and align culture and systems. The outcomes include increased focus on goals, engaged and committed employees, an innovative culture embracing change, and effective talent selection and development.
The Social Dynamics model: how to integrate social media in your companySteven Van Belleghem
This is a research paper in which we describe how companies should integrate social media into their entire company. this paper is based on more than 25 in-depth interviews with senior executives working on the integration of social media.
This document summarizes the first session of an online learning series about Real Time Strategic Change (RTSC). The session introduced participants to RTSC principles and how the series will work. Key points included: setting expectations for the series outcomes, clarifying the purpose and applying RTSC to current work, and getting feedback to improve future sessions. Participants engaged in discussion forums to share experiences and get clarification on integrating RTSC into their work.
Performance Strategy & Change Management Brochure 11 13 2012Claudia Rubino
This document advertises an upcoming conference on strategic performance and change management from November 13-15, 2012 in New Orleans, LA. The conference will cover key topics related to performance management and leading organizational change through plenary and breakout sessions. Attendees can learn about creating strategic alignment, sustaining change initiatives, measuring performance, and more. High-level speakers from organizations like Deloitte, NASA, AARP, and the Wendy's Company will present. Pre-conference workshops will also be offered on topics like the balanced scorecard, change management, leading indicators, and the neurobiology of change. The goal is to provide learning opportunities to help enhance executive strategy and enable positive change within organizations.
Maps matter. They are the frameworks that guide talent management practice. But if we use the wrong maps or don\'t know how to read them we will find it difficult to get to our destination.
The document discusses four practices that foster a cooperative culture in organizations:
1) Hiring for cooperation by screening for collaborative skills and putting collaborative people in charge of hiring.
2) Onboarding practices that introduce new employees to colleagues and encourage relationship building beyond their immediate team.
3) Supporting mentoring relationships that are voluntary for both parties and involve senior executives as role models.
4) Ensuring performance management rewards collaboration by recognizing collaborative accomplishments and making the process itself collaborative.
The document summarizes a two-day strategic alliance conference that will teach attendees how to successfully launch, manage, and evaluate strategic partnerships. The conference will provide best practices for identifying metrics to measure alliance performance, aligning alliances with corporate strategy, and fostering transparency between partner organizations. Speakers will discuss governance methods, communication strategies, and tools for assessing relationship health.
Unlocking The Potential Of Frontline Mgrs Exec Briefing Sbpmother55
This document outlines six keys to unlocking the potential of frontline managers. The six keys are: 1) Identify employees with the capability and interest to be good managers. 2) Help managers understand their team's goals and roles. 3) Help managers understand the people they manage. 4) Help managers understand themselves and how they impact their people. 5) Don't assume managers know how or when to coach. 6) Minimize administrative work to give managers more time to develop people. The document emphasizes the importance of self-awareness, communication, and development for both managers and the people they manage.
This document provides an agenda and background information for Session II of a Real Time Strategic Change Learning Series. The session aims to teach participants how to accelerate change work by applying six principles of Real Time Strategic Change. The agenda includes presentations on the history and application of the principles, as well as a case study discussion. Participants will work in breakout groups to analyze scenarios through the lens of individual principles in order to better understand and apply them.
The document summarizes a session on Real Time Strategic Change (RTSC). It provides an overview of RTSC principles and areas of work. It then discusses a case study where RTSC was applied to a social services organization undergoing a change initiative. Key aspects of scoping possibilities, developing leadership, and creating organizational congruence were discussed as they related to the case.
How to Help Leaders Succeed: A Guide to Successful Executive Career TransitionsKip Michael Kelly
This white paper provides HR and talent management professionals six simple steps they can take with newly hired executives to ensure successful transitions into their roles and organizational cultures. These steps are cost affordable and can be scaled to any size organization. With today’s leaner organizations, it is more important than ever to reduce the break-even point—the point at which new leaders have contributed as much value to their organizations as they have consumed from it—from six to three months (Watkins, 2003). Throughout this white paper are examples of organizations that have recognized this need and have developed programs that provide guidance to their executives to ensure successful career transitions.
This document provides answers to questions from a management assignment. It discusses roles and responsibilities of groups and individuals in organizations. It also examines how roles have been modified in 21st century organizations, with an emphasis on knowledge workers and networks. Decision making processes within organizations are explored, with examples provided from the student's place of work. Key roles like initiators, informers, and evaluators are outlined for tasks, while motivators and harmonizers are important for group building. Decision making involves different levels from operational to tactical to strategic.
The document discusses reasons why organizational redesigns fail and keys to success. Common failures include not establishing clear goals for the redesign, structuring the organization around specific personnel rather than business needs, causing too much disruption, making side agreements outside the process, skipping assessing the current state, breaking confidentiality, and neglecting change management planning. To succeed, organizations should understand drivers for change, separate design from staffing decisions, minimize disruption, follow an agreed-upon process, conduct a current state assessment, maintain confidentiality during planning, and implement formal communications.
Journalists have a lot to learn from other disciplines about tracking what works. We're not used to gauging our success in ways more sophisticated than ratings or circulation numbers, and we're behind the measurement curve. But these days, it's hard to value what you can't measure. And as newsrooms grapple with how to make room in tight budgets for audience engagement, it's natural that they'd also wonder what the return on that investment might be.
We at Think Talent believe that strong organization culture help build an environment with meaning, and offer ways to interpret and shape events and situations.
The document discusses social media marketing for associations. It outlines Marni Blythe's presentation agenda which includes an overview of the current social media climate, the science behind social media, how marketing has changed, and why associations should be excited about social media. It also discusses measuring digital ROI and conducting a LinkedIn demonstration. The presentation emphasizes taking a disciplined, strategic approach to social media integration based on discovery, exploration, and implementation phases.
Social Media Governance - Beyond the RisksWalter Adamson
Objectives: To allow Internal Auditors to:
communicate effectively with those managing the use of social media when they are conducting an audit; to understand the inherent release of control of information posted in social media; to understand the tools and systems which might be in use to distribute and monitor social media activity; to understand what governance and control means regarding social media when its utility is heavily linked to not being ‘in control’.
Social Media Governance - how it works in organisationsiGo2 Pty Ltd
Presentation to Internal Auditors to: communicate effectively with those managing the use of social media when they are conducting an audit; to understand the inherent release of control of information posted in social media; to understand the tools and systems which might be in use to distribute and monitor social media activity; to understand what governance and control means regarding social media when its utility is heavily linked to not being ‘in control".
This document discusses how to optimize behavior change initiatives for business impact. It notes that while companies spend significant resources on change initiatives, only about 50% are considered successful according to surveys. The key factor in determining success is behavior change within the organization. However, most companies do not effectively sustain behavior change over time. The document recommends focusing on aligning stakeholders before training, choosing the right learning content and methods, and sustaining behavior change after training through tools, metrics and manager support. It provides examples of how to improve focus on aligning, equipping and sustaining employees to drive lasting behavior change that achieves business goals.
This document discusses how to optimize behavior change initiatives for business impact. It finds that while companies spend significant resources on change initiatives, only about half are considered successful. The key factor in determining success is behavior change in the organization. However, most companies do not effectively sustain behavior change over time. The document recommends focusing on aligning stakeholders and sustaining behavior change, rather than just equipping employees, in order to drive lasting performance improvement. It provides strategies for improving focus on alignment and sustainability.
The document discusses social media maturity and how it can impact businesses. It presents a social media maturity curve that businesses can use to assess their current level of engagement, from listening to optimizing. Higher levels of maturity involve more strategic use of social platforms to engage audiences and incorporate customer insights. The case study of iRobot demonstrates how increasing social maturity helped the company transform by better addressing customer concerns online and developing new products.
[Whitepaper] Nudge Theory: An Effective Way to Transform Negative BehaviorsFlevy.com Best Practices
More Information:
https://flevy.com/browse/flevypro/nudge-theory-key-challenges-3895
Changing the behaviors of people is the foremost issue with every transformation initiative.
Nudge theory is a novel Change Management model that underscores the importance of understanding the way people think, act, and decide. The model assists in encouraging human imagination and decision making, and transforming negative behaviors and influences on people. The approach helps understand and change human behavior, by analyzing, improving, designing, and offering free choices for people, so that their decisions are more likely to produce helpful outcomes for the others and society in general.
Nudge theory helps reform existing (often extremely unhealthy) choices and influences on people. The theory is quite effective in curtailing resistance and conflict resulting from using autocratic ways to change human behavior. The model promotes indirect encouragement and enablement — by designing choices which encourage positive helpful decisions — and avoids direct enforcement. For instance, playing a ‘room-tidying’ game with a child rather than instructing her/him to tidy the room; improving the availability and visibility of litter bins rather than erecting signs with a warning of fines.
Organizations are increasingly using behavioral economics to optimize their employee and client behavior and well-being. Nudge units or behavioral science teams are being set up in the public and corporate sectors to influence people to address pressing issues. For instance, to increase customer retention by changing the language of support center staff to motivate customers to consider long-term benefits of a product; or to make employees to follow safety procedures by placing posters of watching eyes to remind them of the criticality of the measure.
An effective Nudge initiative necessitates much more than deploying a few experts in heuristics and statistics. The senior leadership should lay out a conducive environment for successful behavioral transformation. This entails assisting the Nudge unit to focus, place it appropriately, create awareness, train and de-bias people, implement effective rewards, and follow high ethical standards.
The leadership needs to think about and prepare to tackle 6 key challenges Nudge units face when implementing effective behavioral transformation initiatives:
What should be the focus of the Nudge unit?
Should the Nudge unit be placed at the headquarters or at the business unit level?
Which resources be made part of the Nudge unit?
What are the critical success factors to consider for the unit?
How to communicate the results and early wins?
What should be done to tackle skepticism and resistance to change?
Got a question about this presentation? Email us at support@flevy.com.
Centauric is an expert consulting firm that helps organizations unleash the potential of their people to drive business performance. They use a data-driven approach involving interviews, surveys, and facilitated discussions to understand organizational dynamics and identify opportunities. Their integrated services then develop leadership capabilities, strengthen employee engagement, and align culture and systems. The outcomes include increased focus on goals, engaged and committed employees, an innovative culture embracing change, and effective talent selection and development.
The Social Dynamics model: how to integrate social media in your companySteven Van Belleghem
This is a research paper in which we describe how companies should integrate social media into their entire company. this paper is based on more than 25 in-depth interviews with senior executives working on the integration of social media.
Præsentation af Dinis Guarda fra Saxo Bank holdt for Socialøkonomisk Netværk d. 6 April 2011.
Challenging social enterprises on social media opportunities..
Dinis Guarda, Global Head of SEO and Social Media Strategy SaxoBank, writer, author and entrepreneur. @dinisguarda
www.dinisguarda.com
How to manage your social media business profileDinis Guarda
This document provides guidance on how to manage a business's social media profile. It discusses creating and managing profiles on social networks to generate traffic. It emphasizes the importance of understanding a business's brand, audience, competitors and goals. It also stresses the need to listen to conversations, curate and distribute engaging content, and measure results through analytics. The overall message is that social media must be central to businesses and require clear strategies, planning and ongoing optimization.
Discussion 1Post 1Top of FormToday, data quality and privac.docxcuddietheresa
Discussion 1
Post 1:
Top of Form
Today, data quality and privacy are important components in any organization around the world. Thus , project managers are required to come up with proper ways of ensuring better data quality and privacy to ensure there is availability and improve customer service that will go to the heart of enabling the organization have a proper and functioning system at the end of the day. The managers need to adopt the following recommendations for the business as follows. The first recommendation is the need to have a high level of accuracy and measurement when it comes to degree where the data values are obtained. Data accuracy is very important in the business as wrong values will produce wrong output and this will affect the quality of decision making process at the end of the day (Chiregi & Navimipour, 2016) Another important mechanism is to ensure that all the data is complete and contains all the required attributes that will ensure there is proper data that will used in the decision making process. Also, there is need for the data to be consistency and this means that all the attributes should be uniform and all the instances and references from the set of data (Pearson & Wegener,2013). Thus, all the data collected need to be accurate and all values be consistent form the source. Finally, there is need to have a unique demonstration of the records that will need to be represented within the data sets and this will remove the element of duplicates at the end of the day.
References
Chiregi, M., & Navimipour, N. J. (2016). A new method for trust and reputation evaluation in the cloud environments using the recommendations of opinion leaders' entities and removing the effect of troll entities. Computers in Human Behavior, 60, 280-292.
Pearson, T., & Wegener, R. (2013). Big data: the organizational challenge. Bain Co.
Response1:
Post 2:
Top of Form
Recommendations that IT managers group collectively provide
In the modern workplace, Information Technology Managers (IT Managers) plays a vital role. IT managers helps to implement and administrate technology within their organization. He gives proper direction to the organization, the communications system and the structure. He ensures that the long-term objectives are translated into concrete plans of actions and understood and supported by people working at various levels. Other responsibility of the manager is a system of communications which enables managers throughout the organization to be aware, and the manager responsible for the systems stay informed of the changes that are taking place (How do Managers (Leaders) Contribute to an Organizations?, 2012). Below are some recommendations that an IT Managers provide:
Planning and Assessments: The organization need to identify the strengths, weaknesses and outside threats to work against its success and name the problem or issue that they are concerned about. It should utilize their current network to identify ...
A framework for managing social media by:
• Establishing guidance
• Defining the landscape
• Clarifying roles and responsibilities
• Addressing legal issues
• Understanding best practices
CEOs now expect more from their communications functions in the digital age:
1) CCOs must provide granular, data-driven measurements of corporate reputation across many stakeholder groups and brand attributes.
2) Communications strategies must be prepared for rapid response since issues can emerge quickly via social media.
3) The function has an offensive role in proactively building relationships, not just defense against crises.
4) Active listening to social media and stakeholder opinions informs corporate decision-making.
The document summarizes an upcoming two-day business conference called the West Coast Corporate Social Media Summit 2011 focused on helping companies utilize social media effectively. It will provide strategic insights from senior corporate speakers on topics like developing a coherent social media strategy, engaging customers, measuring return on investment, and incorporating latest technologies. Attendees will learn best practices from major companies using social media successfully and have opportunities to ask questions. The conference aims to give professionals tools and strategies to ensure their company's social media efforts are successful.
16 Enterprise Social Networking Predictions for 2013tibbr
Enterprise social networking predictions for 2013 include:
1) A focus on driving behavioral change and adoption through integration with core business processes and data-driven insights.
2) Using social data internally for real-time optimization and management in addition to external monitoring.
3) Establishing social media strategies and capabilities to support key business functions through listening, engaging, and driving outcomes.
W2O Group Function Optimization 2014 reportW2O Group
Over the course of our existence, W2O Group has been working with global organizations, specifically Chief Communications Officers (CCOs), to better organize, structure and fully develop corporate communications as a function, a system, and a set of capabilities to better align with strategic priorities. The report is a compilation of lessons learned, insights gleaned and recommendations for companies of all sizes.
The role of public relations professionals has expanded significantly in recent years. PR now plays an integral role in strategic planning and growth initiatives rather than just media relations. New opportunities exist for PR to support corporate image, investor relations, customers, revenue, and internal communications using tools like PR management software. To capitalize on these opportunities, PR professionals must coordinate integrated messaging across departments and audiences, determine tactics that support overall company goals, and evaluate strategy effectiveness.
Similar to Research: Are You Asking the Right Questions? (20)
The document discusses challenges in raising capital for biotech companies due to a tight venture capital market as a result of the global financial crisis. Experts note that while venture funding is still available, investors prefer lower risk, shorter term projects. As a result, biotech companies are increasingly looking to alternative sources of funding such as alliance deals, grants, and strategic partnerships. While the venture capital environment remains difficult, some experts believe conditions are slowly improving and funding will continue to be available for innovative life science projects.
1) Maintaining US leadership in medical innovation requires consistent application of policies that incentivize innovation, such as tax breaks for research and strong intellectual property protections.
2) Collaboration between government, private industry, and academia can speed up the discovery process and maximize potential by bringing together diverse expertise and resources.
3) The pharmaceutical industry has a responsibility to safely develop and validate new treatments while also taking risks to pursue new cures, but government policies must continue fostering an environment where innovation can thrive.
The pharmaceutical industry is facing significant changes driven by healthcare reform, increased regulation, and declining drug pipelines. Traditional commercial strategies are no longer effective. The nichebuster commercial model focuses on following disease pathways to target smaller patient populations. While companies have tried strategies like mergers, salesforce reductions, and new management, these have not led to long-term success. The industry must fundamentally change its commercial approach. The nichebuster model requires coordinating R&D, markets, and business models. It also demands realigning marketing, sales, and other functions to focus on outcomes rather than just products. This paradigm shift will be challenging but necessary for pharmaceutical companies to adapt to the new market realities.
This document is the editor's letter from PharmaVOICE magazine discussing the growing importance of comparative effectiveness research (CER). Key points:
1) CER was a major topic at recent healthcare conferences and will be the focus of an upcoming summit, reflecting its increasing impact on all healthcare stakeholders.
2) CER will provide physicians with treatment choice data, patients with information to set expectations, and payers with evidence for coverage decisions. Pharmaceutical companies will need to change their business models to focus on niche populations.
3) The need to prove comparative effectiveness will influence drug discovery and development, with companies less likely to pursue treatments for common diseases without significant benefits over existing options.
PharmaVoice - Letter From the Editor - September 2010gbashe
This document is the editor's letter from PharmaVOICE magazine discussing the growing importance of comparative effectiveness research (CER). Key points:
1) CER was a major topic at recent healthcare conferences and will be the focus of an upcoming summit, reflecting its increasing impact on all healthcare stakeholders.
2) CER will provide physicians with treatment choice data, patients with information to set expectations, and payers with evidence for coverage decisions. Pharmaceutical companies will need to change their business models to focus on niche patient populations.
3) The need to prove comparative effectiveness will influence drug discovery and development, with companies less likely to pursue treatments for common diseases without substantial benefits over existing options.
This article discusses legislation aimed at banning "pay-for-delay" deals between brand-name and generic drug companies. Such deals involve brand-name firms paying generics to delay entering the market, in exchange for settling patent litigation. Supporters argue this delays lower-cost generics and costs consumers billions annually, while opponents warn it could reduce drug innovation by increasing litigation costs. The legislation was not included in the final healthcare reform bill but sponsors plan to continue pursuing its passage.
1. Social media is changing how health information is shared, as people can now discuss topics on platforms like Twitter.
2. The FDA has not provided clear guidance for pharmaceutical companies on social media use, but holds meetings to get public input on developing guidelines.
3. Some key challenges for healthcare companies engaging on social media include adverse event reporting and maintaining fair balance in discussions.
This document summarizes a conference on biosimilars and follow-on biologics taking place September 14-15, 2009. The conference will provide insight on the political, safety, regulatory, and strategic implications of pending biosimilars legislation. Speakers will include representatives from the offices of Henry Waxman and Anna Eshoo, the FDA, FTC, biopharmaceutical companies, and other organizations. Topics will include analyses of pending bills, the comparative safety of biologics and biosimilars, antitrust provisions, and regulatory mechanisms and considerations for a biosimilars pathway. Attendees will gain timely and relevant information to advise their companies on issues and next steps regarding biosimil
This document summarizes the market reaction to clinical trial results from three biotech companies - Poniard Pharmaceuticals, Arena Pharmaceuticals, and Anadys Pharmaceuticals. It discusses how the companies' stocks dropped significantly despite data that met primary endpoints or showed safety and efficacy. The document suggests the wider market often fails to understand clinical data and is driven more by risk aversion than scientific understanding. It attributes overreactions in part to shallow reporting and quick analyses that prioritize speed over comprehension.
This document discusses how various stakeholders in the healthcare industry, such as patients, payers, journalists, physicians, and investors all have opinions that can influence new health products. It notes that payers influence analysts, reporters influence physicians, and patient concerns can derail products. The document promotes the services of Makovsky, a public relations firm that can help connect healthcare brands with these important stakeholders by making science accessible, empathizing with patient needs, and addressing economic realities from a public relations or health policy perspective.
CBI\'S 4TH ANNUAL SUMMIT ON BIOSIMILARS AND FOLLOW-ON BIOLOGICSgbashe
Register by January 22, 2010 and receive $400 off the registration fee for CBIs 4th Summit on Biosimilars and Follow-On Biologics being held March 18-19, 2010 in Washington DC. The conference will provide updates on the developing biosimilars framework in the US and EU, evaluate how to design clinical programs and assess similarity, and understand perspectives from payers, providers, and legislators. Hospira will present on lessons learned from their EU biosimilar experiences to provide insight for successful biosimilar development and launches.
This 3-day conference in Boston will discuss challenges and innovations in the biosimilars market. Key speakers will address regulatory issues, manufacturing processes, clinical assessments, commercialization, and pricing of biosimilars. The US biosimilar market is expected to generate $1.95 billion annually by 2014 if a regulatory pathway is implemented in 2013. The conference will provide networking opportunities for leaders in the biosimilar field.
This document summarizes a conference on biosimilars and follow-on biologics taking place September 14-15, 2009. The conference will provide insight on the political, safety, regulatory, and strategic implications of pending biosimilars legislation. Speakers will include representatives from the offices of Henry Waxman and Anna Eshoo, the FDA, FTC, biopharmaceutical companies, and other organizations. Topics will include analyses of current bills, the expected approval pathway and implications for industry, patient safety and regulatory issues, antitrust provisions, and the commercial landscape for biosimilars.
The document discusses pharmaceutical companies entering social media and online patient communities. It notes opportunities for non-branded disease awareness campaigns and collaborating with patient advocacy groups. Examples are given of companies like GSK, J&J, and Pfizer creating educational video and online content to engage patients without being overtly promotional. Special focus is given to engaging micro-patient communities for rare diseases through foundations and online support groups.
1. Research
Strategies +
Measurement
n e w s l e t t e r
Published by Makovsky + Company Volume 24/Number 4
For more information on Makovsky + Company’s
Research + Measurement Services, please visit
www.makovsky.com/service/research
the power of specialized thinking
Research: Are You Asking the Right Questions?
Say research to public relations people develop, communities form, and atti-
and they think — well, you don’t know tudes become action?
what they think because we use the
term in so many ways. case: Science of Change Management
A leading pharmaceutical company, created
“Measurement” and “metrics” come to through a series of mergers, could see that
mind. But if that’s the only focus, it may critical pieces of the organization were just
explain why so many professionals that: pieces. Functions as vital as R&D still
talk about research more than they reflected the structures, project portfolios and
do it. It’s thought of as a report card, management attitudes of the pre-existing
and everyone hates grades. companies. The company’s R&D leadership
called us because they knew that unless
So, stop! Think of research and they could get the senior team thinking and
measurement as a GPS, and you acting as one, they’d never get that from
have something entirely different: employees either. Guided by the founda-
an essential guide for everything tional research of change management,
you do and want to do better. It’s they moved aggressively to establish a vision
how you align public relations and conduct intense global team building.
with organizational priorities, set Every senior manager was trained to execute
meaningful objectives, execute and the most important tenet of the program:
measure the results — to continu- that leadership means communication.
ously improve your program. FoundatIonal ReseaRch
Best pRactIces and
The multidimensional roles of research in This may seem highly theoretical to some BenchMaRkIng studIes
our field include: practitioners. But beyond knowledge of
psychology, sociology, economics and This kind of research helps us understand
• Foundational research other relevant fields of study, there ex- important trends in public relations prac-
• Best practices and benchmarking ists an enormous body of foundational tice and other factors that help answer
studies research specific to our own field. Any these questions:
• Initial or formative research public relations planning effort ought to
• Measurement and evaluation include this core question: 1. What are other companies doing
in similar situations?
What follows is an explanation of each of • In situations like the one our organiza- 2. Will following the crowd work
these — and how to integrate them into tion faces now, what does underlying here, or does our organization
public relations practice. basic research say about how opinions need its own distinct path?
2. case: Follow or Lead? implement your program and measure the results — to under-
Best practices studies of how corporations use social media have stand what’s been achieved and how to achieve more.
generally shown consumer-oriented industries taking the lead and
B2B industries taking the time to figure it out. As valuable as it is 1. What measures of success will demonstrate the return on this
to know what other companies are doing, however, such research program?
sometimes defines the innovator’s point of departure. A major 2. How will we use measurement and evaluation to keep improv-
software company, despite its heavy focus on business markets, ing the program?
decided to move ahead when the company started seeing its
name appear in blogs. They knew they were being talked about case: Measurement That’s More Than Numbers
and couldn’t wait any longer to see what their peers did. They Media measurement can mean counting clips, calculating expo-
jumped in quickly and have since led their industry into blogs, sure and competitive share of coverage. But that doesn’t always
YouTube, Facebook and Twitter. provide sufficient insight into the accuracy of coverage, which mes-
sages are resonating, and how the tonality compares to competi-
InItIal oR FoRMatIVe ReseaRch tors. A regional financial company used media content analysis
not to look backward, but as a real-time metric for brand and repu-
Now it gets organization-specific as you seek to answer tation risk. In a period when the company was dealing with much
questions like: negative news, for example, they discovered that they actually got
better treatment in new markets than in established markets, and
1. For the program we are creating, what critical pieces of could adjust media and marketing strategy in both.
knowledge are available from existing sources, and where
can we find them?
2. What additional knowledge do we need to develop through our services
original research?
3. How will we use this formative research to set objectives, Makovsky + Company provides a variety of counseling
strategies, tactics and messages that support desired services to help you understand and use research and
business outcomes? measurement more effectively. These services include:
case: When Research Becomes the Program Integration
A global energy company wanted to raise the level of dialogue Integrating research and measurement into public
with lawmakers, regulators, business and civic leaders. The com- relations planning and programming.
pany president agreed to personally participate in town hall meet-
Interpretation
ings in 50 cities, a two-way communications opportunity marked
Counseling senior communications executives
by research at every stage. This included opinion surveys at the
on interpretation, evaluation and communication of
beginning, midpoint and end of the campaign to track attitudes
research results.
on energy issues and the company’s reputation. But the town halls
themselves were an element of the research, an opportunity to
education
gather and compile public ideas on energy security. This input was
Building necessary research skills and knowledge within
summarized in a final report distributed to all participants and key
your public relations staff.
policymakers, and used by the company to hone its messages.
Vendor Management
MeasuReMent and eValuatIon Identifying requirements, developing the RFP, support-
ing the client in hiring and managing research vendors.
Having laid the groundwork with research, you’re ready to
About Makovsky + Company
Founded in 1979, Makovsky + Company (www.makovsky.com) is today one of the nation’s lead-
ing independent global public relations and investor relations consultancies. The firm attributes
its success to its original vision: that the Power of Specialized Thinking™ is the best way to build
reputation, sales and fair valuation for a client. Based in New York City, the firm has agency part-
ners in more than 27 countries and in 37 U.S. cities through IPREX, the second largest worldwide
public relations agency partnership. Makovsky is co-founder of Interraction, a consortium of
experts working together to address the risks and opportunities presented by climate change.
1 6 e a s t 3 4 t h s t R e e t, n e W Y o R k , n Y 1 0 0 1 6
Contact Frank ovaitt t: 212.508.9600 F: 212.751.9710
executive Vice president, Research + Measurement W W W . M a k o V s k Y. c o M
703.568.5611 Stevie Awards 2009 PR Agency of the Year
fovaitt@makovsky.com
Pantone 5405 C Pantone 604 C
Holmes Report 2009 Multispecialist Agency of the Year