Hugh Mason gave this keynote presentation at the Media Exploits 2015, SE Asia's largest Infocomm Media Technology commercialisation showcase and networking event, held in Singapore. Seismic macro-level trends are disrupting the healthcare industry, opening up new opportunities for innovation. Lean Startup is one of a range of tools and approaches that help to provide a patient-centred approach to making sense and making money in the new landscape.
Key trends in HR including Performance Management trends, digital workforce, evolution of Management Thinking, simplifying HR, SuccessFactors, Appificaiton of HR, Intelligent Services, analytics
To honor and acknowledge the contributions of the IT leaders, we bring you have this special edition - “The 10 Best Performing IT Leaders to Watch in 2019”. In this publication, we have encompassed a few of the exceptional players who have mastered the leadership skills and are the torchbearers in expanding IT-enabled solutions in India.
Hugh Mason gave this keynote presentation at the Media Exploits 2015, SE Asia's largest Infocomm Media Technology commercialisation showcase and networking event, held in Singapore. Seismic macro-level trends are disrupting the healthcare industry, opening up new opportunities for innovation. Lean Startup is one of a range of tools and approaches that help to provide a patient-centred approach to making sense and making money in the new landscape.
Key trends in HR including Performance Management trends, digital workforce, evolution of Management Thinking, simplifying HR, SuccessFactors, Appificaiton of HR, Intelligent Services, analytics
To honor and acknowledge the contributions of the IT leaders, we bring you have this special edition - “The 10 Best Performing IT Leaders to Watch in 2019”. In this publication, we have encompassed a few of the exceptional players who have mastered the leadership skills and are the torchbearers in expanding IT-enabled solutions in India.
Better managers, better business - a thought paperPete Fullard
We’re all in business and we’re all constantly searching for the same thing. Something magical with the power to create profit without changing our products, services or customers.
The good news is that I’ve found it! And it may not be quite what you were expecting. It’s been around longer than any technology. It requires no market intelligence. And there’s not a hashtag or emoji in sight! Even better, is that there’s a simple three-step plan to harness it. Or should I say ‘them’.
Because the opportunity is to be found in our people. Particularly our managers who have the ability to take our culture, our people and our performance to new levels. Like all the greatest opportunities, it has been caused by change. People like us who are running businesses are (on average) getting older. Yet, in Asia, seventy percent of employees are Millennials. Elsewhere in the world that number is over thirty percent. Between them and the directors who pay their wages lies a huge gulf in culture, expectations and values.
The ‘C’ suite within so many businesses remains linear and traditional. They have grown-up in a world where the numbers come first, and the culture comes a distant second at best. Employees, on the other hand, are more agile and value-led. They choose to work in ethical, progressive and consultative environments. They are uninspired by the ‘same old’ approach to HR, training and culture. They are desperate to find something newer, better and more empathetic and they are willing to move jobs to find it.
This presents an incredible opportunity. The vast majority of businesses are not bridging the culture gap. They have focused on what their customers want, without making a similar adjustment to the ever-changing needs of their employees. This is so easy to change. Many great businesses have already done it. The majority are run by Millennials. They recognise that, even in the age of technology, people remain our greatest asset, and can produce the greatest returns of all. Each has delivered on these three simple steps:
• They have a clear corporate vision embracing everything they do
• With an agility that allows their people to flourish
• And an empathy that allows them to embrace, not repel, their people
In that setting, managers can be empowered to motivate and engage. We can help those who are more experienced develop more current skills through coaching and mentoring rather than box-ticking and lecturing. They, in turn, can harness the talent within our Millennial and Generation Z workforce. Investing in a new app may be sexier, but developing our people will have a much deeper and more meaningful impact on the bottom line.
I really hope this thought piece is different. It addresses fundamental issues that are holding back so many businesses and presents a better way forward.
Wise Pivot is a strategy fit for the digital age that can help companies pursue new growth opportunities. Read more on how to choose your pivot wisely.
In this special edition of Insights Success, “The 30 Most Influential Business leaders in Tech 2019,” Insights Success appreciates such impeccable leaders and feels pride to feature them in this issue. These leaders have portrayed remarkable leadership in theirs’ respective fields.
Over 100 decision-makers working directly on corporate innovation in Fortune 1000 (Americas, Europe, Asia) corporations share their learnings. By 500 Startups.
Transformation, HR & Restructuring Best-Practice - DMR Blue Special - DeteconMarc Wagner
Transformation, HR & Restructuring Best-Practice - The New DMR Blue Transformation Special
What do “Integral Business”, “Smart Working”, “Corporate Demography”, and “Enterprise 2.0” have in common? They are all aspects of one of the greatest and most disruptive develop ments of the last century: the complete digitalization, virtualization, and flexibilization of the working world. A brave new world which does not stop with the optimization and automation of secondary processes; it is nothing less than a profound redefinition of work and its meaning.
Innovation Culture in Business, published in MCCIA's Sampada, Jan.2019 editionMCCIA Pune
Anand Khot in conversation with Satavisha Natu of MCCIA. Read on to get insights on areas like how organisational culture influences innovation, who wins in the debate between strategy and culture, how can employees contribute on-ground, when it comes to culture of innovation.
Anand P Khot, General Manager GR, IBM India Pvt Ltd, Vice President - National HRD Network, Pune Chapter and Member of HR&IR Committee of MCCIA and CII Pune.
In this edition of The 10 Most Inspiring CEOs to Watch, we have enlisted CEOs who are setting an inspirational standard for other aspiring entrepreneurs with their unique leadership.
Global mobility map, download to http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/global-mobility-map.jhtml?WT.mc_id=webtile_04-2010_pwccom-sitewide-promo_gx-mobility
Considering this insights success has curated list of some inspiring tech leaders who has raised the bar of innovation and brought a venerable change in the rapidly growing sector of technology.
This survey explores CEO and business owner opinions of departments within their organization; specifically evaluating, Customer Service/Sales, Operations, Marketing/Communications, Research and Development, Human Resources, IT, Finance, and Legal.
This edition of The CEO Views brings to you “Top 50 Admired Companies to Watch 2020”. The list highlights some of the paramount companies that offer the best in class in the technology landscape,to connect the socially distanced businesses. The proposed list aspires to assist individuals and organizations to find the most admired companies that will help them accomplish their projects.
Better managers, better business - a thought paperPete Fullard
We’re all in business and we’re all constantly searching for the same thing. Something magical with the power to create profit without changing our products, services or customers.
The good news is that I’ve found it! And it may not be quite what you were expecting. It’s been around longer than any technology. It requires no market intelligence. And there’s not a hashtag or emoji in sight! Even better, is that there’s a simple three-step plan to harness it. Or should I say ‘them’.
Because the opportunity is to be found in our people. Particularly our managers who have the ability to take our culture, our people and our performance to new levels. Like all the greatest opportunities, it has been caused by change. People like us who are running businesses are (on average) getting older. Yet, in Asia, seventy percent of employees are Millennials. Elsewhere in the world that number is over thirty percent. Between them and the directors who pay their wages lies a huge gulf in culture, expectations and values.
The ‘C’ suite within so many businesses remains linear and traditional. They have grown-up in a world where the numbers come first, and the culture comes a distant second at best. Employees, on the other hand, are more agile and value-led. They choose to work in ethical, progressive and consultative environments. They are uninspired by the ‘same old’ approach to HR, training and culture. They are desperate to find something newer, better and more empathetic and they are willing to move jobs to find it.
This presents an incredible opportunity. The vast majority of businesses are not bridging the culture gap. They have focused on what their customers want, without making a similar adjustment to the ever-changing needs of their employees. This is so easy to change. Many great businesses have already done it. The majority are run by Millennials. They recognise that, even in the age of technology, people remain our greatest asset, and can produce the greatest returns of all. Each has delivered on these three simple steps:
• They have a clear corporate vision embracing everything they do
• With an agility that allows their people to flourish
• And an empathy that allows them to embrace, not repel, their people
In that setting, managers can be empowered to motivate and engage. We can help those who are more experienced develop more current skills through coaching and mentoring rather than box-ticking and lecturing. They, in turn, can harness the talent within our Millennial and Generation Z workforce. Investing in a new app may be sexier, but developing our people will have a much deeper and more meaningful impact on the bottom line.
I really hope this thought piece is different. It addresses fundamental issues that are holding back so many businesses and presents a better way forward.
Wise Pivot is a strategy fit for the digital age that can help companies pursue new growth opportunities. Read more on how to choose your pivot wisely.
In this special edition of Insights Success, “The 30 Most Influential Business leaders in Tech 2019,” Insights Success appreciates such impeccable leaders and feels pride to feature them in this issue. These leaders have portrayed remarkable leadership in theirs’ respective fields.
Over 100 decision-makers working directly on corporate innovation in Fortune 1000 (Americas, Europe, Asia) corporations share their learnings. By 500 Startups.
Transformation, HR & Restructuring Best-Practice - DMR Blue Special - DeteconMarc Wagner
Transformation, HR & Restructuring Best-Practice - The New DMR Blue Transformation Special
What do “Integral Business”, “Smart Working”, “Corporate Demography”, and “Enterprise 2.0” have in common? They are all aspects of one of the greatest and most disruptive develop ments of the last century: the complete digitalization, virtualization, and flexibilization of the working world. A brave new world which does not stop with the optimization and automation of secondary processes; it is nothing less than a profound redefinition of work and its meaning.
Innovation Culture in Business, published in MCCIA's Sampada, Jan.2019 editionMCCIA Pune
Anand Khot in conversation with Satavisha Natu of MCCIA. Read on to get insights on areas like how organisational culture influences innovation, who wins in the debate between strategy and culture, how can employees contribute on-ground, when it comes to culture of innovation.
Anand P Khot, General Manager GR, IBM India Pvt Ltd, Vice President - National HRD Network, Pune Chapter and Member of HR&IR Committee of MCCIA and CII Pune.
In this edition of The 10 Most Inspiring CEOs to Watch, we have enlisted CEOs who are setting an inspirational standard for other aspiring entrepreneurs with their unique leadership.
Global mobility map, download to http://www.pwc.com/gx/en/managing-tomorrows-people/future-of-work/global-mobility-map.jhtml?WT.mc_id=webtile_04-2010_pwccom-sitewide-promo_gx-mobility
Considering this insights success has curated list of some inspiring tech leaders who has raised the bar of innovation and brought a venerable change in the rapidly growing sector of technology.
This survey explores CEO and business owner opinions of departments within their organization; specifically evaluating, Customer Service/Sales, Operations, Marketing/Communications, Research and Development, Human Resources, IT, Finance, and Legal.
This edition of The CEO Views brings to you “Top 50 Admired Companies to Watch 2020”. The list highlights some of the paramount companies that offer the best in class in the technology landscape,to connect the socially distanced businesses. The proposed list aspires to assist individuals and organizations to find the most admired companies that will help them accomplish their projects.
My plan is to drive more community-engagement in helping individuals find Section 8 (subsidized) housing in NYC in a manner that would benefit all parties.
Help Young Talent Develop a Professional MindsetDaniel Goleman
There is a chasm between what business leaders expect from recent graduates, and what these new hires offer. In a Hay Group study of 450 business leaders and 450 recent graduates based in India, the US, and China… a massive 76% of business leaders reported that entry-level workers and recent grads are not ready for their jobs.
In most cases, these hires are intelligent, ambitious, and technically savvy. They have proven their ability to accomplish the work. They’re committed and passionate about rising through the ranks. So what are these new professionals missing?
They’re lacking soft skills.
Leader's Guide to Motivate People at WorkWeekdone.com
Motivation leads to higher performance, morale and productivity. Nevertheless, 30% of executives say that motivating their employees is their toughest job. We are here to help you out by giving answers to the following subjects:
- Why motivation matters?
- Cost of disengaged employees
- What really motivates people? Science and data
- Practical 6 step guide to motivate people at work
Living Business: Achieving Sustainable Growth Through Hyper-RelevanceAccenture Insurance
Driving growth is always at the top of every CEO’s agenda, but the path to success isn’t what it used to be. Customer loyalty, once a dependable source of stability and growth, has been upended by emerging technologies.
What are the keys to sustainable growth in a world where market turbulence is the norm?
Accenture undertook a major research initiative in 2018 to determine how leaders in sustainable growth are different from their peers. We found that these companies are agile, moving nimbly and continuously to accommodate customers’ ever evolving needs with speed and scale. They are pivoting their growth strategies to profitable areas beyond the core – and they are funding new growth by optimizing costs elsewhere. And they have developed five interdependent sets of capabilities which represent the keys to growth in the future.
25%of startups fail within their first year.
36% of those left fail within their second year.
44%of those left fail in their third year.
50% of those left fail in their fourth year.
Entrepreneurs mold their dreams into the realities
that shape our world. To do that successfully takes
persistence, drive and business savvy. Entrepreneur Of
The Year winners exemplify all of this and more. They
pair fresh ideas with the vision and know-how to launch
a concept and develop it into a viable business, all while
advancing their industries and contributing to their
communities.
The 266 winners in the class of 2015 own and operate
some of the best and fastest-growing companies in the
U.S. today.
• They have added 81,000 jobs in the past two years—
a 29 percent boost in headcount.
• They have achieved an aggregate of US$169 billion
in revenue.
• Twenty-four percent are leading companies that were
started in the past five years.
They are taking advantage of funding opportunities;
59 venture-backed companies collectively raised over
$6.6 billion in private capital.
‘Let me tell you about the importance of Entrepreneurialism, and how vital it is to your success’ says Stephen Taylor, casually sipping on what just might be the world’s largest cup of coffee
The benefits of entrepreneurship extend beyond the businesses they establish. Entrepreneurs improve the lives of individuals and communities, as well as the overall economy. Entrepreneurs have been instrumental in spurring social change and improving the way people live and work. They help raise the standard of living for everyone by creating jobs and making products safer, less expensive, and more functional.
Closing the gap between innovation intent and reality (corporate governance)Guy Pearce
As published in Directorship.
Bright and glamourous on the outside, innovation is pretty messy on the inside. In spite of high profile news that makes it seem like most organizations are successful and even disruptive innovators, the reality is that only a fraction of innovation efforts ever reach the market. This article shows how innovation governance increases the rate of successful innovation.
In boardrooms around the world, senior executives are discussing a common dilemma: how to create transformative experiences and business models that improve their customers’ lives, drive growth, and boost profitability and efficiency. Now is the time for leaders to reflect and consider the fundamentals of value creation in the business – to go beyond the immediate, incremental change.
In this 200-page book, we explore how CEOs, boards and executives should compete in the digital age with a combination of experience, management consulting and technology expertise.
Editor: Hilding Anderson
How-can-purpose-reveal-a-path-through-uncertainty. By EY. 2017Gemma Alcalá
El propósito y la empresa en el siglo XXI. El concepto de
propósito empresarial adquiere un significado cada vez más relevante en la estrategia de crecimiento de las compañías.
Una de las conclusiones de este informe es que la mayoría de las empresas y marcas confían actualmente en el poder del propósito, pero encuentran dificultades para completar su integración en la estrategia y en el funcionamiento diario de la compañía.
El propósito de una empresa, más allá del beneficio económico, se producen en respuesta a las demandas de los trabajadores, a la necesidad de que haya marcas inspiradoras o compañías socialmente más responsables.
En el informe se habla de las empresas 'Capital P.'. Ser una empresa con “Capital P” son aquellas que tienen un propósito bien integrado y que es clave para sobrevivir en un entorno muy volatil, repleto de incertidumbres, complejo y ambiguo.
Las empresas líderes afirman que su propósito está integrado en todas sus actividades, con un enfoque tanto a corto como a largo plazo, lo que genera valor a todo lo que hacen.
La Cuarta Revolución Industrial incrementa las necesidades de las empresas y pone en peligro a aquellas que no tienen un propósito bien integrado. Resulta necesario aportar valor a todos los stakeholders (grupos de interés), aspirar a mejorar la sociedad, tener una visión más amplia de la actividad y afrontar las oportunidades que se presenten de
forma inesperada.
IBM Retail | The new role of the Chief Information Officer: A studyIBM Retail
The role of the Chief Information Officer (CIO) is being refined in today's organization. IBM initiated a study of over 2,500 CIOs worldwide to understand the differences between responses from organizations with high and low PBT growth. Learn how today's CIO can make the biggest impact in your organization.
Many of my friends from industry have asked for my opinion on the economic crisis and its impact on business. My answer to them is that the real problem is that companies simply do not internalise the proper actions to take in order to respond to such a situation.
And rarely is it more critical than in retail business strategy, and the far-reaching implications surrounding the phenomena often known as ‘wallet share’ or ‘share of wallet’.
‘Share of wallet’ is in essence an holistic term capturing the aspect of a retailer’s desire to understand and manage consumer spending, how much they have, and how frequent and recent this occurs. This clearly introduces the aspects of service, proposition, customer loyalty, and internal & external change as strategy components for serious consideration by the senior management team.
This paper seeks to explore these aspects of a Retail business strategy, giving insight and advice for a stronger business strategy in ‘Changing Times’.
Are you a Digital Transformation leader? Can you create a high-performance strategy in the digital age? Have you got what it takes to avoid the tumbling barrels of distracting digital tactics, over hyped technology or the belief that your market is immune to disruption? Have you allocated the right resources to deliver a focused plan of transformation?
Essentials of Automations: Optimizing FME Workflows with ParametersSafe Software
Are you looking to streamline your workflows and boost your projects’ efficiency? Do you find yourself searching for ways to add flexibility and control over your FME workflows? If so, you’re in the right place.
Join us for an insightful dive into the world of FME parameters, a critical element in optimizing workflow efficiency. This webinar marks the beginning of our three-part “Essentials of Automation” series. This first webinar is designed to equip you with the knowledge and skills to utilize parameters effectively: enhancing the flexibility, maintainability, and user control of your FME projects.
Here’s what you’ll gain:
- Essentials of FME Parameters: Understand the pivotal role of parameters, including Reader/Writer, Transformer, User, and FME Flow categories. Discover how they are the key to unlocking automation and optimization within your workflows.
- Practical Applications in FME Form: Delve into key user parameter types including choice, connections, and file URLs. Allow users to control how a workflow runs, making your workflows more reusable. Learn to import values and deliver the best user experience for your workflows while enhancing accuracy.
- Optimization Strategies in FME Flow: Explore the creation and strategic deployment of parameters in FME Flow, including the use of deployment and geometry parameters, to maximize workflow efficiency.
- Pro Tips for Success: Gain insights on parameterizing connections and leveraging new features like Conditional Visibility for clarity and simplicity.
We’ll wrap up with a glimpse into future webinars, followed by a Q&A session to address your specific questions surrounding this topic.
Don’t miss this opportunity to elevate your FME expertise and drive your projects to new heights of efficiency.
UiPath Test Automation using UiPath Test Suite series, part 3DianaGray10
Welcome to UiPath Test Automation using UiPath Test Suite series part 3. In this session, we will cover desktop automation along with UI automation.
Topics covered:
UI automation Introduction,
UI automation Sample
Desktop automation flow
Pradeep Chinnala, Senior Consultant Automation Developer @WonderBotz and UiPath MVP
Deepak Rai, Automation Practice Lead, Boundaryless Group and UiPath MVP
Smart TV Buyer Insights Survey 2024 by 91mobiles.pdf91mobiles
91mobiles recently conducted a Smart TV Buyer Insights Survey in which we asked over 3,000 respondents about the TV they own, aspects they look at on a new TV, and their TV buying preferences.
Encryption in Microsoft 365 - ExpertsLive Netherlands 2024Albert Hoitingh
In this session I delve into the encryption technology used in Microsoft 365 and Microsoft Purview. Including the concepts of Customer Key and Double Key Encryption.
Builder.ai Founder Sachin Dev Duggal's Strategic Approach to Create an Innova...Ramesh Iyer
In today's fast-changing business world, Companies that adapt and embrace new ideas often need help to keep up with the competition. However, fostering a culture of innovation takes much work. It takes vision, leadership and willingness to take risks in the right proportion. Sachin Dev Duggal, co-founder of Builder.ai, has perfected the art of this balance, creating a company culture where creativity and growth are nurtured at each stage.
The Art of the Pitch: WordPress Relationships and SalesLaura Byrne
Clients don’t know what they don’t know. What web solutions are right for them? How does WordPress come into the picture? How do you make sure you understand scope and timeline? What do you do if sometime changes?
All these questions and more will be explored as we talk about matching clients’ needs with what your agency offers without pulling teeth or pulling your hair out. Practical tips, and strategies for successful relationship building that leads to closing the deal.
Welocme to ViralQR, your best QR code generator.ViralQR
Welcome to ViralQR, your best QR code generator available on the market!
At ViralQR, we design static and dynamic QR codes. Our mission is to make business operations easier and customer engagement more powerful through the use of QR technology. Be it a small-scale business or a huge enterprise, our easy-to-use platform provides multiple choices that can be tailored according to your company's branding and marketing strategies.
Our Vision
We are here to make the process of creating QR codes easy and smooth, thus enhancing customer interaction and making business more fluid. We very strongly believe in the ability of QR codes to change the world for businesses in their interaction with customers and are set on making that technology accessible and usable far and wide.
Our Achievements
Ever since its inception, we have successfully served many clients by offering QR codes in their marketing, service delivery, and collection of feedback across various industries. Our platform has been recognized for its ease of use and amazing features, which helped a business to make QR codes.
Our Services
At ViralQR, here is a comprehensive suite of services that caters to your very needs:
Static QR Codes: Create free static QR codes. These QR codes are able to store significant information such as URLs, vCards, plain text, emails and SMS, Wi-Fi credentials, and Bitcoin addresses.
Dynamic QR codes: These also have all the advanced features but are subscription-based. They can directly link to PDF files, images, micro-landing pages, social accounts, review forms, business pages, and applications. In addition, they can be branded with CTAs, frames, patterns, colors, and logos to enhance your branding.
Pricing and Packages
Additionally, there is a 14-day free offer to ViralQR, which is an exceptional opportunity for new users to take a feel of this platform. One can easily subscribe from there and experience the full dynamic of using QR codes. The subscription plans are not only meant for business; they are priced very flexibly so that literally every business could afford to benefit from our service.
Why choose us?
ViralQR will provide services for marketing, advertising, catering, retail, and the like. The QR codes can be posted on fliers, packaging, merchandise, and banners, as well as to substitute for cash and cards in a restaurant or coffee shop. With QR codes integrated into your business, improve customer engagement and streamline operations.
Comprehensive Analytics
Subscribers of ViralQR receive detailed analytics and tracking tools in light of having a view of the core values of QR code performance. Our analytics dashboard shows aggregate views and unique views, as well as detailed information about each impression, including time, device, browser, and estimated location by city and country.
So, thank you for choosing ViralQR; we have an offer of nothing but the best in terms of QR code services to meet business diversity!
Elevating Tactical DDD Patterns Through Object CalisthenicsDorra BARTAGUIZ
After immersing yourself in the blue book and its red counterpart, attending DDD-focused conferences, and applying tactical patterns, you're left with a crucial question: How do I ensure my design is effective? Tactical patterns within Domain-Driven Design (DDD) serve as guiding principles for creating clear and manageable domain models. However, achieving success with these patterns requires additional guidance. Interestingly, we've observed that a set of constraints initially designed for training purposes remarkably aligns with effective pattern implementation, offering a more ‘mechanical’ approach. Let's explore together how Object Calisthenics can elevate the design of your tactical DDD patterns, offering concrete help for those venturing into DDD for the first time!
Epistemic Interaction - tuning interfaces to provide information for AI supportAlan Dix
Paper presented at SYNERGY workshop at AVI 2024, Genoa, Italy. 3rd June 2024
https://alandix.com/academic/papers/synergy2024-epistemic/
As machine learning integrates deeper into human-computer interactions, the concept of epistemic interaction emerges, aiming to refine these interactions to enhance system adaptability. This approach encourages minor, intentional adjustments in user behaviour to enrich the data available for system learning. This paper introduces epistemic interaction within the context of human-system communication, illustrating how deliberate interaction design can improve system understanding and adaptation. Through concrete examples, we demonstrate the potential of epistemic interaction to significantly advance human-computer interaction by leveraging intuitive human communication strategies to inform system design and functionality, offering a novel pathway for enriching user-system engagements.
Transcript: Selling digital books in 2024: Insights from industry leaders - T...BookNet Canada
The publishing industry has been selling digital audiobooks and ebooks for over a decade and has found its groove. What’s changed? What has stayed the same? Where do we go from here? Join a group of leading sales peers from across the industry for a conversation about the lessons learned since the popularization of digital books, best practices, digital book supply chain management, and more.
Link to video recording: https://bnctechforum.ca/sessions/selling-digital-books-in-2024-insights-from-industry-leaders/
Presented by BookNet Canada on May 28, 2024, with support from the Department of Canadian Heritage.
2. Ambition.
It’s infectious.
Without ambition, nothing would ever change.
With ambition comes disruption.
Growth. Customer success.
Business and societal improvement.
Ambition sees the status quo and declares
“We can do better!”
But what ambitions burn in the hearts of SMEs?
How are these ambitions transformed into reality?
And how well prepared are SMEs to go on this journey?
Let’s find out…
3. Executive Summary
Being ambitious matters. Our recent study found that more-ambitious businesses have experienced faster revenue growth and are more optimistic about the future.
These 'very ambitious' companies share a number of traits:
They have a common mindset Ð strategic, energised and pioneering; very ambitious businesses don't wait to see what happens, they reach out and grab the future
Very ambitious companies employ very ambitious people Ð after all, it is the people who will achieve the ambition
They place significant emphasis on technology Ð adopting new technologies has already given them a competitive advantage and they want to be early-adopters going forwards
With this desire in place, the next step for businesses is to articulate their aims. Achieving revenue and profit growth are top of many companies' agendas. However, whilst small and medium enterprises (SMEs) in general are often somewhat vague about how they plan to achieve this, very ambitious companies have a more clearly defined plan. Developing new products and services, penetrating new geographies and expanding the business premises are all front-of-mind ambitions for very ambitious businesses.
Indeed, for very ambitious companies, it's all about pushing new boundaries, and not just in terms of growth. Whilst improving business processes Ð e.g. streamlining of working practices, effectively utilising human resource and introducing supply chain efficiencies Ð is important, it ranks lower on the agenda than achieving customer success. At the heart of very ambitious companies is an urge to understand more about their customers Ð what makes them tick and how can this knowledge be used to increase existing customer satisfaction and number of customers?
However, with all of these ambitions, there is a challenge. Whilst businesses undoubtedly have a desire and willingness to achieve great things, many are far from ready to make this a reality. Only around one in five are knocking on the door of success; the remainder must improve their processes and technology systems before they can accomplish their ambitions.
The higher importance placed on technology by very ambitious companies does, however, provide them with a competitive advantage, leaving them closer to achieving their ambitions than their less ambitious counterparts.
In particular, very ambitious businesses believe that technology solutions should be cost-effective, scalable, specific to their industry and software-based. This is increasingly leading them towards cloud-based solutions and connectivity software applications.
Of course, implementing the right technology successfully will be vital, which is why very ambitious companies see business software providers playing a highly important role in allowing them to achieve their ambitions.
4. Research introduction: context and reach
Ambition is the lifeblood of SMEs. These businesses, built upon a vibrant combination of passion, determination and a desire to succeed, are constantly blazing new trails formed from powerful ambitions.
To be successful as a business, understanding these ambitions Ð and how they can be turned into reality Ð is vital.
What do business leaders want to achieve? How close are they to achieving these ambitions? And what does the path to success look like?
To find out the answers, we surveyed over 800 global, senior strategic decision-makers in business and IT at companies with between 25 and 1,000 employees, operating within the retail, wholesale distribution and consumer products industries.
We've found the results fascinating and hope you will too.
.
The survey took place online during July and August 2014 and was conducted by independent B2B research specialists, Circle Research.
For any questions relating to the research programme, please contact Graeme:
graeme.cade@circle-research.com
ISO20252 certified
Note: In this study, the phrase SME (small and medium enterprises) has been used to denote businesses employing between 25 and 1,000 people.
5. Contents
1. Defining ambition
i. Recognizing very ambitious businesses
ii. Why being very ambitious matters
2. Ambition priorities
i. Achieving growth priorities
ii. Customer success priorities
iii. Business improvement priorities
iv. Societal improvement priorities
v. Ambition hierarchy
3. The ambition journey
i. A readiness barrier to achieving growth
ii. A readiness barrier to customer success
iii. A readiness barrier to business improvement
4. Enabling ambition
i. Technological investment wish list
6. 1
What does it mean to be ambitious and does it really matter?
7. Ambition and SMEs go hand in hand. But what does it mean to be truly ambitious and how can you recognize an ambitious business when you see one?
NEARLY HALF (46%) OF BUSINESSES DESCRIBE THEMSELVES AS BEING VERY AMBITIOUS
Are you ambitious? If not, then you're in a small minority Ð only one in ten SMEs surveyed are happy with the current state of their business; the other nine want to improve it.
But whilst virtually all businesses are ambitious, the level of their drive varies. Approximately half of companies (44%) see themselves as 'ambitious'; whilst an equal proportion (46%) goes a step further to declare themselves 'very ambitious'.
This leads to two simple, but extremely important, questions: what is the difference between an ambitious business and a very ambitious business? And why does it matter?
1
Q: How ambitious would you say you are as a company? Base: All respondents (804)
Note; 'Not ambitious' includes SMEs that are 'happy with the status quo' or see the business as a 'lifestyle choice' rather than a pure business venture.
Country Focus:
India is the most ambitious country Ð nearly three quarters (74%) of Indian businesses surveyed are very ambitious.
In contrast, Russia is the least ambitious country Ð here only just over one quarter (26%) are very ambitious, and nearly one fifth (19%) are not ambitious.
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8. 1.1
VERY AMBITIOUS BUSINESSES ARE ENERGIZED PIONEERS WITH A STRATEGIC OUTLOOK
Based upon culture descriptors identified by 368 very ambitious SMEs.
As any owner will tell you, a business is not an inanimate object. Far from it, these companies are living, breathing, constantly evolving creatures, with employees at their core. It is essential therefore that any business that wants to maximize its level of ambition needs to be formed of very ambitious individuals. At the end of the day, it is the people who achieve ambitions.
So, how do very ambitious businesses attract and maintain very ambitious people? The key lies in the culture. Very ambitious businesses are energized pioneers with a strategic outlook. They see themselves as 'innovative', 'entrepreneurial', 'proactive', 'driven', 'big-picture thinking' and 'connected'. They are not 'bureaucratic' or 'slow to change'. Instead, they foster an environment that allows ambition to flourish.
In addition, operating in the modern, digital world, very ambitious businesses understand the importance of technology.
Very ambitious companies have already experienced real business benefits as a result of adopting new technologies (88%) and they use technology to differentiate themselves from competitors (83%). As such, they always want to be amongst the first to adopt new technologies (80%).
Q: As an individual, within your job, how ambitious are you? For example, how ambitious are you to gain promotions, pay rises, extra responsibility, input into wider company strategy, recognition by your peers and the industry, etc.? Base: all very ambitious SMEs (368) and ambitious SMEs (353) answering the question.
Q: Thinking about the 'culture' of your company, which, if any, of the following words / phrases do you think describe your business? Words sized proportionally by prevalence.
Base: all very ambitious SMEs answering the question (368).
Country Focus:
Companies in India, Brazil and Mexico have the greatest desire to be first adopters of new technologies whilst the UK and USA are more reserved.
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9. 1.2
MORE AMBITIOUS BUSINESSES MAKE MORE MONEY
Some businesses are more ambitious than others. So what? Why should we care?
Theoretically, there are numerous reasons one could argue for the importance of ambition, ranging from primeval anthropological arguments on the natural drive for dominance, through to social enterprise theories on how business advancement benefits wider society.
However, for the time being, let's keep this very simple and look at something every business can relate to Ð money.
What we see is one simple relationship: more ambitious businesses make more money.
Over the past two years, nearly half of very ambitious businesses (48%) have seen revenue growth of more than 30%, compared to just over one quarter (27%) of ambitious companies. The relationship becomes even stronger when we head to the extremes of revenue growth. 9% of very ambitious businesses have seen revenue growth of more than 75% over the past 24 months, compared to just 2% of ambitious businesses.
And this trend is set to continue, with very ambitious companies predicting much greater revenue growth over the next two years than their counterparts.
Q: Over the past two years our company's revenues have...
Base: all very ambitious SMEs (348) and ambitious SMEs (345) answering the question.
Q: Over the next two years we expect our revenues to...
Base: all very ambitious SMEs (364) and ambitious SMEs (349) answering the question.
Actual revenue growth over the last two years
Predicted revenue growth over the next two years
Country Focus:
Russia appears to be a volatile market. Over the past two years, SMEs in Russia are most likely to have experienced revenue growth of more than 100% (8%) but are also most likely to have experienced a revenue decline (8%).
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11. 2
If businesses are driven by ambition, what exactly are they driving towards? Ambition can take many guises, so having a clear understanding of what you are trying to achieve is vital.
ACHIEVING GROWTH IS THE HIGHEST PRIORITY AMBITION
Ask an ambitious SME what they want to achieve and at a broad level they are likely to tell you three things:
1. We want to grow
2. We want to increase our success in the eyes of customers
3. We want to improve our processes and become more efficient
In addition, about half will tell you they also want to go beyond these direct business ambitions and make a difference to the wider world by improving society.
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% of businesses for whom the following are ambitions:
Q: Which, if any, of the following are specific ambitions for your business?
Base: all respondents answering the (721).
Key: R = retail; W = wholesale distribution; CP = consumer products
12. 7
Q: Which of these is your single biggest ambition?
Base: all ambitious and very ambitious SMEs answering the question (713), with splits by number of employees (47-155).
Country Focus:
France and India were the only countries in the research not to rank achieving growth as their highest priority ambition. In both of these countries, customer success instead takes centre stage.
However, asked to choose just one primary ambition, achieving growth comes out as the clear winner Ð something that is especially important amongst smaller businesses.
13. VERY AMBITIOUS BUSINESSES KNOW HOW THEY PLAN TO GROW
2.1
Q: Thinking about achieving your business's ambitions, how high of a priority is each of the following objectives? Base: 721.
Let's look at each of the four types of ambition in turn. Firstly, achieving growth.
There are two Ð somewhat predictable Ð high priority growth ambitions that are prevalent across a wide range of businesses, regardless of the industry they operate within or their overall ambition level: increasing revenues and growing profits.
However, where we see a difference is in the 'enablement' of this growth.
For businesses operating within the consumer products industry, the key is diversifying the product offering. wholesale distribution organizations are more concerned with penetrating new geographies; meanwhile retail organizations are focussing on expanding their business premises.
Growth enablers:
Consumer products > Developing new products
Wholesale distribution > Penetrating new geographies
Retail > Expanding business premises
In addition, whilst ambitious and very ambitious organizations share similar priority levels in terms of overall revenue and profit growth, very ambitious businesses have greater clarity over how they plan to enable this growth.
Country Focus:
Penetrating new geographies is particularly important for businesses in Russia (61%); whereas companies in Germany are much less concerned with expanding their geographical reach (30%).
Nearly half of businesses in India (45%) want to expand their business premises compared to around only one fifth (22%) of French companies.
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14. Pure growth
Growth enablers
% of businesses by ambition level, for whom the following are high priority ambitions
Thinking about achieving your business's ambitions, how high a priority is each of the following objectives?
Base: all ambitious and very ambitious respondents answering the question split by retail (231), wholesale distribution (215) and consumer products (203).
Key: R = retail; W = wholesale distribution; CP = consumer products.
Pure growth
Growth enablers
% of businesses by industry, for whom the following are high priority ambitions
Q: Thinking about achieving your business's ambitions, how high a priority is each of the following objectives?
Base: all respondents answering the question split by ambitious SMEs (353) and very ambitious SMEs (368).
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15. Q: Thinking about achieving your business's ambitions, how high a priority is each of the following objectives? Base: 721.
2.2
VERY AMBITIOUS BUSINESSES HAVE A GREATER DESIRE TO WIN AWARDS AND ACCOLADES
When it comes to customer success, there are two types of ambition Ð the ambition to improve your customer performance by doing what you already do... just better; and the ambition to redefine your image in the eyes of customers and be rewarded for gold-standard excellence.
For most businesses, priority is placed upon the former: doing what they already do... just better.
This type of ambition, prevalent amongst over half of businesses, can take one of four main formats:
1. Achieving optimal customer satisfaction
2. Always delivering on time and to specification Ð an ambition that is most important for the wholesale distribution industry
3. Growing the customer base
4. Increasing understanding of customers
By contrast, the latter type of ambition Ð focused around positioning Ð is only prevalent in around one quarter to one third of SMEs.
Here again though, very ambitious companies are more advanced Ð especially when it comes to the ambition to receive awards and accolades.
Country Focus:
Winning awards and accolades is nearly three times more important to businesses in Australia (38%) than to those in Germany (13%), UK (15%) or USA (15%).
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16. Doing what we already do… just better
Positioning
Doing what we already do… just better
Positioning
% of businesses by ambition level, for whom the following are high priority ambitions
Q: Thinking about achieving your business's ambitions, how high a priority is each of the following objectives? Base: all ambitious and very ambitious respondents answering the question split by retail (231), wholesale distribution (215) and consumer products (203).
Key: R = retail; W = wholesale distribution; CP = consumer products.
% of businesses by industry, for whom the following are high priority ambitions
Q: Thinking about achieving your business's ambitions, how high a priority is each of the following objectives? Base: all respondents answering the question split by ambitious SMEs (353) and very ambitious SMEs (368).
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17. Q: Thinking about achieving your business's ambitions, how high a priority is each of the following objectives? Base: 721.
2.3
BUSINESS IMPROVEMENT IS A HIGHER PRIORITY WITHIN WHOLESALE DISTRIBUTION
Similar to the first four factors under customer success, business improvement is all about doing what you already do... just better.
But rather than regarding external relations, these ambitions relate to internal process efficiencies.
These ambitions are a series of incremental improvement aims. Whilst they may not seem revolutionary, even relatively small changes can lead to vast performance improvement.
Once again, very ambitious companies place more emphasis on these ambitions.
However, when it comes to business improvement, we also encounter a further trend: business improvement is more important within wholesale distribution.
In this industry Ð where margins are tight but volumes are large Ð any efficiency that can be introduced will have a significant impact on the organization's bottom line.
Country Focus:
Businesses in the USA are much more concerned with utilising their human resource effectively (64%) compared to their French counterparts (26%).
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18. % of businesses by ambition level, for whom the following are high priority ambitions
Q: Thinking about achieving your business's ambitions, how high a priority is each of the following objectives? Base: all ambitious and very ambitious respondents answering the question split by retail (231), wholesale distribution (215) and consumer products (203).
Key: R = retail; W = wholesale distribution; CP = consumer products.
% of businesses by industry, for whom the following are high priority ambitions
Q: Thinking about achieving your business's ambitions, how high a priority is each of the following objectives? Base: all respondents answering the question split by ambitious SMEs (353) and very ambitious SMEs (368).
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19. 2.4
SOCIETAL IMPROVEMENT PRIORITIES REMAIN 'CLOSE TO HOME'
At an overall level, societal improvement is a much lower priority for SMEs than growth, customer success or business improvement... and when we delve into the detail we see a continuation of this trend at a more granular level.
Within societal improvement, organizations place more priority on ambitions that are 'closer to home'. Understandably, businesses are looking to help those in their immediate vicinity before widening their gaze.
Improving the lives and career prospects of employees comes first as a high priority aim for just under one third of companies.
This is followed by a focus on the business's public image through developing excellent corporate social responsibility (CSR).
Businesses then start to look beyond their own companies out into the local community.
Making an impact on the wider world Ð be that through supporting charities or improving ecological credentials Ð is bottom of the agenda.
Q: Thinking about achieving your business's ambitions, how high a priority is each of the following objectives? Base: 721.
Country Focus:
Improving the lives and career prospects of employees is a high priority ambition for businesses in Brazil and Mexico (42%), but comes much lower on the agenda in China and Japan (19%).
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20. Close to home
% of businesses by ambition level, for whom the following are high priority ambitions
Q: Thinking about achieving your business's ambitions, how high a priority is each of the following objectives? Base: all ambitious and very ambitious respondents answering the question split by retail (231), wholesale distribution (215) and consumer products (203).
Key: R = Retail; W = Wholesale Distribution; CP = Consumer Products.
% of businesses by industry, for whom the following are high priority ambitions
Q: Thinking about achieving your business's ambitions, how high a priority is each of the following objectives? Base: all respondents answering the question split by ambitious SMEs (353) and very ambitious SMEs (368).
Wider world
Close to home
Wider world
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21. 2.5
MORE AMBITIOUS BUSINESSES PLACE HIGHER PRIORITY ON POSITIONING AND GROWTH ENABLEMENT
Let's put this all together. Take any very ambitious SME. What will be their top priority ambitions?
Firstly, top of the tree is pure monetary growth Ð increasing revenues and profits.
Next come a group of ambitions relating to 'doing what we already do... just better'. Whilst these may be concerned with incremental improvements, they should not be underestimated. Achieving these ambitions can have a big impact Ð especially in the world of wholesale distribution.
Moving further down, we then encounter specific growth enablers Ð different forms of expansion, which are ultimately aimed at increasing revenues and market share. Very ambitious businesses have a clearer idea of just how they want to go about this expansion.
Finally, bottom of the agenda are ambitions related to the organization's positioning and contribution to the wider world. The more ambitious you are, the higher a priority these become, but they are still 'nice to haves' rather than a top priority.
Q: Thinking about achieving your business's ambitions, how high a priority is each of the following objectives? Base: 721.
Q: Thinking about achieving your business's ambitions, how high a priority is each of the following objectives? Base: all very ambitious SMEs answering the question (378).
Prevalence as a high priority ambition
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23. 3
An ambition begins with a desire, but achieving it requires willingness and readiness.
DESIRE AND WILLINGNESS EXIST... BUT MOST COMPANIES ARE NOT YET FULLY READY
Q: When it comes to achieving your ambition, to what extent do you have the right processes and technology in place to deliver the vision?
It's one thing to have an ambition. It's another thing entirely to achieve it. This is a journey that starts with desire Ð the vision of a person or people within your organization to make something happen.
This vision must then be turned into willingness by spreading the ambition throughout the organization. Finally, you need to have the processes and technologies in place to allow you to implement the vision.
This research found that the first two factors exist in abundance. With the large majority of SMEs declaring themselves to be 'ambitious' or 'very ambitious', and further being able to pinpoint exactly what these ambitions are, there is a prevalence of desire. In addition, as we have seen, very ambitious companies share common traits Ð they're energized pioneers with a strategic outlook. As a result, we can assume they're willing.
But what about readiness? How close are organizations to having the technologies and processes to implement the vision?
The answer Ð the basics are in place but there is a long way to go before all the pieces of the jigsaw are assembled.
Note: SMEs were asked to denote their readiness as a percentage. Answers have then been defined as follows: <60% = "A long way off"; 60-75% = "Some progress"; 75-90%="Good progress" >90%="nearly ready".
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24. 3.1
MORE-AMBITIOUS BUSINESSES ARE CLOSER TO ACHIEVING GROWTH AMBITIONS
Let's take SMEs' biggest single ambition Ð achieving growth.
Asked how close they are to having the necessary processes and technologies in place to achieve their growth ambitions, only one in five businesses (20%) say they are 'nearly ready'. The remainder must improve their processes and technologies before ambition can become reality.
If you're a very ambitious organization, you're likely to have made more progress than your competitors, but still only one in four will be fully prepared.
Q: When it comes to achieving growth, to what extent do you have the right processes and technology in place to deliver the vision?
Base: all respondents answering the question (578).
Q: When it comes to achieving growth, to what extent do you have the right processes and technology in place to deliver the vision?
Base: all ambitious (278) and very ambitious (300) SMEs answering the question.
Unless investment is made in technologies and processes, businesses risk becoming detached from their growth ambitions.
Country Focus:
Companies in France are least prepared to achieve their growth ambitions Ð only one in twenty five (4%) are nearly ready.
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Progress made towards having the technologies and processes in- place to achieve growth ambitions
Difference in readiness by business ambition level
25. 3.2
COMPANIES MUST BRIDGE A TECHNOLOGICAL READINESS GAP TO ACHIEVE CUSTOMER SUCCESS
Q: When it comes to customer success, to what extent do you have the right processes and technology in place to deliver the vision?
Base: all respondents answering the question (543).
Q: When it comes to customer success, to what extent do you have the right processes and technology in place to deliver the vision?
Base: all ambitious (265) and very ambitious (278) SMEs answering the question.
Country Focus:
Two thirds of businesses in Australia (67%) have already made good progress to having the technologies and processes in place to achieve their customer success ambitions.
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Progress made towards having the technologies and processes in- place to achieve customer success ambitions
Difference in readiness by business ambition level
As competitive pressure continues to increase, delivering a great customer experience, whether to the end consumer or a customer within a supply chain, can be a distinguishing feature.
Of course, better technology and processes provide support for greater customer success. But when it comes to readiness for achieving customer success ambitions, businesses are once again poorly prepared.
26. 3.3
VERY AMBITIOUS BUSINESSES ARE OVER TWICE AS LIKELY TO BE READY FOR BUSINESS IMPROVEMENT
Here, the gap between very ambitious and ambitious businesses is even more exaggerated Ð around one in three very ambitious companies (29%) are nearly ready, as opposed to only about one in ten ambitious companies (12%)
Q: When it comes to business improvement, to what extent do you have the right processes and technology in place to deliver the vision?
Base: all respondents answering the question (513).
Moving on to business improvement, we see further verification of a technological readiness gap. Once again only around one in five businesses (21%) being nearly ready to achieve their ambitions.
Q: When it comes to business improvement, to what extent do you have the right processes and technology in place to deliver the vision?
Base: all ambitious (243) and very ambitious (270) SMEs answering the question.
Country Focus:
Many companies in the USA are struggling to get the processes and technologies in place to achieve their business improvement ambitions Ð nearly one third (29%) are still a long way off.
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Progress made towards having the technologies and processes in- place to achieve business improvement ambitions
Difference in readiness by business ambition level
From the results, it's clear that the technologies that have got businesses to where they are today will not be sufficient for achieving their future goals. Further investment will be required.
28. 4
If desire and willingness exist in abundance, how will SMEs plug the process and technological readiness gap?
TECHNOLOGICAL INVESTMENT WILL BE CRITICAL FOR ENABLING AMBITIONS TO BE ACHIEVED
Based upon questions regarding the benefits of technology and current technological readiness levels
SMEs have great desire and willingness to achieve a raft of ambitions. Nearly all businesses (90%) define themselves as ambitious, with 46% declaring themselves to be very ambitious. These very ambitious businesses make more money than their competitors. They also share a number of other common traits:
They have a shared culture Ð energized, pioneering and strategic
They employ ambitious people
They recognize the value of new technologies to the extent that they want to be first adopters
However, whilst they recognize the importance of technology, companies still have a way to go before they have the necessary technologies in place to allow them to achieve their ambitions. Only around one in five businesses are close to having the necessary technologies and process in place (slightly higher amongst very ambitious businesses).
Two things are clear:
1. Technology plays a vital role in very ambitious companies
2. These organizations do not yet have the technologies in place to allow them to fully achieve their ambitions
It is logical, therefore, that in order for businesses to achieve their ambitions, there will need to be a technological investment. But in a world with an exponentially increasing number of technology solutions, how will decisions be made over which solutions to choose, and what will be the technologies that are chosen?
Thankfully, very ambitious companies have a 'wish list' that makes their technology decisions somewhat simpler.
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29. 4.1
Very ambitious SMEs have a wish list that they use to inform technological investment decisions. At the heart of this wish list are four key principles: technologies must be cost-effective, scalable, industry-specific and software-based.
As a result, very ambitious organizations see two specific types of technology as becoming increasingly important to their strategies:
1. Connectivity software applications (89%)
2. Cloud-based solutions (76%)
But whilst they have a plan in place, very ambitious organizations also recognize that they won't be able to 'go it alone'.
Instead, very ambitious companies state that they will look towards business applications, analytics and mobile solution providers to help them implement their ambitions Ð nine in ten very ambitious businesses (90%) say these providers will play an important role in allowing them to achieve their ambitions; one third (34%) go further than this to describe the role as vital.
The development of this relationship between companies and business software providers will be the crux of ambition enablement Ð the final piece of the jigsaw that needs to be completed.
To achieve ambitions, using technology is crucial.
Making the right technology choices is imperative.
Q: How important do you think each of the following are for achieving your ambitions?
Base: all very ambitious SMEs answering the question (353).
BUSINESS SOFTWARE PLAYS A VITAL ROLE IN AMBITION ENABLEMENT
Country Focus:
Introducing cloud-based solutions is seen as being much more important by businesses in India (90%) than those in Russia (48%).
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30. Ambition
"Desire and determination to improve"
"Desire and drive to surpass perceived obstacles and exceed goals"
"Believing that nothing is impossible"
"Success"
"Ambition is your future" "destination
"To go over and above"
"To take risks and push beyond the norm"
"To take responsibility when not required"
"Striving for continuous improvement both professionally and personally"
"Setting challenging targets and achieving strategic goals"
"Always looking for ways to improve or expand"
"It means reaching out to more consumers, building new markets, increasing profit margins and bringing about more benefits to employees"
"To be the best at what we do"
"Being better than the competition"
"To be better than our peers"
"Being a go-getter"
"The desire to grow and become stronger"
"Wanting to achieve great things"
Selection of responses given to the question:
Q Thinking generally, what does the word 'ambition' mean to you in a business context?
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