The Campaign for Real Brands
More
>>
Less is More
'The less training I do with them, the
better they seem to play,' joked the self-effacing
England rugby coach Brian Ashton, whose
team narrowly lost the World Cup final
at the weekend. Now there’s a line
to get managers everywhere thinking.
More
>>
Right/left-brain
test
What to do: Find out
whether you are a right-brain or left-brain
thinker by interlocking the fingers of
your hands and placing one thumb on top
of the other.
More
>>
Michael
Porters Five Minute Master Class
1. The 30-second summary
2. What Strategy is Not
3. What race are you running
4. The problem with best practices
5. It's not about war
6. The four questions you need to ask
yourself
More>>
Nine Traps
Former Microsoft Chief Operating Officer
Bob Herbold says success
creates nine dangerous traps for companies
around the world today. "Once
they reach some level of success they
tend to lose their sense of urgency,"
the INSEAD senior executive in residence
says.
More>>
Blue Ocean Strategy: The primer
http://knowledge.insead.edu/contents/BOSprimer.htm
Is your organisation good
or bad at the following?
- Co-ordination - does it work in a
joined-up way?
- Commitment - how committed are people?
More>>
Innovation: Using externally-oriented
or "X" teams can prove a winning
strategy
http://knowledge.insead.edu
Control freaks
- people who can't let go
http://www.managementtoday.co.uk
Relight the fire
http://www.cranfieldsom.info
Turbulent times may be ahead.
This useful article may help Companies prepare for the worst!
http://www.cranfieldsom.info
12 LEADERSHIP LESSONS FROM JACK WELCH
1. What to measure.
2. Build confidence. That's your job description.
3. Set your people free. Give up command to take control.
4. Shout when you win
5. Numbers aren't enough
6. Spend more time on talent development
7. Fair doesn't mean the same
8. Make people share ideas
9. Meet customers more often
10. Don't dither. Jump.
11. Get out of your office.
12. When Jack blew up the plant
More>>
The Momentum Effect
http://knowledge.insead.edu/TheMomentumEffect
The next step in open innovation
http://www.mckinseyquarterly.com
A dynamic tool for strategists
The central characteristic of an enduring idea is that both it and its uses evolve over time. Nothing illustrates this point better than the Structure Conduct Performance (SCP) model. In its original form, which helped the US government to frame antitrust policy during the Great Depression, the model shows the influence of an industry’s structure (such as barriers to entry) on the conduct of producers (pricing, for example) and the performance of the industry and producers alike. During the early 1980s, Michael Porter’s Competitive Strategy popularized the model’s use as an analytic tool for business. Later in the decade, McKinsey added a dynamic element, suggesting, for instance, that the conduct of a corporation can affect the structure of its industry. Many companies, across regions and sectors, use the seemingly timeless dynamic SCP framework to develop strategies.
More>>
P&G approach to Open Innovation
More>>
WATCH THOSE LEADING INDICATORS
Fiorina also reminds us that you will navigate best through the current turbulent economic conditions if your attention is kept outward, on forward indicators, rather than being sucked into the classic mistake of looking inward and focusing almost exclusively on resource reduction (cuts) without paying enough attention to what’s coming. Fiorina says you need to watch four leading indicators:
"The leading indicators of any business are
1. Customer satisfaction
2. Rate of innovation
3. Diversity of your management team
4. Ethics"
More>>
Tap into Consumers' Deepest Yearnings
More>>
ITEM Club Autumn forecast online video
More>>
|
