Business Development
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Change Leader, Change Thyself

Change Leader, Change Thyself | Business Development |

Organizational change is inseparable from individual change. Simply put, change efforts often falter because individuals overlook the need to make fundamental changes in themselves. Anyone who pulls the organization in new directions must look inward as well as outward.


Via Kenneth Mikkelsen
Jeremy Pollard's insight:

Great article - thanks Kenneth.  Kinda 'be the change you want in the world' thinking. 


After a decade or two, I realised that it's never the products, or the pricing, or the competition, or the economy, or finance, or marketing.


It's people. EVERY 'it's not a good as it could be' is never external. It is always a people problem, waiting to be made better.


And if I see it, feel it, want it better, then it starts with me.


And 'leaders' - manager, executives - who don't have good psychological mirrors are doomed to a groundhog days of failure.

Anne Landreat's curator insight, April 4, 1:26 AM
Organizations don’t change—people do
Joyce Layman's curator insight, April 4, 12:25 PM

An American Management Association study of Fortune 500 companies found that “…less than 50% of changes in their organizations were successful, and that employee resistance was the main reason for failures.”  This is why it's necessary to focus on the person.

Susan Burnell's curator insight, April 4, 12:43 PM

Change starts with awareness. This article has excellent insights, along with an easy-to-understand chart from Erica Ariel Fox on leaders' power sources and "sweet spots."

Business Development
Business Development - BD as a process, not a job description. e.g. full BD-CMM - aka Market Entry, Capture Planning, Customer Focus, Content driven Marketing Automation for lead nurturing, Bid and Proposal Planning and Management, Customer Success Stories
Curated by Jeremy Pollard
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Redraft the bloody bill, Minister

Redraft the bloody bill, Minister | Business Development |
The Senate committee's FoFA report is a quietly worded plea for Mathias Cormann to reconsider his proposed amendments to the bill. He should, but only after the Senate concludes its ASIC inquiry.
Jeremy Pollard's insight:

3 x reasons why good intentions become bad process.


What has a story about government policy about financial advice got to do with business process to do with winning work?

Plenty, because it contains examples of the 3 x reasons good intentions become bad process.


No. 1 reason is Narrow Focus. Being too close to a situation or only looking at it from one point of view. Here the Government has been influenced by the banking industry trying to avoid constraints on their ability to compete by incenting sales staff - free from actually having to do the right thing by customers.

In Winning Work process - product development, marketing and sales often end up out of synch due to a lack of perspective, mostly a lack of customer focus. Or, too much focus on the needs of a noisy segment of the market, at the expense of others.


No. 2 reason is Poor Incentives. This is usually a failure to define what success needs to look like, and how to define and incent behaviours and beliefs which drive people to support that successful outcome. In this article writer Alan Kohler highlights the report wording which reminds us that commission schemes that encourage inappropriate behaviours are unhelpful.

In Winning Work process - what gets measured and paid for, gets done. Sometimes described as failure to consider the “law of un-intended consequences”  If goals and incentives are aligned, great. But much is not aligned - for example a sales manager who wondered why reps wrote so many proposals - most unsuccessful. The answer was in a KPI for the number of proposals written, but not requested, submitted, or won.


No. 3 reason is Short-Termism. This is a time based variation on narrow situational focus. In this policy example, everyone seems to have forgotten the past, and the likelihood of it reoccurring in the future. Unscrupulous bankers and ‘investment’ advisors have lost millions of dollars of other peoples money. The government does not seem to have high awareness of the risk of once again being in the papers for policy failure around this topic.

This is also the domain of quarterly driven public companies. Bringing revenue forward to meet investor expectations has been banned, for now. But other symptoms can include rewinding deals where the due diligence on client needs was incomplete, or products did not meet requirements. The trade-off of short term revenue Vs long term reputational harm is skewed in many sales organisations.


Some days it's good to have some grown-ups in the room.

People with the ability to see multiple aspects of a situation. To think through the KPIs and likely consequences. And consider how long you intend to trade in your markets - this quarter or years to come.

(Or the innocent or brave enough to say the emperor has no clothes on.)

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What marketers mean when they talk about ‘storytelling’

What marketers mean when they talk about ‘storytelling’ | Business Development |
As content marketing becomes better understood, it becomes easier to spot the bullshitters. Dig Content's Jon Wilks checks the rise of the 'storyteller'
Jeremy Pollard's insight:

Wonderful! A disagreement! If you've time, read all the marketing blogs on storytelling, listen to this guys' rant against it, then consider this.


1/ Storytelling is NOT an elitist, specialist 'art'  Do some reading on the  cultural role of stories for humans. It is baked into our DNA (literally)  To say because you have not made a major film you cannot be a storyteller is deny the truth of what and who we are as humans. I'm not saying everyone is as good or effective as each other at telling stories - nor was that the case in tribal or village times - but dismissing the beginners and the ordinary day to day storytellers is just being an elitist wanker.


2/ Selling was always storytelling. Customers telling and sharing their stories, companies and sales people telling the story of their offers, and the customers who use them. The fact that a lot of panicky, desperate marketing people are now being told in the trade media and by specialist suppliers they have to be story tellers or doing content marketing to be any good, or relevant, is as much nonsense as No 1/.  Marketers and sales people always have and always will be storytellers, along with their customers - singularly or aggregated by new media/social media. The minute I say the magic words 'for example...' and tell a client the story of how someone else has tackled a problem, and they lean forward to hear the journey of another - I am a storyteller. Go to any market in the world for the last, say 5,000 years, the hubbub of sound is hundreds of stories, about people, produce and providence.


3/ Media companies & Journalism, for the New York Times or the Idaho Express, or their radio & TV equivalents, is also storytelling, also to sell. While I'm there because of your news stories or entertainment stories,  your advertisers want to tell me/sell me their story.  Sure it's in transition because the advertisers don't have to buy connections to customers via supply constrained channels anymore. e.g. a handful of papers, magazines or TV stations has become anyone with a PC or mobile can 'publish'   Some of the best, most successful and effective bloggers are also some of the best storytellers.


4/ I suggest that all human progress has been inspired, and driven, by stories. Read Stephen Denning's "Springboard: How Storytelling Ignites Action in Knowledge Era Organisations"  (Butterworth-Heineman 2002) for a modern take - his work at the World Bank in effecting change in complex situations.


A parent reading to a child, a young couple planning their future, a start-up seeking investors, a hostage negotiator, a slam poet, or someone recounting their holiday adventures - we are all storytellers. 


And if someone tries to tell you otherwise, well, that's just their story.

Because the choice to listen, and what we do with these stories, is still ours as well...

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3 Ways Your Company Culture Directly Impacts Your Bottom Line

3 Ways Your Company Culture Directly Impacts Your Bottom Line | Business Development |
Are you micromanaging? Do you run an open office? Is there a strict dress code in effect? The answers to these questions have a direct effect on your company's ability to make money.
Jeremy Pollard's insight:

Driving revenue #winningwork is more than WHAT you sell. HOW you interact with your team, and the market is often more important.


This quick, light piece on Company Culture is an intro or reminder of this, with some clues about where to look or revisit to help ensure  as a senior manager you've not missed this aspect of leadership.


I the majority of the large deal strategy I have worked in and on for the last 20 years, the role of leadership and culture remains the least understood, most under-cooked and still most impactful when acted upon.  How do others see your culture (vs your view)?

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Management’s Three Eras: A Brief History

Management’s Three Eras: A Brief History | Business Development |
We’ve entered the age of empathy.
Jeremy Pollard's insight:

Management as empathy? No way! We are entering an age of political & corporate brutalism. Putin isn't an exception, he's the everyman CEO, running a country. 


I totally agree with McGrath's hypothesis (supported by many academics) that old-school organisational culture - which is what management is based upon - no the other way around - is inefficient.


But not for the senior executives and their contrived bonuses. And passable for institutional investors. And no one cares about the employees, or communities, when you can buy off the regulators.


As we enter an era of 'internet everywhere' data trading/piracy will be too tempting, and unable to be governed - combined with 'peak oil/water/biodiversity' and the pressures of these shortages - the pendulum will swing to totalitarian leadership for the impression of control. Orwell's 1984 is just running a little late.


Empathy? In a few sylvan glades near San Francisco maybe.


Like many I will keep fighting the good fight for a better organisational world. But just right now I'm not feeling optimistic. 

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SMBs ditch your spreadsheets, has a simple CRM for you

SMBs ditch your spreadsheets, has a simple CRM for you | Business Development |
A traditional CRM setup is not required unless SMBs have 100+ sales staff. Currently, about 66% of SMBs don’t use a CRM. ClinchPad wants to change that.
Jeremy Pollard's insight:

Phew. How many people do I meet who have to sell. Smaller companies. Groups of professional services practitioners. But struggle to keep track of their prospects, leads and ID the sources of same - especially the sales.


But, and it's a big but, unless you have 100+ reps most Customer Relationship Management systems are too complex.


And spreadsheets are ultimately impractical.


So thats why I'm intrigued at the next generation of lighter, simpler, faster, easier - yet more relevant/functional #customermachines like this one

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Marketing tech: How to make -- or lose -- money with marketing automation

Marketing tech: How to make -- or lose -- money with marketing automation | Business Development |
The reality is you start out by losing money.
Jeremy Pollard's insight:

Why is this so hard to understand? Every new generation of technology solutions arrives. A few pioneers give it a go and extol the virtues - and another gold-rush starts. (read 'Crossing the Chasm")


My father went through this at IBM in the 1960s selling mainframe based accounting systems to insurance companies. He used to say 'automation was a waste of time on imperfect manual processes'


And with most marketing departments struggling across 5 x key focus areas (Read the latest HBR) Marketing Automation is the last thing most should try and make work.


All that said, this article does an excellent job of highlighting the things to understand, and get right, before investing in the next 'big-thing' and wondering why it's not delivering the results and ROI other (better equipped, insightful and prepared) are achieving.

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Leadership Ethics: It Doesn't Depend

Leadership Ethics: It Doesn't Depend | Business Development |

Imagine recent outcomes at GM, and Toyota before it, if some frontline engineer – or even assembly line worker – used the company Intranet to say "Hey, CEO, there’s a fundamental design problem with (fill in the blank),” …and the CEO stopped production while the glitch was fixed, even if that meant months of stalled production.


Ethics today save you money tomorrow. But that’s not all. Ethics todaymakes you more money, every day of the year, for generations.

Via Roger Francis, Kenneth Mikkelsen
Jeremy Pollard's insight:

If culture beats strategy (Drucker) and Ethics is the basis of good culture - why, why why are there so many companies that refuse to take ethics seriously?

Charlotte Hitchcock's curator insight, July 25, 4:49 AM

We need to learn to get the right priorities which may mean losing activity for a while but the long teem benefits will outweigh any kind of loss

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Reform push 'very difficult': Turnbull

Reform push 'very difficult': Turnbull | Business Development |
Communications minister hints budget sell may have been hampered by limited explanation.
Jeremy Pollard's insight:

"inadequate explanation" of the Australian government launch of the 2014 budget is the understatement of the year for me. 


Believing you are "right" is not the basis for good policy making, and especially harmful as the only basis for execution and communication.  As the community backlash against the budget continues to widen, the government is acknowledging mistakes were made in selling the changes.


As Michael Hudson, founder of ENS International would say "what are the needs of the other side?"  -  an idea the government and their advisors seem to have totally missed.


Persuasion and Influence require drawing people in to a position, not beating them on the head with how right you are and how wrong everyone else is. 


Starting with insight to current community beliefs about what they think and feel, and their ideas to fix would have been a good starting point - and answering the oldest question in the book for voters "What's In It For Me?" along the way might not have hurt either.


Instead we had several weeks of softening up with boogie-boogie monsters-under-the-bed about how tough times were.


And that's where the problem started. The Australian economy is actually in pretty good shape, especially compared to most of the rest of the world. So the audience just did not the believe the opening round of messaging - and certainly have not bought the lies since.


Epic fail from a policy point of view, and communications since.


Especially when the changes looked selective - focussed on the sick and the poor, with no impact on the tax  breaks for the upper-middle class and business. Back to the drawing board folks.




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How to Kill Quarterly Earnings Guidance

How to Kill Quarterly Earnings Guidance | Business Development |
A five-step plan to freedom.
Jeremy Pollard's insight:

At last - reason in a sea of greed.  Tight quarterly perspective only makes sense in a consistent, predictable world. Which is NOT where we are right now.  


Right now we are in another massive sea-change that needs a longer perspective + quicker, shorter corrections. Neither of which emerge easily, or survive for long, with a 90 day view of the world.


Buggy whip companies had to face to the transition from an agricultural to an industrial world. (I was going to say industrial economy, but I'm more a 'community' guy than an 'economy' guy.)


One of the biggest industries in the pre-industrial world revolved around horses. Breeding, raising, feeding, housing, controlling - even collecting all their manure in bigger cities was an sub-industry. And yes, the top buggy whip manufacturers were making money along with everyone else.


So how many safe, predictable earnings buggy whip companies made the transition to the world of automobiles? Which management sold investors on the need for change? To work with the fledgling car assemblers? We all keep hearing about the US railroads missing the jump to air travel. And Kodak ignoring digital. History has lessons.

And even the mighty 100 year old 'changed ok so far' IBM is not immune to quarterly or share price obsession blindness


I'm not saying disciplined performance measurement and management is over being useful, far from it.


But without a combination of a culture of innovation, learning from mistakes, investing for the future, lean delivery AND investors with the same perspective - there will be no 'safe' investments in today's buggy whip companies. 

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The Highest-Paid CEOs Are The Worst Performers, New Study Says

The Highest-Paid CEOs Are The Worst Performers, New Study Says | Business Development |
Across the board, the more CEOs get paid, the worse their companies do over the next three years, according to extensive new research. This is true whether they’re CEOs at the highest end of the pay spectrum or the lowest. “The more CEOs are paid, the worse the firm does [...]
Jeremy Pollard's insight:

Hubris. Or believing your own spin.  


Dangerous at all levels in an organisation. Fatal financially for shareholders in a CEO.


And normally NOT a pleasant or effective place to work for staff.


And customers see right through it. I had the opportunity to help a client struggling to win big deals in their market. After some digging, it turned out that the market did not like, or trust the recently hired CEO.

So no amount of hard selling, or product innovation, or wasted millions on 'brand' marketing was going to help. Now THAT was an interesting conversation with the Board...


So, how can boards avoid excessive self-confidence in their CEO appointments?  And avoid cronyism in the subsequent fresh of leadership teams?


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Strategy or Culture: Which Is More Important?

Strategy or Culture: Which Is More Important? | Business Development |
Although culture is much more than an “enabler” of strategy, it’s no substitute for it.
Jeremy Pollard's insight:

I think culture is more important than strategy. 


Kan Favaro puts a nice, balanced argument for being, well, balanced about strategy Vs culture being strategy AND culture being important.


However, my experience is that the majority of executives I've met and worked with, especially those with a strong analytic or financial background are too 'heavy' in strategy being the answer to everything, typically at the expense of culture. 


And that this is a heightened imbalance during a recession or difficult times for a company.


In citing the importance of strategy being necessary to start a company Favaro for me, misses the point that it is the culture of the company that shapes the strategy at start-up (unless the bankers have taken over very early) - including the ability of the culture to initiate and support aware and adaptive strategy.


And if we look at the most common scenarios for executives these days, sustaining predictable growth and/or coping with disruptive change, can anyone show me where strategy has helped (Vs culture)?


For example, the lazy way to growth is to have a Mergers & Acquisitions 'strategy' - which most analysis says fails because of failures to understand and integrate the different cultures of the acquired companies.


Or that no amount of brainstorming (and massive consulting fees) on strategy by/for a company with culture of of self-absorption and poor market/customer focus will create innovation and adaption.


The more I think about is, without the right culture, there can be no good strategy.


And without the right culture, even a grafted on strategy will fail.


All makes me wish I understood more about culture in the context of company.


Which I why I've just started reading "Working Below The Surface" by David Armstrong and the team at the Tavistock Clinic in the UK.

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Bank of England governor: capitalism doomed if ethics vanish

Bank of England governor: capitalism doomed if ethics vanish | Business Development |
Mark Carney issues strong critique of City behaviour and warns of growing sense that basic social contract is breaking down
Jeremy Pollard's insight:

Investors! How ethical are the companies you invest in? Own banking shares but deplore their behaviour?


Executives - how would you and your company score for Triple Bottom Line accountability?


To what extent do you agree with David Carney, Bank of England Governor?


And to what extent have his views been in part formed by "...his 13 bonus-filled years as an insider at Goldman Sachs – which critics regard as the shrewdest but most toxic brand in global finance" (Spectator 2013)

Either way he is now contributing to a public debate on business morality that is never going to go away

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Ten Myths About Organizational Trust and Leadership- Trust Across America™

Ten Myths About Organizational Trust and Leadership- Trust Across America™ | Business Development |
Building organizational trust requires leadership "buy in." The payoff includes a more stable work force, faster decision making, and increased profitability. (RT @BarbaraKimmel: Ten Myths about Trust.
Jeremy Pollard's insight:
Drucker says 'culture eats strategy for breakfast' Trust, and a strong ethical framework are the basis of an effective culture. A culture without trust is corrosive and dies. Trust can only be built, and earned in an environment where there is ethical integrity from the top down. As a leader, what score would you give yourself on the Ethics scorecard? What would your teams say? Your customers?
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Use “Both-Brain” Marketing to Balance Creativity and Analytics

Use “Both-Brain” Marketing to Balance Creativity and Analytics | Business Development |
The challenge is to change the culture.
Jeremy Pollard's insight:

Here's a tip - balancing Creativity & Analytics is an iterative process. The original IBM article goes into more detail, but essentially Drucker nailed it back in 1963...

It is fundamentally the the confusion between effectiveness and efficiency that stands between doing the right things and doing things right. There is surely nothing so useless as doing with great efficiency what should not be done at all.Peter Drucker (1963) Managing for Business Effectiveness. p. 53-60 So benefiting from DATA is, ironically, a creative process. What to measure, why, what to do with it - all creative. Talk to a good engineer. Or an experienced developer - the principles of LEAN design are applied nearly everywhere, except marketing.
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What language tricks do call center reps use to manipulate you?

What language tricks do call center reps use to manipulate you? | Business Development |


Everything you need to know about What language tricks do call center reps use to manipulate you?

Jeremy Pollard's insight:

Parents with little kids 're-frame' all the time. "Do you want carrots or broccoli, or peas and broccoli?"  Ask a kid want they want and they'd eat junk food all day long. Frame their choices and save their lives.


BTW this is the honourable intent of the best, consultative, challenging sales people.  


When done by a call centre, the catchy headline is to call it 'tricks' but it is the basics of persuasion and influence for thousands of years, even before the scientists and bloggers came up with theories and attention grabbing names.


My 're-frame' is this...  Want a good negotiation or bid strategist? Ask a hands-on parent that doesn't have oversight kids.

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Why Trust Is More Important Than Leads At Trade Shows

Why Trust Is More Important Than Leads At Trade Shows | Business Development |
Does this sound familiar: you exhibit at a trade show and collect a bunch of business cards or contact information from potential customers. After the show, you follow up with each of these “leads�…
Jeremy Pollard's insight:

Trust is more important than anything, anywhere, any time.


Without trust your attempts at customer focus have probably failed. Your culture and ethics might need work and your business will struggle.


So the extent to which you, and your business are trusted, is a powerful litmus test for your strategy, culture and leadership.


What tactics to use and how to get value from them are downstream decisions.


That said, if you do have a trusted position in the market and high trust with/from your customers, your ability to leverage ALL your tools and tactics is higher.

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Color blind or color brave?

Color blind or color brave? | Business Development |
The subject of race can be very touchy. As finance executive Mellody Hobson says, it's a "conversational third rail." But, she says, that's exactly why we need to start talking about it. In this engaging, persuasive talk, Hobson makes the case that speaking openly about race — and particularly about diversity in hiring -- makes for better businesses and a better society.
Jeremy Pollard's insight:

Diversity in hiring is actually a good strategy for business, not only a fairer more just world. 

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xPotential Selling - The Most Misunderstood Skill of Sales Management

xPotential Selling - The Most Misunderstood Skill of Sales Management | Business Development |
Avoid this common pitfall with one easy solution for sales management skills.
Jeremy Pollard's insight:

The top three influencing skills sales managers need to win more work.  And they have nothing to do with customers.


They are all to do with the poor influence many sales managers have over their sales peoples performance.


The irony is that great negotiators, and most sales training, are all about ASKING QUESTIONS. 


So why do so many sales managers go straight into 'tell' mode - the least effective way to influence their reps, on the way to better influencing their customers

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39 Resources for Understanding the Science & Psychology Behind Great Marketing

39 Resources for Understanding the Science & Psychology Behind Great Marketing | Business Development |
We all know that a deep understanding of psychology will make us better marketers, but determining exactly where to start if we want to learn more about the psychology of marketing can feel daunting.
Jeremy Pollard's insight:

Since my first sales job I've chased the unknowable - what are my customers thinking. And what will it take to change their mind and choose our products or services instead of my competitors.


My journey into the world of science and the decision making of people began with Behavioural Economics - later meeting the founder of ENS International - Michael Hudson and diving into Cialdini and others on persuasion and influence.


With the proviso that all of these techniques need an ethical basis for appropriate usage - here's a great summary of some excellent first reading on the science and psychology of persuasion and influence - as applies to consumer marketing. For B2B head straight to the Reading List at the end.

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Highspot Brings Machine Learning to Enterprise Search

Highspot Brings Machine Learning to Enterprise Search | Business Development |
Former Microsoft engineers, including Bingers, launch Highspot to tackle enterprise search using machine learning.
Jeremy Pollard's insight:

So - 12 percent of 'frontier' workers (tech, engineering, sales) is wasted looking for information.  


And the failure rate for these searches is 56 percent.


Now that's a barrier to learning about the other party for a deal, negotiation or crucial engagement.


Which is why starting early, and good planning is so so vital. Given how hard it is to find the information you need, allowing for this hurdle  in your prep time must be a allowed for.



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Climate policies to lift global GDP 'by trillions'

Climate policies to lift global GDP 'by trillions' | Business Development |
World Bank finds low-carbon measures to add $1.9 trillion or more annually by 2030.
Jeremy Pollard's insight:

One point nine TRILLION reasons to let go of the past, and embrace a new, lean, manufacturing and services world. 


Combine the digitisation of every industry (more data, better insights, increased customer focus) with less polluting, more energy efficiency and the attendant health benefits, and what do you have?


A nightmare for entrenched, lazy, smoke-stack high carbon industries and their lobbyists and bough-off politicians.


From the coal industry to old school energy distributors, to car companies, to taxi companies, to hotels, to health - and yes, maybe even one day Government - change is coming.


What an exciting time to be alive and watch the squirming and wriggling of dying dinosaurs.  And instead be amazed and delighted at creativity, innovation, efficiency, cleaner, healthier, smarter, better ways to do most everything.

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The Collaboration Paradox: Why Working Together Often Yields Weaker Results

The Collaboration Paradox: Why Working Together Often Yields Weaker Results | Business Development |
Jeremy Pollard's insight:

A great idea only ever occurs to one person at a time. But it usually takes a team to make it happen. 


The key to this article is the reminder that 'groupthink' as a by-product of workplace 'collaboration' is a common trap and failing.


In the story frame of the Lennon-McCartney team it was the differences, not the similarities that made it work.


So the process we work to in Shipley Associates engagements to help large teams create & execute on great win strategy include 3 x phases



1/ agree on the end point e.g. win deal is our WHAT

2/ agree we are gathering to work out HOW we can best get there

3/ agree WHO will own which aspects of approaching problem - and get a mix of roles and experience in the groups - especially people with face-to-face customer experience (too many 'suits' is a killer


4/ begin with individual bullet point idea generation - and later, in more advanced development - individual drafts of content.  Private work, not group think.

5/ No judgements, no grading. Clarification questions only...

6/ Where possible we swap out normal team lead for an expert from another domain - they ask better questions of teams & topics they don't know as well.


7/ group review and trade-off discussions - essentially bang-for-buck conversations. Also good to involve a bigger group on this 

8/ Prioritise by impact on problem Vs ease/cost of executing

9/ have included management & budget to execute in process and announce full support for actions

10/ give credit to all involved & update on progress

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70+ players, sub 5% penetration: Marketing automation still 'crossing the chasm'

70+ players, sub 5% penetration: Marketing automation still 'crossing the chasm' | Business Development |
After several years of 50-plus-percent growth, marketing automation is still the new kid on the block. Even with 70+ vendors in the space. "If you’re in the business, it seems like everyone’s doing...
Jeremy Pollard's insight:

3 x lessons on what lies ahead for Marketing automation?


Another article referencing the great book Crossing The Chasm (now in 3rd edition) ; - and yes, there are some likely lessons for potential buyers of marketing automation software & services.


Firstly, the Innovators put up with a lot of functional gaps because they see the potential benefits early, with out being sold. And are willing to take greater risks on solution fit, and make greater investments in learning how to install and benefit from Marketing automation.


When we implemented Eloqua in 2008, we were seriously ahead of the curve. We made it work. But it was incredibly expensive compared to now, and the amount of learning, DIY & external help needed was off the scale. 


Today, Marketing automation has 70 vendors, plenty of hype, but the case for change is not clear when you take into account the current barriers to extracting value.


It works better in B2C, with a big 'brand' and a big team, and money to invest in a/ process & tech skills b/ content. lots and lots of content  c/ integration with other process & systems.  So big bucks all round.

And executive & marketing management with both vision AND discipline. So a small market then. And even smaller in B2B, as budgets, skills, vision & discipline are even scarcer.


So what does Moore suggest must change to cross the chasm?


So, Secondly - and driven by CRM buy-ups and VCs vendor consolidation will see (eventually) functional consolidation, and hopefully, simplicity. It's very complex today.  This will also need to be accompanied by significant services for simplification of benefits realisation.  And that's across the strategy & business case, the set-up, the content scoping, generation & management, and the measurement and management advisory services.*


As Moore highlights, this is not new. It is exactly what happened with accounting software on computers replacing manual booking keeping in the 1960s - my father at IBM at the time went through exactly these steps. As are the CRM vendors today, now approaching Late Majority.


Thirdly, with the tools simpler, the strategy & plan clearer, and outsourced services making it all work better, the Early adopters in all markets will begin using. Market penetration will hit double digits at last.


* Full disclosure. I'm co-founder of a digital marketing service that does this for B2B clients.

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How One Law Firm Maintains Gender Balance

How One Law Firm Maintains Gender Balance | Business Development |
It's not because of a great diversity program or women's network.
Jeremy Pollard's insight:

Business Development (the process, not the role) needs gender balance. Gender balance needs leadership. 


No leadership on gender balance, means opportunity cost in wasted talent, missed sales & revenue, missed business improvements.


So why is there so little leadership on gender balance?


A great article on how easy, and effective, getting gender balance right can be with appropriate senior management awareness, focus and good old fashioned 'just make it happen' leadership.

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Scooped by Jeremy Pollard!

The Secrets of Seamless Retailing Success

The Secrets of Seamless Retailing Success | Business Development |
Thisresearch from Accenture suggests that consumers may be having second thoughts about the benefits of online shopping and that no one should write off stores just yet.
Jeremy Pollard's insight:

From the Department of the Obvious - who can identify a technology that has not gone through the cycle of over optimistic expectations, to fall back in the trough of disillusionment - before finally arriving at a balanced mix between the two...


Let's see, Radio, Television, Movies - check.

Mobile phones ? as phones - check

As smart phones - still climbing the first hill.

Facebook - hmmm - peaking?


Ten years from now kids will ask what Facebook was.

Staring zombie like at your phone in public all day will be seen as being as undesirable as smoking.


Online shopping was never, ever, ever going to end up as the 100% channel for 100% of the population.


And I'm not even sure if 'seamless' is actually what customers want and retailers should bust-a-boiler to provide. Multi-channel yes, but seamless might just be too hard for too little return.


Unless you're Accenture consulting on it...

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