Category: Science


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All sorts of organisations use the vocabulary of strategy. Compare these extracts from the statements of communications giants Nokia and Kingston University, a public institution based in London with 200.000 students.

“Nokia’s vision and mission believes in communicating, sharing, and in the awesome potential in connecting the 2 billion who do with 4 bilion who don’t. Connecting is about helping people to feel close to what matters.”

If we focus on people, and use technology to help people, than growth will follow. In a world where everyone can be connected, Nokia takes a human approach to technology.
Nokia’s priority is to be the most proffered partner to operators , retailers and enterprises. A strategy where customers remain our top priority.

In line with this priorities, Nokia ‘s business portfolio strategy focusses on five areas, with each have long-term objectives: create winning devices; embrace customer Internet services; deliver enterprise solutions; build scale in networks, expand professional services.
There are three strategic assets that Nokia will invest in and prioritize:

1. Brand and design

2. Costumer engagement and fulfilment

3. Technology and architecture.

“Kingston University’s mission is to promote participation in higher education, which it regards as a democratic entitlement; to strive for excellence in learning,teaching and research, to realise the creative potential and fire the imagination of all its members.”

The vision is to be comprehensive and to create by present possibilities, with a grander and more aspirational vision of the future.
The University’s goals are to provide all students equal opportunities to:

🔹Realise their learning ambitions;

🔹Create authority in research and professional practice for the benefit of individuals, society and economy

🔹Develop collaborative links with providers and stakeholders within the region, nationally and internationally;

🔹Manage and develop its human, physical and financial resource to achieve the best possible academic value and value for money.

“Strategy is part of every day language of work.”

Strategy vocabulary therefore is used in many different contexts for many different purposes.


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Latest News for Strategy Business Developments

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Internal experts and external brought in sessions, that articulate the organisation vision and added insights to new opportunities.

Is your team fully engaged to give their best, day in and day out? In a recent study by TowersWatson, an international HR consulting firm, fewer than 21 percent of employees surveyed described themselves as “highly engaged,” down from 31 percent. 8 percent admitted to being fully disengaged.“
Having only one-fifth of your employees highly engaged is not the hallmark of a “Winning Business.” Other studies show that employee engagement derives from three important factors:

  1. Alignment of the employee with the goals and vision of the company.
  2. Faith of the employee in the competence of management and their commitment to realize the goals and vision.
  3. Trust in their direct supervisor that he or she will support his or her people and help them to succeed.

It has often been said that employees rarely quit companies. Instead, employees quit their managers or supervisors by leaving the company. Mark Herbert, a consultant focused on engagement, says:

“Engagement lives and dies on the front line of your business.”
Increasing positive managerial behavior and reducing negative managerial behavior will go a long way towards improving employee engagement. When your talented employees are engaged, they are able to perform spectacularly and build and improve your winning business. Here are some ways to get managers and supervisors started in focusing on ways to improve engagement (and to be better managers).

1. DON’T get angry

Getting angry is easy. Anyone can do that. But getting angry in the right way in the right amount at the right time, now that is hard.”
Mark Twain

Anger does not belong in your managerial kit bag.

2. DON’T be cold, distant, rude or unfriendly

Especially in difficult times, employees take cues from their immediate supervisors and need to hear from them. As such, your team will judge you by your action, moods, and behaviors, not by your intent.

3. DON’T send mixed messages to your employees so that they never know where you stand

Keep your message simple, focused and prioritized. Too many messages and initiatives just confuse and alienate people.

4. DON’T BS your team

This includes saying things that you don’t believe in. This includes hiding information and just plain lying. By the time each of us is in our early 20′s, we have all developed very well-tuned BS detectors.

5. DON’T act more concerned about your own welfare than anything else
Your success will come through the success of your team. “Self-serving detectors” are also very well-tuned in most employees.

6. DON’T avoid taking responsibility for your actions
You are the boss. As such, you are accountable and the buck stops with you. You are trying to develop accountability throughout your company. So, lead by example.

7. DON’T jump to conclusions without checking your facts first

A few years ago, I watched in horror as a colleague of mine started screaming at an employee of his who had missed an important meeting that morning. After several minutes, the employee responded:

“I apologize and should have contacted you. But, I just got back from the hospital as a relative has been diagnosed with terminal cancer.”

Now here are the dos, which are even more important than the don’ts…

8. DO what you say you are going to do when you are going to do it

There is no better way to communicate the message that you are accountable for your promises and that everyone in your company should be accountable as well.

9. DO be responsive (return phone calls, emails)

As a manager, your team can be considered to be your customer.
You want your sales team to punctually respond back to customer requests, so you should do the same.

10. DO publicly support your people

Your disagreements and disappointment with your employees can be communicated later and in private. Nothing appears so hollow as your attempt to blame your team for failures.

11. DO admit your mistakes …

…and take the blame for failures.

12. DO recognize your team

“You can never underestimate the power of simple recognition for a job well done.”

13. DO ask and listen

“The manager of the future will know how to ask rather than how to tell.”
Peter Drucker

Some of the most dangerous words for a manager to ever say include:

But, you just don’t understand…” “Because I said so…

14. DO smile and laugh

Have some fun. But, be genuine; programmed fun and faked laughter is worse than doing nothing. 
When appropriate, laugh at yourself; it will humanize you.


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Drive Digital


How Marketers Can Connect Profit and Purpose

It takes time for a big idea to make its way into business practice. Six years ago, Harvard’s Michael Porter and FSG’s Mark Kramer made the bold statement that shared value —the idea that the purpose of a company is to achieve both shareholder profit and social purpose — 

 

To  reinvent capitalism.

 

They encouraged companies to go beyond CSR (corporate social responsibility) and integrate social impact into companies’ competitive strategy. And, Nathaniel Foote and Russ Eisenstat proposed 

 

“ A better way to manage in the 21st century.

 

They found “higher-ambition” leaders achieved superior performance by doing well and doing good. For the last six years, they have worked with a group of top marketing executives and business leaders in Silicon Valley and the Bay Area from companies large and small. Each year they assess the issues that are most top-of-mind. From digital platforms to customer experience to crisis management, these priorities have been a bellwether for what would soon dominate boardroom discussions and headline business publications.

This year the issue of profit and propose came to the fore, echoing the earlier manifestos. To understand the connections and applications, interviews with over 20 CMOs and CEOs, finding a remarkably similar pattern across a highly diverse set of companies. To find widespread agreement that having great products and services and being a “good corporate citizen” are table stakes in a world of empowered citizens and consumers.

Melissa Waters, CMO of Lyft, says,

Any customer these days is asking for transparency on what a company stands for and why they operate. But you can’t exist just to make the world a better place.

Purpose today goes well beyond corporate social responsibility. According to Alicia Tillman, CMO of SAP,

Purpose can’t be viewed as a department or initiative. It must be woven into a company’s operational fabric. Purpose is a lodestar guiding and inspiring everyone to create economic and societal value together.”

In a sense, purpose is following the path that digital has taken in the enterprise.


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News & Economic Trends

 

Learning and Flow

 

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Because flow emerges in the zone in which an activity challenges people to the fullest to their capacities, as their skills increase it takes a heightened challenge to get into flow.

If a task is too simple, it is boring; if too challenging, the result is anxiety, rather than flow.

It can be argued that mastery in a craft or skill is spurred on by the experience of flow that the motivation to get better and better at something, be it playing the violin, dancing, or gene spicing, is at least in part to stay in flow while doing it.

“Flow is an internal state that signifies a kid is engaged in a task that’s right.”

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The flow model suggests that achieving mastery of any skill or body of knowledge should ideally happen naturally.

Csikszentmihalyi found that it was those who in their student days had savored the sheer joy, became serious. Whether it be in controlling impulse and putting off gratification, regulating our mood so they facilitate rather than impede thinking, motivating ourselves to persist and try, try again in the face of setbacks, all bespeak the power of emotion to guide effective effort.


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When you think of artificial intelligence (AI), you might think of dehumanizing interactions. Don’t confuse AI with primitive marketing automation.

Artificial Intelligence Drives Customer Experience, as AI expert and leading keynote speaker Christopher Penn, VP of Marketing Technology for SHIFT Communications says,

There are three levels of machine learning: AI where machines perform tasks normally performed by humans; machine learning.”

There are three levels of machine learning: AI where machines perform tasks normally performed by humans; machine learning.”

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Spock vs Data

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In Gardner’s elaboration the role of emotions in his work is a cognitive-science model of mind.

Emphasizing cognition as understanding one-self and others in motives, in habits of working, and in putting that insight into use in conducting ones own life and getting along with others. But like the kinestetic realm, where phisical brilliance manifests itself nonverbally, the realm of the emotions extends, the realm of emotions extends, too beyond the reach of language and cognotion.

With the coming of 1960s of the cognitive revolution the focus of science turned to how the mind registers and stores information, and the nature of intelligence. But emotions were still off-limits.

It is hyperrational, rather like Star Treck’s Mr. Spock, the archetype of dry emotions bytes unmuddies by feeling, embodying the idea that emotions have no place in intelligence and only muddle our picture of mental life.

The cognitive scientists who embraced this view have been seduced by the computer as the operative model of mind, forgetting that, in reality, the brain’s wetware is awash in a messy, pulsating puddle of neurochemicals.

The last eighty years of research on intelligence is gradually changing as psychology has began to recognize the essential role of feeling in thinking. Rather like the Spokish character Data in Star Treck: The Next Generation, where it comes to appreciate the power and virtues of emotions in mental life.

When cognition is not enough, emotions enrich a model of mind that leaves them out is impoverished. Gardners points out that,

Many people with IQ of 160 works for people with IQ of 100, if the former hava a poor intrapersonal intelligence and the latter a higher one. And in day-to-day world no intelligence is more important than the interpersonal.


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The Latest News & Contemporary Developments In Business Strategy Practise

Brain-imaging technology

Linked Artificial Intelligence

Each new day’s news comes to us rife with such reports of the disintegration of civility and safety, on onslaught of mean-spirited impulse running amok. Has seen a unparalled burst of scientific studies of emotion, the glimpses of the brain of work, made possible by innovative methods.

 

They have made visible for the first time in human history what has always been a source of deep mystery: exactly how this intricate mass of cells operates while we think and feel, imagine and dream.

This flood of neurobiological data lets us understand more clearly than ever how the brain’s centers for emotion move us to rage or to tears, and how more ancient parts of the brain, which stir us, are channeled for better or worse.

 

This unprecedented clarity on the working of emotions and their failings brings into focus some fresh remedies from our collective emotional crisis. Now science is finally able to speak to these urgent perplexing questions of the psyche at its most irrational, to map with some precision at the human heart.


 

 

 

 

Help Ecosystems

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Executive sponsorship

In order to change management to help the entire organisation uses marketing people alignment because timing is everything.

Corporate venture capital is picking up speed in the investment industry, as large companies start setting aside funds for external investment in fledgling companies or startups. Tech giants like Intel, Dell and AMD all have strong track records with their proprietary funds, and more companies like Microsoft and Salesforce are now entering the venture-fund game.

During the past four years more than 475 corporate venture funds have started, bringing the worldwide total to more than 1,100, according to Global Corporate Venturing. With this surge comes a lot of uncertainty.

 

How will corporate venture-capital players influence the funding ecosystem?

Entrepreneurs need to know when choosing between corporate and traditional venture-capital partnership. Large companies can be slow moving and bulky, making it tricky to come up with innovative products or services. That’s especially true for the pharmaceutical, technology and telecommunications industries where internal R&D usually means more hiring, higher capital expenditures and increased fixed operating costs, all without the guarantee of a return.

A corporate venture fund, however, provides an opportunity for innovation without paying high R&D costs or incurring too much risk. Corporate venture capital also lets large companies operate on a smaller scale, which lets them innovate faster, conduct research on disruptive technologies and pre-empt competitors. And it’s an efficient way for companies to explore potential acquisition targets.

Data from Crunchbase shows that about one-third of corporate venture-backed startups have been acquired, versus 10 percent of startups with funding only from private venture capital.

Corporations can use their venture arms to influence their industry’s ecosystem by identifying new markets and building up their existing businesses. According to a recent Volans report,

“Corporate venture capital accounted for 1,068 investment deals worth $19.6 billion last year.”

Since 5,753 venture-capital transactions worth $48.5 billion occurred in 2013, corporate ventures comprised nearly 20 percent of all deals and 40 percent of transaction value worldwide.

A traditional venture-capital firm raises money primarily from institutional investors and high-net-worth individuals, while corporate venture capital uses cash reserves from a parent company to fund new endeavors. This difference is significant because it means more external pressure is typically put on independent venture-capital firms to generate above-average returns.

Since corporate ventures are typically considered R&D alternatives, expenses are already built into the business structure. And separate revenue-generating businesses help offset any corporate venture-capital losses. That’s a safety net that traditional venture-capital firms don’t have. Corporate venture-capital efforts also have the advantage of involvement with startups at the early stages, when they can most benefit from access to a large, established customer base, credibility through brand association and a larger network of partner companies and advisors.

Corporate venture-capital efforts can make good co-investment partners with traditional venture capital firms because each brings different expertise to the table. Venture-capital firms have the drive and know-how to realize financial results while corporate-venture capital groups provide industry knowledge and a talent pool.

 

Given all these advantages, why isn’t a larger proportion of total deals in the venture-capital space taken up by corporate funds?

For one, independent venture-capital firms still hold a competitive advantage over their corporate counterparts due to their flexibility, speed and experience in helping companies succeed financially. Corporate venture-capital firms that benefit from high cash flows might be willing to spread out their investments over a few similar companies and take a back seat in terms of driving their growth, while a venture-capital firm is typically motivated to take a more focused and hands-on approach for its portfolio companies.

Corporations have been actively investing in venture capital since the mid-1960s, when the venture capital industry itself was just emerging. But as more corporations become involved, the emphasis on how to build the next generation of businesses could shift away from high valuations and quick exits to creating a nurturing environment for bigger and better ideas.


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