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6 Fundamentals That Can Make You A Better Manager

6 Fundamentals That Can Make You A Better Manager | Management | Scoop.it

Via Daniel Watson
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Do Good Work, The Rest Will Follow

Do Good Work, The Rest Will Follow | Management | Scoop.it

Via Daniel Watson
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Some obvious things need to be recalled for some obvious reasons ;)
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« L’évolution rapide des talents est une difficulté pour les RH »

« L’évolution rapide des talents est une difficulté pour les RH » | Management | Scoop.it
“ Clé de l'avenir des entreprises, les hauts potentiels aspirent à une évolution rapide, difficile à contenter en...”
Via Julien Coualan
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Intéressant
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Do you have a likeable business?

Do you have a likeable business? | Management | Scoop.it
Do you have a likeable business? Being likeable will help you in your job, business, relationships, and life. I interviewed dozens of successful business leaders
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Rethinking the 4 P's - Harvard Business Review

Rethinking the 4 P's - Harvard Business Review | Management | Scoop.it

It’s time to retool the 4 P’s of marketing for today’s B2B reality


Via Fred Zimny
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Fred Zimny's curator insight, January 21, 2013 1:18 PM

Add at least people, processes and physicals

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When Hell Froze Over---in the Harvard Business Review | Xconomy

When Hell Froze Over---in the Harvard Business Review | Xconomy | Management | Scoop.it
In my 21 years as an entrepreneur, I would come up for air once a month to religiously read the Harvard Business Review.

Via Fred Zimny
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Prisma Media confirme la publication de la Harvard Business Review sur une base régulière

Prisma Media confirme la publication de la Harvard Business Review sur une base régulière | Management | Scoop.it

Après avoir publié le 11 avril le premier numéro en français de la Harvard Business Review, Prisma Media annonce «sa parution sur une base régulière dans les prochains mois».


Via Categorynet.com
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Rescooped by Magesh Cannane from Just Story It! Biz Storytelling
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4 Secrets of Effective Brand Storytelling Across Channels | Say Daily

4 Secrets of Effective Brand Storytelling Across Channels | Say Daily | Management | Scoop.it

"Today, audiences have much of the power, choosing where and when to engage with branded content (if at all). So brands must not only have a good grasp of how to unearth a brand story, but how to tell that story across a variety of channels. Both are tasks that don’t come naturally to many brands."

 

Read the full article to find out more about these rules in multi-channel brand storytelling:

- Don’t embrace a new channel without getting your story straight first

- Don’t think in terms of single campaigns—think like a media company

- Define your authority to publish

- Make informed channel decisions


Via Kim Zinke (aka Gimli Goose), Karen Dietz
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Karen Dietz's curator insight, September 4, 2013 4:10 PM

Thanks go to Kim Zinke who found and shares this article! What I love about it -- and the point Kim makes -- is that doing the prep work about the story beforehand creates greater success when you share it across channels.


Hey -- business storytelling is hard enough. Sharing our biz stories across different media channels adds another layer of complexity. Think strategically and do your homework first. It will make all the difference in the world. It's known as "going slow to go fast". Read this article for its insights.


This review was written by Karen Dietz for her curated content on business storytelling at www.scoop.it/t/just-story-it

jaynalocke's curator insight, September 7, 2013 10:25 AM

What an excellent collection of ideas about brand authority and consistency. If you've never taken the time to really deep dive into a particular company's brand strategy, and how and where they choose to show up, Red Bull is an excellent place to start.

Jeff Domansky's curator insight, September 10, 2013 1:57 AM

Really valuable storytelling advice for brands, marketing and PR...

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Dealing With Change & The Value Of Stories

Dealing With Change & The Value Of Stories | Management | Scoop.it

"We are vehemently faithful to our own view of the world, our story. We want to know what new story we’re stepping into before we exit the old one. We don’t want an exit if we don’t know exactly where it is going to take us, even – or perhaps especially – in an emergency. This is so, I hasten to add, whether we are patients or psychoanalysts."


Via Gregg Morris, Karen Dietz
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Esther Coronel De Iberkleid's comment, August 10, 2013 8:59 PM
Great article SHAWN COYNE! Thank you very much. Even though it is difficult for anyone to say what he would have done in an emergency situation like 9/11 since the emotions have to be felt to fire the engine and take any action, it is very interesting to still reflect and think about these type of situations for sure. What I believe is the most important thing for us human beings is to understand the value of life more than the value of things. Wealth is related with that fact, because wealth is related to freedom, love, compassion and understanding of the purpose of our own life
Karen Dietz's curator insight, September 4, 2013 4:27 PM

Many thanks to fellow curator Gregg Morris for finding and sharing this article! 


I'm working with an organizaiton right  now in the throws of huge change on multiple levels. It is a wild time and helping them find, frame, and share their stories is just beginning.


This article is a terrific place to start for thinking about the stories people need to hear when facing change. And the story shared in the post is powerful indeed.


In fact, this article fits very nicely into another recent article I posted by Rafe Martin on the importance of folklore and stories. Stories -- specifically folk tales -- help us respond to change, providing mental structures and pathways for us to follow when change happens.


As we all know, change is constant. Storytelling is a huge help. I hope you gain lots of great insights from this article and it gets you thinking about your next steps.


This review was written by Karen Dietz for her curated content on business storytelling at www.scoop.it/t/just-story-it

Krista Finstad-Milion's curator insight, October 6, 2013 9:21 AM

The Kübler-Ross Change curve is a tool you can store in your back pocket and pull our to help others get on with what is essential. You can also use it to coach yourself through the challenges of dealing with changes beyond your control.  In the ICN Executive MBA change management module, we combine this tool with others such as story-telling in a co-learning approach.

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6 Fundamentals That Can Make You A Better Manager

6 Fundamentals That Can Make You A Better Manager | Management | Scoop.it

Via Daniel Watson
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Le plus dur est de se rendre compte que l'on est autoritaire!

Le plus dur est de se rendre compte que l'on est autoritaire! | Management | Scoop.it
Une nouvelle étude, menée par des chercheurs de l’université Duke (Caroline du Nord), révèle que les managers autoritaires produisent des effets contre-productifs. (Managers autoritaires : revoyez votre stratégie!
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Top Tips on Outsourcing for Small Businesses

Top Tips on Outsourcing for Small Businesses | Management | Scoop.it

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Five Steps To Leading Change Successfully | MIT Sloan Management Review

Five Steps To Leading Change Successfully | MIT Sloan Management Review | Management | Scoop.it
Before making a change, identify who can push the project forward — or cause it to stall.
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The Multitasking Paradox - Harvard Business Review

The Multitasking Paradox - Harvard Business Review | Management | Scoop.it
Business management magazine, blogs, case studies, articles, books, and webinars from Harvard Business Review, addressing today's topics and challenges in business management. (! @katherineabell The disaster of multitasking, visualized.

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Good Companies Are Storytellers. Great Companies Are Storydoers | Harvard Business Review

Good Companies Are Storytellers. Great Companies Are Storydoers | Harvard Business Review | Management | Scoop.it

"In my new book, True Story: How to Combine Story and Action to Transform Your Business [Ty Montague], I call these new companies storydoing companies because they advance their narrative through action, not communication. Storydoing companies — Red Bull, TOMS shoes, Warby Parker, and Tory Burch, for example — emphasize the creation of compelling and useful experiences — new products, new services, and new tools that advance their narrative by lighting up the medium of people. What I mean by this is that when people encounter a storydoing company they often want to tell all their friends about it. Storydoing companies create fierce loyalty and evangelism in their customers. Their stories are told primarily via word of mouth, and are amplified by social media tools.

 

So how do you know a storydoing company when you see one? These are the primary characteristics:

- They have a story

- The story is about a larger ambition to make the world or people's lives better

- The story is understood and cared about by senior leadership outside of marketing

- That story is being used to drive tangible action throughout the company: product development, HR policies, compensation, etc.

- These actions add back up to a cohesive whole

- Customers and partners are motivated to engage with the story and are actively using it to advance their own stories"

 

Read the full article to see research results on the difference between storytelling and storydoing companies.


Via Kim Zinke (aka Gimli Goose)
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Chris Aarons's curator insight, July 28, 2013 9:53 PM

The is where social and content come together to become greater than the sum of their parts.

Sonja Blignaut's curator insight, August 6, 2013 5:14 AM

It really is all in the doing ...

Amanda Kaye Wall's curator insight, November 27, 2014 8:29 PM

Recently we have been learning that a big part of Public Relations is not only communication but how you communicate your companies story through story telling.  The article states that maybe story telling isn't enough "For all companies, having a story and knowing that story are crucial steps to achieving success. On the other hand, I’m worried that too many marketers think that telling their story through advertising is enough. It’s not." 


What the article means by this is, theres a new breed of story telling and its called "story-doing" these new companies are called story-doing companies because they advance their narrative through action, not communication. "Story- doing companies emphasize the creation of compelling and useful experiences — new products, new services, and new tools."  


What they are saying is that when people hear about these types of story-doing companies they are more than likely to tell their friends about it."Their stories are told primarily via word of mouth, and are amplified by social media tools."

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Should Your CIO Be Chief Digital Officer? | Harvard Business Review

Should Your CIO Be Chief Digital Officer? | Harvard Business Review | Management | Scoop.it

We've all seen it. CIOs who do great things in leading IT soon gain extra responsibilities. By helping business leaders to improve their businesses, the CIO becomes an obvious candidate to fill any open role that involves technology, process, or strong governance.

 

Some CIOs become CIO-Plus-COO or CIO-Plus-Head of Shared Services. Others gain new responsibilities in strategy, M&A integration, or innovation. Still others move on to business roles including CEO. In the book, The Real Business of IT: How CIOs Create and Communicate Value, Richard Hunter and I coined the phrase CIO-Plus. In the four years since our book was published, the CIO-Plus idea has gained real traction, and there are numerous stories and cases studies on the phenomenon.

 

But there is another leadership role that has arisen in many organizations in recent years: the Chief Digital Officer (CDO). In many companies, "digital" is a cacophony of disconnected, inconsistent, and sometimes incompatible activities. One company had three simultaneous mobile marketing initiatives, conducted by different groups, using different tools and vendors.

 

Other companies have multiple employee collaboration platforms with different rules and technologies. The problem is exacerbated as business units do their own things digitally, or as companies hire vendors who can only do things their own way. If your company has wildly different digital marketing activities for each brand or region, you know what I mean.

 

The CDO's job is to turn the digital cacophony into a symphony. It's OK to experiment with new businesses and tools, but experimentation must be coupled with building scalable, efficient capabilities. The CDO creates a unifying digital vision, energizes the company around digital possibilities, coordinates digital activities, helps to rethink products and processes for the digital age, and sometimes provides critical tools or resources.

 

That's why Starbucks — an early leader in all things digital — hired a CDO last year. And it's why many other companies are naming CDOs before they get too far along the digital road.

 

Click headline to read more--


Via Chuck Sherwood, Senior Associate, TeleDimensions, Inc
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Creating a Company Vision Story

Creating a Company Vision Story | Management | Scoop.it
Do you have a vision of where your company will be in three years? In five? 10? Here’s a sure-fire way to get clear about the future you want.

Via Karen Dietz
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Ali Anani's curator insight, September 11, 2013 3:25 AM

A must read. Fabulous article

Karen Dietz's comment, September 11, 2013 8:54 PM
How cool Linda! That must have been a real treat. And thank you Freddy and Ali for your comments.
Debra Walker's curator insight, September 11, 2013 11:30 PM

Visioning is critical for ensuring everyone in the organization can "see" the orgn in the future.  Stories are powerful!