With some ingenious strategy, Steve Jobs and his team took about 15 years to transform Apple into the most valuable company in the world.
But while we are all witness to the end result, there was a lot of research and heavy thinking that went into developing that strategy. What if we could get a behind-the-scenes glimpse at the Apple visionary at work?
Most business leaders can agree that teamwork is important for getting anything done. But the agreement usually stops there. In many cases, the company's immediate needs take over, and there's seldom enough time for deep thought about how to actually develop an effective team.
Groups of people are often thrown together and told to get to work. And while many organizations do well when it comes to a team's technical aspects, like bringing in people with the right expertise and establishing deadlines, the less quantifiable, "people-building" element tends to get lost. With a little effort and foresight, though, managers and team leaders can avoid some of the most common problems plaguing teams.
The strategic planning cycle is in full swing this fall, which has me thinking about what makes strategic planning successful and what is missing when the process and outcome feel less than inspiring. Bear with me while I share some theoretical-practical perspectives. My intention is to create space in the strategic planning domain for strategic thinking and strategic leadership, which are two of four critical components for an inspiring process that creates sustainable value.
We need leaders that are able to change the future. Creative leaders. The paradox with these leaders is that those that seem to be best at shaping the future are all firmly rooted in the now. These leaders really know how to connect to what is happening in the present, and can feel and use how it affects them on a deeper personal level. They are not just reacting on impulses; they are giving true answers to themselves and to the people around them, continuously. This ability goes by many names, call it being in the here and now, call it Mindfulness, Connected or Aligned. We prefer to simply call it Presence.
Lead generation might be a top goal for B2B marketers in 2015, but social media isn’t where they’re expecting to bring in qualified prospects, according to a new BrightTalk report.
In fact, social media and print advertising ranked the lowest on a list of 15 different lead generation tactics. A full 30 percent said these are ineffective lead gen tools and just 12 percent said they’re highly successful. On the contrary, email marketing was cited as the top tool, with 55 respondents saying it’s effective.
In an era when 7 out of 10 people utilize social media (and the average social media user is active 2 hours and 25 minutes daily), this is unsettling data. Marketers who consider social media ineffective for lead gen need to reconsider their current strategies and revamp what they’re doing to both promote the brand and nurture people to take the next step to learn more....
Way back when (pick your date), senior executives in large companies had a simple goal for themselves and their organizations: stability. Shareholders wanted little more than predictable earnings growth.
1. Address the “human side” systematically. Any significant transformation creates “people issues.” New leaders will be asked to step up, jobs will be changed, new skills and capabilities must be developed, and employees will be uncertain and resistant. Dealing with these issues on a reactive, case-by-case basis puts speed, morale, and results at risk. A formal approach for managing change — beginning with the leadership team and then engaging key stakeholders and leaders — should be developed early, and adapted often as change moves through the organization.
Maturing digital businesses are focused on integrating digital technologies, such as social, mobile, analytics and cloud, in the service of transforming how their businesses work, while less mature digital businesses are focused on solving discrete business problems with individual digital technologies, according to the latest MIT Sloan Management Review and Deloitte digital business study. The study, which reflects the views of more than 4,800 executives and managers, as well as interviews with business and thought leaders, examines the emerging contours of digital business and how companies are moving forward with their digital transformations.
This may not prove to be the most viewed post ever scooped to this topic, but it deserves to be read and understood by all business owners aspiring to greater success, within their businesses. Anyone wanting to fully develop the culture of their business would do well to follow the seven tips outlined in this article which highlights the importance of a good culture to achieving lasting business success.
What’s the most important driver of organizational digital maturity—social, mobile, analytics, or cloud? None of the above, according to the latest MIT Sloan Management Review and Deloitte digital business study. Research infographic and podcast
Finding great talent is hard, but what’s even more challenging is keeping the talent you have engaged so they will stay. Unless you continually reinvest in developing your employees with successful on-boarding and ongoing training—helping them reach their full potential—they may leave and you will find yourself back at square [...]
Since the mid-2000s, organizational change management and transformation have become permanent features of the business landscape. Vast new markets and labor pools have opened up, innovative technologies have put once-powerful business models on the chopping block, and capital flows and investor demand have become less predictable. To meet these challenges, firms have become more sophisticated in the best practices for organizational change management. They are far more sensitive to and more keenly aware of the role that culture plays. They’ve also had to get much better on their follow-through.
Yet according to a 2013 Strategy&/Katzenbach Center survey of global senior executives on culture and change management, the success rate of major change initiatives is only 54 percent. This is far too low. The costs are high when change efforts go wrong—not only financially but in confusion, lost opportunity, wasted resources, and diminished morale. When employees who have endured real upheaval and put in significant extra hours for an initiative that was announced with great fanfare see it simply fizzle out, cynicism sets in.
Germany has a reputation for efficiency and it seems it is well earned, with German workers spending the least amount of time in the workplace of all countries in the Organisation for Economic Cooperation and Development (OECD) during 2013. In terms of members of the European Union, the country at the other end of the scale was Greece, whose people worked an additional 700 hours over the course of the year compared to the average German.
According to Wikipedia, a thought leader "is recognized as an authority in a specialized field and whose expertise is sought and often rewarded." I've interviewed dozens of thought leaders over the years and have observed they have these common strategies.
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