This document summarizes an article from strategy+business that discusses the rise of "supercompetitors" - companies that have fundamentally reshaped their industries through their distinctive capabilities. It provides examples of well-known supercompetitors like Amazon, Apple, Starbucks, IKEA, and others. The document asserts that these companies' success is based on having a few highly scalable and mutually reinforcing core capabilities, rather than on size, assets, or short-term profits. It argues that as traditional sources of competitive advantage diminish, the ability to build and leverage distinctive capabilities will determine which companies can gain long-term influence in their industries.
This document summarizes an article from strategy+business that discusses the rise of "supercompetitors" - companies that have fundamentally reshaped their industries through their distinctive capabilities. It provides examples of well-known supercompetitors like Amazon, Apple, Starbucks, IKEA, and others. The document asserts that these companies' success is based on having a few highly scalable and mutually reinforcing core capabilities, rather than on size, assets, or short-term profits. It argues that as traditional sources of competitive advantage diminish, the ability to build and leverage distinctive capabilities will determine which companies can gain long-term influence in their industries.
Based on analyzing over 220,000 organizational surveys over 10 years, the authors have identified 10 principles of organizational DNA that determine a company's ability to execute strategy effectively. They found that companies generally fall into 7 archetypes, from least to most effective: passive-aggressive, overmanaged, outgrown, fits-and-starts, just-in-time, military-precision, and resilient. While structure is often seen as the solution, decision rights and information flows are actually twice as important to performance. Both tangible and intangible elements like norms and commitments must be addressed to build a high-performing organization.
1) The study examined leadership competencies in the pharmaceutical sector and found that leading employees was rated as the most important competency but current leaders scored lowest in this area.
2) Current leaders also scored lowest in confronting problem employees, which was identified as a potential pitfall due to many leaders having narrow functional orientations.
3) Developing leadership competencies in areas like leading employees, strategic perspective, decisiveness, change management, and relationship building were recommended through training, coaching, and experience building assignments.
This document describes three cognitive neuroscience techniques - functional magnetic resonance imaging (fMRI), magnetoencephalography (MEG), and transcranial magnetic stimulation (TMS) - and their potential applications for neuromarketing research. It provides an overview of each technique, including examples of fMRI and MEG data. It also shares qualitative feedback from participants who underwent fMRI and MEG scans, finding that while the scanning environment caused some initial apprehension, most viewed the experience positively overall due to clear informed consent procedures and reassuring experimenters. The document argues that these neuroscience techniques can provide market researchers new insights into consumer decision-making beyond traditional methods like focus groups.
Successful brands share common features such as conducting research to understand consumer attitudes, differentiating their brand strategy based on insights, and consistently executing their strategy over the long term with financial commitment. The document outlines five steps for brand growth: 1) Conduct research to understand the current brand position and market, 2) Develop a differentiated strategy based on insights, 3) Invest in executing the strategy through advertising with high impact creative executions, 4) Quantitatively pre-test advertisements, and 5) Maintain consistency in the brand strategy over time. Case studies show that following these steps can lead to increased market share and financial success for brands.
The document outlines three steps for building an effective top executive team: 1) Get the right people on the team and remove those who are wrong for the team, as the CEO is responsible for the team's composition. 2) Ensure the team focuses only on work that truly requires a top-team perspective rather than trying to handle everything. 3) Address team dynamics and processes, such as building trust and accountability between members, to improve collaboration and performance. Examples show how following these steps can help teams overcome dysfunctions and drive better business outcomes.
Companies with at least 3 female executives score higher on key organizational dimensions like leadership, innovation, and motivation according to a McKinsey survey. While the economic crisis has not changed companies' priorities regarding gender diversity, progress remains insufficient with gender diversity only a top priority for 28% of companies. While most business leaders recognize the benefits of gender diversity, 41% of top management remains unconvinced.
This document discusses five steps that CMOs and CFOs can take to build collaboration and demonstrate the value of marketing investments:
1) Create an "open book" mindset by making marketing spending and activities transparent.
2) Focus on key performance metrics that are aligned with business goals and shareholder value.
3) Balance measuring short-term sales impacts and long-term brand building.
4) Consider opportunities to reduce marketing costs in addition to justifying spending.
5) Seek opportunities for CMOs and CFOs to collaborate in planning and budgeting processes.
Taking these steps can help CMOs show marketing returns quantitatively and unlock 10-20% of the marketing budget to rein
This document summarizes an article from strategy+business that discusses the rise of "supercompetitors" - companies that have fundamentally reshaped their industries through their distinctive capabilities. It provides examples of well-known supercompetitors like Amazon, Apple, Starbucks, IKEA, and others. The document asserts that these companies' success is based on having a few highly scalable and mutually reinforcing core capabilities, rather than on size, assets, or short-term profits. It argues that as traditional sources of competitive advantage diminish, the ability to build and leverage distinctive capabilities will determine which companies can gain long-term influence in their industries.
This document summarizes an article from strategy+business that discusses the rise of "supercompetitors" - companies that have fundamentally reshaped their industries through their distinctive capabilities. It provides examples of well-known supercompetitors like Amazon, Apple, Starbucks, IKEA, and others. The document asserts that these companies' success is based on having a few highly scalable and mutually reinforcing core capabilities, rather than on size, assets, or short-term profits. It argues that as traditional sources of competitive advantage diminish, the ability to build and leverage distinctive capabilities will determine which companies can gain long-term influence in their industries.
Based on analyzing over 220,000 organizational surveys over 10 years, the authors have identified 10 principles of organizational DNA that determine a company's ability to execute strategy effectively. They found that companies generally fall into 7 archetypes, from least to most effective: passive-aggressive, overmanaged, outgrown, fits-and-starts, just-in-time, military-precision, and resilient. While structure is often seen as the solution, decision rights and information flows are actually twice as important to performance. Both tangible and intangible elements like norms and commitments must be addressed to build a high-performing organization.
1) The study examined leadership competencies in the pharmaceutical sector and found that leading employees was rated as the most important competency but current leaders scored lowest in this area.
2) Current leaders also scored lowest in confronting problem employees, which was identified as a potential pitfall due to many leaders having narrow functional orientations.
3) Developing leadership competencies in areas like leading employees, strategic perspective, decisiveness, change management, and relationship building were recommended through training, coaching, and experience building assignments.
This document describes three cognitive neuroscience techniques - functional magnetic resonance imaging (fMRI), magnetoencephalography (MEG), and transcranial magnetic stimulation (TMS) - and their potential applications for neuromarketing research. It provides an overview of each technique, including examples of fMRI and MEG data. It also shares qualitative feedback from participants who underwent fMRI and MEG scans, finding that while the scanning environment caused some initial apprehension, most viewed the experience positively overall due to clear informed consent procedures and reassuring experimenters. The document argues that these neuroscience techniques can provide market researchers new insights into consumer decision-making beyond traditional methods like focus groups.
Successful brands share common features such as conducting research to understand consumer attitudes, differentiating their brand strategy based on insights, and consistently executing their strategy over the long term with financial commitment. The document outlines five steps for brand growth: 1) Conduct research to understand the current brand position and market, 2) Develop a differentiated strategy based on insights, 3) Invest in executing the strategy through advertising with high impact creative executions, 4) Quantitatively pre-test advertisements, and 5) Maintain consistency in the brand strategy over time. Case studies show that following these steps can lead to increased market share and financial success for brands.
The document outlines three steps for building an effective top executive team: 1) Get the right people on the team and remove those who are wrong for the team, as the CEO is responsible for the team's composition. 2) Ensure the team focuses only on work that truly requires a top-team perspective rather than trying to handle everything. 3) Address team dynamics and processes, such as building trust and accountability between members, to improve collaboration and performance. Examples show how following these steps can help teams overcome dysfunctions and drive better business outcomes.
Companies with at least 3 female executives score higher on key organizational dimensions like leadership, innovation, and motivation according to a McKinsey survey. While the economic crisis has not changed companies' priorities regarding gender diversity, progress remains insufficient with gender diversity only a top priority for 28% of companies. While most business leaders recognize the benefits of gender diversity, 41% of top management remains unconvinced.
This document discusses five steps that CMOs and CFOs can take to build collaboration and demonstrate the value of marketing investments:
1) Create an "open book" mindset by making marketing spending and activities transparent.
2) Focus on key performance metrics that are aligned with business goals and shareholder value.
3) Balance measuring short-term sales impacts and long-term brand building.
4) Consider opportunities to reduce marketing costs in addition to justifying spending.
5) Seek opportunities for CMOs and CFOs to collaborate in planning and budgeting processes.
Taking these steps can help CMOs show marketing returns quantitatively and unlock 10-20% of the marketing budget to rein
1. Ο Μάνος Χατζιδάκις για το νησί των συναισθημάτων
ΤΟ ΝΗΣΙ
Μια φορά κι έναν καιρό, υπήρχε ένα νησί στο οποίο
ζούσαν όλα τα συναισθήματα.
Εκεί ζούσαν
η Ευτυχία, η Λύπη, η Γνώση, η Αγάπη
και όλα τα άλλα συναισθήματα.
2. ΤΟ ΝΗΣΙ
Μια μέρα έμαθαν ότι το νησί τους θα βούλιαζε και έτσι
όλοι επισκεύασαν τις βάρκες τους και άρχισαν να
φεύγουν.
Η Αγάπη ήταν η μόνη που έμεινε πίσω. Ήθελε να
αντέξει μέχρι την τελευταία στιγμή.
Όταν το νησί άρχισε να βυθίζεται,
η Αγάπη αποφάσισε να ζητήσει βοήθεια.
3. ΤΟ ΝΗΣΙ
Βλέπει τον Πλούτο που περνούσε με μια λαμπερή
θαλαμηγό.
Η Αγάπη τον ρωτάει: «Πλούτε, μπορείς να με πάρεις
μαζί σου;»,
«Όχι, δεν μπορώ» απάντησε ο Πλούτος. «Έχω ασήμι
και χρυσάφι στο σκάφος μου και δεν υπάρχει χώρος
για σένα».
4. ΤΟ ΝΗΣΙ
Η Αγάπη τότε αποφάσισε να ζητήσει βοήθεια από την
Αλαζονεία που επίσης περνούσε από μπροστά της σε
ένα πανέμορφο σκάφος.
«Σε παρακαλώ βοήθησέ με» είπε η Αγάπη.
«Δεν μπορώ να σε βοηθήσω Αγάπη. Είσαι μούσκεμα
και θα μου χαλάσεις το όμορφο σκάφος μου» της
απάντησε η Αλαζονεία.
5. ΤΟ ΝΗΣΙ
Η Λύπη ήταν πιο πέρα και έτσι η Αγάπη αποφάσισε
να ζητήσει από αυτή βοήθεια.
«Λύπη άφησέ με να έρθω μαζί σου».
«Ω Αγάπη, είμαι τόσο λυπημένη που θέλω να μείνω
μόνη μου» είπε η Λύπη.
6. ΤΟ ΝΗΣΙ
Η Ευτυχία πέρασε μπροστά από την Αγάπη αλλά και
αυτή δεν της έδωσε σημασία.
Ήταν τόσο ευτυχισμένη, που ούτε καν άκουσε την
Αγάπη να ζητά βοήθεια.
7. ΤΟ ΝΗΣΙ
Ξαφνικά ακούστηκε μια φωνή:
«Αγάπη, έλα προς τα εδώ! Θα σε πάρω εγώ μαζί
μου!».
Ήταν ένας πολύ ηλικιωμένος κύριος που η Αγάπη δεν
γνώριζε, αλλά ήταν γεμάτη από τέτοια ευγνωμοσύνη,
που ξέχασε να ρωτήσει το όνομά του.
Όταν έφτασαν στην στεριά ο κύριος έφυγε και πήγε
στο δρόμο του.
8. ΤΟ ΝΗΣΙ
Η Αγάπη γνωρίζοντας πόσα χρωστούσε στον κύριο
που τη βοήθησε, ρώτησε την Γνώση:
«Γνώση, ποιος με βοήθησε»;
«Ο Χρόνος» της απάντησε η Γνώση.
«Ο Χρόνος;;» ρώτησε η Αγάπη. «Γιατί με βοήθησε o
Χρόνος;»
9. ΤΟ ΝΗΣΙ
Τότε η Γνώση χαμογέλασε και με τη βαθιά σοφία της
είπε:
«Μόνο ο Χρόνος μπορεί να καταλάβει πόσο μεγάλη
σημασία έχει η Αγάπη».
Μάνος Χατζιδάκις
10. ΤΟ ΝΗΣΙ
Τότε η Γνώση χαμογέλασε και με τη βαθιά σοφία της
είπε:
«Μόνο ο Χρόνος μπορεί να καταλάβει πόσο μεγάλη
σημασία έχει η Αγάπη».
Μάνος Χατζιδάκις