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Outthink The Future

 

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One of the most reasons for this failure rate is that entrepreneurs don’t identify their target demographic correctly. Without clarifying your core customers, selling is ultimately a function of individual, heroic efforts within the field, not a scalable platform for growth.
The following four steps can reverse this downward trend:

1.Assemble and analyze customer data
Every firm should know the way customer attributes link to core selling metrics, including profitability, cost of customer acquisition and customer-lifetime value. While this information is usually scattered across multiple functions during a company, it’s worth pulling together to determine a standard language of customer value across functions.

2.Get the sector involved
 People in frontline positions hold the simplest understanding of customer behavior because it relates to the seller’s cost implications and will be involved in reviewing the information gathered. What can they tell us about profitable or unprofitable customer attributes? What else could be driving customer acquisition costs during a segment? What are the implications for the organizational change?

3.Determine who actually generates cash
 Implications from deeper understanding of your customers typically involve changes in how you measure sales effectiveness, performance reviews, incentives, product mix, channels and sometimes “addition by subtraction,” or the method of improving performance by not selling to certain styles of customers. the prices of serving customers, for instance, can vary dramatically for the vendor. Some customers require more calls, some buy few large production-efficient order quantities et al may buy more in overall volume but with many just-in-time orders, impacting delivery and other cost-to-serve elements.
Sales people are often dogged optimists in their call patterns, often assuming that there must be a pony in there somewhere. Yet by knowing who the purchasers that generate cash really are, you’re ready to clarify the worth proposition embedded during a strategy and align resources accordingly.

4.Communicate your criteria

The breadth of potential changes means communication is critical. Leaders must devote time and energy to discussing the rationale and what they mean for the business. In practice, most companies don’t take customer selection seriously until things go sour. However, communicating customer criteria now can contribute to faster deciding and greater profit later. The marketplace has no responsibility to tell you whether or not your sales people are barking up the incorrect tree.

It’s your responsibility as an entrepreneur to think through and clarify your customer selection criteria. Done correctly, it can provide a scalable sales model, focus resources and establish an ongoing process for adapting your criteria within the face of inevitable market changes.


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NEWS & OVERVIEW DISCUSSIONS IN DIFFERENT MARKET INDUSTRIES

Expect change

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Commerce streams is within substantial amounts of foreign trade and hence movements of currency, result from the activities of very large multinationals companies or enterprises.

One sign of this the number of companies from the developing countries shows up within the Fortune 500 list of the world’s greatest companies.

Substantial amounts of foreign trade and hence movements of currency, result from the activities of very large multinationals companies or enterprises.

The transnationality list gives the degree of an MNE’s inclusion overseas by looking at three proportions remote asset/total resources, remote sales/total deals and remote employment. As such it captures the significance of outside exercises in its in general exercises. These multinationals are tremendous associations and their showcase esteem regularly surpass the GNP of numerous of the nations in which they work.

There are over 60000 MNE’s around the world and they are estimated to account for a quarter of the world’s output.

The development in MNE’s is due to unwinding on trade controls, making it simpler to move cash between nations, and the enhancements in communication, which makes it conceivable to run a world-wide commerce from one nation.


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Latest News for Strategy Business Developments

The power of systems

In selling directing through distributors and collaborate with installers and contributors for project service distribution, putting a system engagement employee it’s a solution that allows you to access information and make it available to your organisation.

An article from Harvart Business Reviews with the headline “The Digital Transformation of Business”, where they surveyed 537 of their customers that were asked about the most important place where they can begin in making investment, and there answer is in customers facing technology.
Although the four “megatrends” of cloud, big data, mobile and social technologies are clearly having a positive impact, industry watchers who believe that only a few early adopters have been able to transform their organizations with these technologies are mistaken.
Digital transformation is occurring rapidly at a majority of public and private sector organizations.

Business leaders are not simply deploying the four technologies to boost efficiency or otherwise cut costs. Instead, research shows that firms are embracing the megatrends to craft new business models, develop new revenue streams, or drive other material changes that lead to an increase in the top or bottom lines.

It’s a full-fledged mobile sales terminal for the whole customer experience,”

says Greenbaum.
Eventually, the mobile devices—together with a growing number of in-seat flat screen TVs—will enable Delta to sell higher-value seats, book new flights, reserve hotel rooms, or rent cars while in flight, delivering new services and new sources of revenue.
In addition, the airline says it will eventually provide flight attendants with customer-specific information from Delta’s customer relationship management (CRM) system on their mobile devices to enable more personalized service.

That’s pretty transformational,”

says Greenbaum.
The widespread use of mobile technologies is also having an impact on the public sector. For example, the Metropolitan Police in the United Kingdom wanted to dramatically improve the way suspects brought into the police station were processed.
Aside from the fact that the suspects weren’t always cooperative, the technology used to capture photos of the suspects was aging, and image capture had to be performed in a fixed manner by trained specialists in a specified location. At the end of the day “it was a cumbersome and difficult process,” says Richard Thwaite, chief information officer of the Metropolitan Police.

A. MOBILE CONNECTS EMPLOYEES TO THEIR WORK AND EACH OTHER

Benefits of using mobile devices and applications

To improve its booking process, the agency deployed tablets with specialized mobile applications to police officers so they themselves could capture multiple images and video clips of the suspects, including tattoos or clothing, in a less confrontational manner, and enter it into their systems quickly.

Other innovations the Metropolitan Police is pursuing include cameras on officers and a text messaging service to reduce emergency calls.

We are going to use technology to stop crime, arrest offenders, or help victims. We need to keep police officers out of police stations and reduce bureaucracy,”

says Sir Bernard Hogan-Howe.

Digital policing will help us to do this.”

Similarly, the growing ubiquity of mobile technologies is having a transformative impact by helping to deliver healthcare services to underserved populations.

None quarter of all stillborn births happen in India—600,000 a year in that country alone—largely because so many expectant mothers live too far away from sources of good maternal and obstetric care.

Wipro, a system integration services company, looked at the inefficiencies in delivery of medical care to these women in India and decided that there were several areas where technology could dramatically improve the process.

Last year, Wipro unveiled a system that enabled healthcare providers to deliver remote prenatal and cardiac care using mobile technologies.

The AssureHealth platform combines a mobile application, integrated medical devices, analytics, and cloud services. A wireless monitor records heart rates or uterine activity and delivers the information via Bluetooth to the mobile device.

The device sends the data to the cloud, where it is analyzed, and a doctor hundreds of miles away can download the results and provide an assessment in real time. In areas of India where health services aren’t readily available, explains T.K. Padmanabha, CTO of Wipro,

what is available is the phone.”

With regard to the risks involved in deploying mobile technologies, the survey found that data security far outpaces other concerns.
Survey respondents who said mobile technologies are a critical part of their infrastructure are also likely to name data security as their number one worry.

Employees have access to your data on a device they can—and will—lose,”

says David Chappell, principal with technology consultancy Chappell & Associates.

The portability of data and apps, plus the use of personal devices, raises red flags.

B.SECURITY RISKS ARE RELATIVE

Data security ranks as an important risk, especially for mobile and cloud

Security is an important concern with all four of the megatrends. When it comes to the public cloud, for example, security is

“a trust issue,”

says Chappell.

And it takes time to build that trust.”

Greenbaum notes that executives are more aware of security issues these days because of recent events, including revelations about the U.S. government’s National Security Agency (NSA) snooping, massive data breaches at Target and other retailers, and the Heartbleed bug that exposed vulnerabilities in a widely used web security protocol.
Leading companies are dealing with the security risks associated with the widespread adoption of mobile technologies by developing sound BYOD strategies.
They are adopting device encryption and two-factor authentication, as well as using Mobile Device Management (MDM) solutions to wipe out corporate data on devices if they are lost or stolen.

C. CLOUD COMPUTING DRIVES BUSINESS AGILITY

According to the study, 53 percent of respondents said that the cloud’s ability to deliver flexible capacity as needed is the technology’s leading benefit, followed by 50 percent of respondents who said that increased business agility was its main benefit.

Forty-three percent pointed to lower fixed costs from using cloud-based solutions as its key benefit. Going forward, cloud computing is primed to have a powerful impact on businesses in 2015.

More than three-fifths (62 percent) of respondents say cloud will transform their businesses in the next 12 months, up from 47 percent who say it’s doing so today. It will also change the way people work, according to 56 percent of those surveyed.

While cloud technologies have clearly had an impact on IT departments, companies are doing more with them than revamping IT operations.

We’re beyond the first generation of cloud transformation, which was just facilitating the move from capital to operating expense. Now we’re looking at ways in which we can more easily enable collaboration and deploy services in elastic fashion,”

offers Greenbaum.

D. CLOUD MAKES BUSINESS FLEXIBLE AND COST EFFECTIVE

Benefits of cloud computing

Companies need to be agile, flexible, and fast to meet customer expectations. Cloud computing can be key to that responsiveness.

We have customers who give us 90 days to get something up and running,”

observes Padmanabha of Wipro.

There’s no way I can do that in my traditional data center.”

The public cloud delivers a time-to-market advantage that’s hard for enterprises to beat.

“We see a lot of traction with customers who have projects that have a short window of time to deliver results,”

Padmanabha says.
Wu Feng, a professor of computer science, electrical & computer engineering, and health sciences at Virginia Tech, concurs that the flexible capacity of cloud-based solutions can enable dramatic increases in performance that weren’t available previously.

Next-generation sequencers are capable of doubling the amount of data that they generate every eight or nine months.

We’re generating data faster than we can analyze it,”

Feng says.

A cloud solution, which optimizes data management and data transfer, delivers better performance and access to DNA sequencing tools and resources, leading to faster advancements in medical research.
As with mobile, security issues and privacy concerns are the main barriers that inhibit cloud adoption.

“I’m in a highly regulated business. Beyond that, I’m in a consumer-facing business where I’m accountable for the stewardship of personally identifiable customer data,”

says Ray Voelker, CIO of Progressive Insurance.

Because encrypting data in the cloud would slow down the speed of analytics, Voelker says he’s evaluating hybrid cloud solutions.

Most companies look at a hybrid environment,”

says Greenbaum.

“They don’t do everything in the cloud. But as new services and capabilities and opportunities come up, they look to do that via cloud services.”

Despite some hesitation, the study identified strong support for cloud-based solutions as more than just a way to reduce IT infrastructure and personnel spending.

The study found that leading companies are using the rise of public and private cloud computing to create new business models and services in addition to taking advantage of the greater cost efficiencies and scalability features that the cloud provides.

E. BIG DATA HELPS COMPANIES INNOVATE

The advent of new data analysis solutions such as in-memory computing, along with the ability to host many of these solutions in the cloud, is enabling enterprises to overcome the traditional barriers to big data analysis.

Organizations today have the ability to process and analyze large quantities of structured and unstructured data to generate business insight in real time. With the advent of the Internet of Things (IoT)—including wearable computing, connected cars, and smart cities—the amount of data organizations have available to analyze is set to increase exponentially.
Even now, just over half (54 percent) of respondents say that big data has transformed their organizations; 70 percent expect it to do so going forward.

For those who master big data, the biggest payoffs are allowing the integration of more data into decision making processes (according to 62 percent) and enabling faster generation of insights (cited by 52 percent).
Progressive has collected more than 178 terabytes of data via Snapshot—11 times the amount of all data stored by the Library of Congress.

It provides for a much more accurate pricing method for Progressive than estimating a customer’s potential for loss based on information like age, gender, and type of car, says Voelker.

What’s more, it has enabled an entirely new and successful product category—usage-based auto insurance.

It’s revolutionary to us,”

says Voelker.

Every time we find a more powerful segmentation variable, it drives more growth.”

Another example of a leading organization using big data to innovate comes from Auckland Transport, New Zealand’s public transport agency.
The agency analyzes four terabytes of operational data, including bus ridership, to discover the most popular routes, identify routes to expand, and improve the customer experience.

It’s a substantial undertaking,”

says Roger Jones, Auckland Transport’s manager of IT and business systems.

We have to figure out how to transform that data to information and then make that information relevant to the customer.”

In the future, Auckland Transport plans to analyze images from around the city to understand where traffic congestion occurs or to assist with public safety.

Ultimately, the agency will deliver personalized alerts to citizens letting them know their bus is running late or that there’s increased traffic on their usual route to work.
Despite the promise of big data, however, it remains hard to manage, hard to interpret, and hard to integrate into day-to-day business operations and decision making. Further, success doesn’t happen overnight.

The companies that are good at [big data] have been working on it for quite a while,”

says Thomas H. Davenport, professor of IT and Management at Babson College and author of Big Data @ Work.

Davenport points out that one of the earliest users of business analytics—UPS—has been working on telematics to track its packages and delivery trucks for 25 years but only recently announced plans for analytics-based dynamic routing (itself a project 10 years in development).

Further, skilled data analysts and scientists, who understand both the statistical modeling and the business applications of big data, are hard to find.
Nearly half of respondents (48 percent) say that a lack of data analysis skills is the biggest barrier to big data. Even those who regard big data as a critical part of their operations find it difficult to hire the necessary talent.

Leading companies are addressing this talent shortage by hiring skilled contractors or working with consulting firms that have big data practices.
Some are getting more creative. Jones, at Auckland Transport, is addressing the talent shortage by working with data scientists at local universities.

There’s a wealth of opportunity for PhDs who might unearth something interesting mixing our data sets with other data sets,”

There’s a wealth of opportunity for PhDs who might unearth something interesting mixing our data sets with other data sets,”


he explains.

The department is also sponsoring a hackathon.

It’s about exposing some of our data feeds so others can analyze it in ways we might not be able to internally.”

Further, the study results highlight that successful organizations are those that adopt a big data mind-set.

Business leaders must create a culture that embraces the intelligence big data delivers, agrees Donald A. Marchand, professor of strategy execution and information management at the International Institute for Management Development (IMD).

You have to treat bad news as good news and be willing to act on it,”


he says.

You need the ability to see that the way you thought about things in the past may not be productive in the future.”

And this point of view has to be pervasive—from the C-suite to sales and product development to the front lines.

F. SOCIAL TRANSFORMS CORE BUSINESS PROCESSES

According to the survey, the consulting and business services sector is the most transformed by social media—more than half of that sector’s respondents indicated that they had already experienced a transformational effect from social. Early business successes with social networking are most visible in outbound marketing activities: 51 percent of respondents say that social media has increased their company’s ability to effectively communicate with its customers.

G. THE DIGITAL TRANSFORMATION OF BUSINESS

Industry experts observe that social media is becoming a core aspect of modern digital marketing strategies, and they see potential for it to radically transform the marketing function.

But forward-thinking organizations are not using social networks only to listen to and better understand customer sentiment about products, brands, and companies as a whole.

They are also using social technologies for recruiting and HR management, and for collaboration and communication with employees, partners and suppliers. The survey findings indicate that social technology is positioned to have a broad impact.

Survey respondents who deem social technology to be critical to their infrastructure (22 percent) are significantly more likely than their peers to say they benefit from an increased ability to innovate.
Even businesses that haven’t yet embraced social media anticipate its potential. More than half of all respondents say that social technology will transform their organizations (57 percent) and the way they work (58 percent) in the next few years.
Four years ago, Ask.com, a leading online brand for questions and answers, hired Eric McKirdy to improve the customer support experience and improve the support team’s internal operations.

By deploying a CRM application that integrates mobile social media listening capabilities, the company has transformed both. One key change in how Ask.com’s customer support team works is that they can now manage support tickets, including those generated through social media, entirely by smartphone, without being tethered to a laptop or an office.
Similarly, Auckland Transport is evaluating social tools to listen and respond quickly to citizen comments and even prevent security dangers.

The agency plans to mine that unstructured data, analyze it, and feed it to the operations team to respond to—and someday prevent— transportation problems. Like Ask.com, Auckland Transport eventually plans to create service requests from complaints posted on social networks, feed them into a CRM system, and manage them proactively.

Business leaders note, however, that it isn’t always clear how best to incorporate social media into core business operations.
Social technologies are often not integrated with core operational systems, and the data they generate is unstructured.

As far as enabling line of business transactions and being used beyond boosting marketing and the employment brand,”

says Progressive Insurance’s Voelker,

says Progressive Insurance’s Voelker,

“it’s less mature as a business tool.”

The main concerns survey respondents have about social technology include the time spent by employees using it (cited by 45 percent) and employee information overload (cited by 40 percent).

But leading companies are using social in their core lines of business, turning to social tools that provide a greater level of integration with their mission critical business systems.

For example, McKirdy of Ask.com said the company once used a variety of social media monitoring and communication tools to identify and respond to issues. But now that Ask.com uses one social module in a cloud-based CRM system,

We monitor all major social media channels and can respond with the click of a mouse,”

says McKirdy.
While it is clear that each of the four technology megatrends has had a tremendous impact independently, the study finds that deploying integrated solutions is where the greatest impact is achieved.

The most important trends, the most interesting things, are happening at the intersections of these four different technologies,”

asserts Babson College’s Davenport.

Similarly, Horrom, of the Detroit Lions, says,

There’s less value to the Lions in having big data coming in if we don’t have a method of compute in the cloud or on premises to interact in real time with our fans via a mobile platform.”

The survey found the likelihood that organizations are being transformed to be significantly greater among those that deem multiple technologies to be critical.

Among “multi-adopters”— organizations that view at least three of the megatrends as playing a critical role in operations— more than two-thirds (67 percent) report they have transformed, compared to as few as onethird (34 percent) of single adopters.

Even dual-adopters (using two technologies in critical areas) are better poised to reap the benefits that sit at the nexus of these technology trends.
Most importantly, the innovation and improved agility described in the examples above are not simply a result of spending more on IT.

At this point in cloud, mobile, social media, and analytics development, C-level and senior line of business executives should be assessing the various business capabilities of their organizations and developing a strategy and a road map to improve and differentiate their core capabilities with these digital technologies.

The firms that take advantage of the new capabilities can not only transform themselves but also achieve success in the 21st century.

None of the changes enabled by these technologies comes without accompanying organizational changes—management mind-sets, organizational behavior, operating cultures,”

says Marchand of IMD.

Deep change over time coupled with these technologies is where transformation happens.


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The latest news contemporary developments in Business Strategy

True contrast



Even though there is widespead acceptance, entrepreneurs often ask how to value the sweat equity invested in their startup. A quick and easy response:

It’s worth whatever your investors tell you it’s worth.”

But over the years, come to realize that sweat equity isn’t the same thing as market value for your startup.

“Investors have no idea how to value sweat equity, and I now believe it’s a bad idea to let them tell you how to do it.”

At a minimum, they could use this as a negotiating tool to undervalue your startup.When you’re getting started, sweat equity is often a critical component of your negotiating leverage with co-founders, early stage employees and others who aren’t paid market wages to help you grow your business.As the business owner, you should be the expert on valuing sweat equity, not your investors, accountants or lawyers. Here are some tools for tackling the challenge.When determining the value of the sweat equity provided by an employee or potential co-founder, first assess these three characteristics of the person in question:

  1. Commitment:Is he or she committed to being a founding partner for the long haul?
  2. Unique contribution:Does he or she bring specialized knowledge, skills, leadership ability or experiences that you don’t have?
  3. Hopes and dreams:Are his or her hopes and dreams for personal wealth, business success and autonomy the same as yours? If not, are the differences substantial enough that they’ll pull the company apart?

Then, start thinking about the numbers.
1. Market value doesn’t equal the sum of sweat equity invested by you and your partners.

If you have invested $100,000 worth of your time in writing a business plan, and your partner, a young engineering student, has invested $25,000 worth of her time in building a prototype, it doesn’t mean the market value of your startup is $125,000.

In fact, it could be worth much more. Sweat equity is just one component of early-stage valuation. In a previous column, I discussed how valuing a startup is more driven by market conditions, comparable companies, exit potential, future capital needs and many other factors.
2. Foregone wages for an engineer aren’t the same as foregone wages for a prototype designer.

In the example described above, the $25,000 estimated by your business partner is likely to be based on wages that she could have earned in a full-time job. This is the typical way that a founder determines sweat equity: foregone wages.

However, your partner could just as easily have argued that her sweat equity is worth $250,000 since that’s what a prototype would have cost you to make had you hired a prototype development firm. Or she could argue that the prototype is so critical to the business that she should get 50 percent of the company’s stock.
In my experience, this is the basis for much of the negotiation that CEOs will have with their early-stage employees and co-founder. You need to determine the principle applied for valuing services invested in a nascent business. Foregone wages tends to be the anchor that keeps valuation negotiations from sailing into oblivion.Don’t be tempted to dole out equity to everyone who helps you found the company–even it makes you feel good to have co-founders. (Being an entrepreneur is lonely, but there are better ways to make friends or build a community of credible supporters than by giving early-stage equity to people who make small contributions to your business.)
One simple solution is to “pay” a slight premium for sweat equity to early-stage employees. For example, when valuing the sweat equity invested by your prototype designer, use $30,000 rather than $25,000 as a valuation figure and explain that you’re paying a 20 percent premium because of the risks associated with being paid in equity rather than cash.
3. Employees and founders are motivated by different things.

How should you decide if your prototype designer should be a co-founder who deserves 50 percent of your company or deserves $30,000 in sweat equity for her work as an employee or consultant?

Too often, I see entrepreneurs make this critical decision by trusting the opinion of their investors–or potential investors-rather than determining what their business will actually need. First-time entrepreneurs often think,

“If I approach a VC with a chief technology officer or chief prototype designer in place, then I’m more likely to get funded.”

So they end up getting a co-founder and parting with 50 percent of their company, even if their CTO is really a young prototype designer who will get discouraged or fired a few months later. Using a restricted stock agreement, you can mitigate risk, building in a buy-back right for the partner’s equity grant.Ultimately, it’s up to you. You get to decide what you need to give up to keep or get an invaluable partner on board.



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


A new branding around the initiative is to make it more visible to the organisations.

“To succeed with SEO you need trust.Trust is the core component of Google’s relevancy-oriented search. Without trust, you’re simply not relevant. “


Yet, building trust is a double-edged sword and somewhat of a catch-22. For newcomers, especially, gaining visibility without trust has become incredibly difficult.
However, without visibility, how are people supposed to garner those all-important shares and links to your content?

If someone can’t discover your products, how are they supposed to engage with it and like it enough to send it to their friends or share it on social media?

Clearly, in the beginning, the odds are stacked up against us. But there is a way forward. Trust is most certainly the pathway to Google’s heart, if there ever was such a thing. And by leveraging this understanding of trust, we can succeed with SEO to make money online, build passive income streams and build a successful business in the long term – as long as we play by Google’s many rules.
At the core of Google’s relevancy equation, trust itself is created through three fundamental pillars. Within those three pillars, there are more than 200 different factors that help to comprise the search giant’s core algorithms.

Once you understand these fundamental pillars, you can work on building up your trust across each of these areas. But before I launch into a discussion about that – and convey some of the strategies that will allow you to explode your presence by using the inherent power of search engine optimization -let me give you a bit of history.

You see, the reason why it’s so difficult to dominate Google’s search results is because the search engine has been scorned once too often. As Google’s search grew over the years and turned into the dominant player that it is today, people realized the importance of ranking high organically.
Clearly, the near-limitless amount of free traffic can send any business into the stratosphere. Everyone knows that, and because of it, everyone is drawn to it.Yet, over time, as people understood how the system worked, they began to take advantage of certain less-than-scrupulous strategies that allowed them to rank their content quickly at the top of Google’s search.

These weren’t the most relevant search results, which enraged Google. Because of that, Google knew things had to change. As an upshot, SEO has seen some dramatic upheavals in recent years at the behest of Google and its core mission to cultivate an internet to wield more inherent value for the global populous.

And while things have calmed down recently, the last five years has seen a massive overhaul in the way Google determines what the most relevant search result is.

A. SEO algorithm updates

Before you can really understand what it takes to rocket up Google’s Search Engine Results Pages (SERPs), you have to digest what’s changed. The reason? The changes are integral to the bigger picture and just what Google’s intentions are with the web. Google’s main aim is to deliver the most relevant search result in the quickest manner possible.

“Clearly, it’s perfected that. So much so that it digitally obliterated its competition, vastly skewing the major market share towards its powerful search, while making the company a household name in the process. “

The algorithm updates that have been put in play have gone by names like Panda, Penguin, and more recently, Hummingbird, amongst droves of others. These algorithm updates have been intended to improve the user experience, eliminate spam and scams, and to increase the overall relevancy of search. By understanding what’s changed, you can gain perspective into Google’s intentions on what it’s attempting to achieve. It desires content that helps to improve the lives of others, delivers value and that users want to engage with. Those are the most relevant search results.

That’s what Google is after. But for years, it got quite the opposite. It dealt with unscrupulous individuals attempting to “game” the system.

B. How to dominate SEO

In a book entitled SEO, Master Search Engine Optimization, I lay the groundwork for Google’s trust, which is represented by three fundamental pillars. These pillars are integral to Google’s relevancy equation, and if you fail to address each of these pillars of trust, you’ll find yourself floundering in a sea of competition, unable to gain the precious visibility that you’re after.

1. Age

Age is more than a number. Google relies on its relationship with you over time to judge just how much it can trust you. The longer it’s known about you and the more often it sees you creating high-quality content that delivers tremendous amounts of value, the more it’s going to trust you. Age also doesn’t rely on the date you first purchased your domain. Age refers to the indexed age, meaning when Google actually discovered your domain. If you buy a domain and leave it dormant for years, that won’t help you. You have to actually do something with it.

2. Authority

The second pillar of trust is authority. Google relies on other sites that it already trusts to determine what newcomers should be trusted. If you have a site with great content, and other websites that Google already trusts are linking to you organically, your trust will naturally increase over time.

“However, building authority is incredibly difficult at the outset.”


When you’re new, and you’re unable to get discovered at the top of Google’s SERPs, how are people supposed to find you and subsequently link to you? Unless you quite literally go viral, you have a steep uphill battle ahead of you, but authority is also incredibly important to your overall ability to rank.

3. Content

The third underlying component of trust is content. Your content plays a large role in your visibility on Google’s SERPs. Simply put, you can’t push out subpar content and expect to gain traction. Your content has to deliver enormous amounts of value if you’re serious about attaining the search giant’s attention. But it’s not just about one-off content. You need to regularly deliver great content on your site, the kind that people want to share and engage with. Without great content, you have nothing, and no matter what SEO strategy you employ, it will fail. No one will link to a site with poor content. Don’t waste your time by trying to cut corners or take shorcuts. Content is most certainly still king.

C. Five SEO strategies to help you rank

Beyond these three pillars of trust, there are more than 200 ranking factors that are involved in Google’s search. These ranking factors run the gamut from obvious to obscure. For example, one such ranking factor is just how long remains before your domain name expires.
The rationale is that domains that are registered for a short period – such as a year – are more likely fly-by-night sites. The longer the domain is registered for, the more likely it’s going to be to stick around. While this is a small relevancy signal, it just goes to show you some of the obscurity involved in ranking factors of Google’s algorithms.

Strategy 1 –

Market your content

One of the most important SEO strategies to use in 2017 is content marketing. At the heart of this strategy is high-quality content that delivers a tremendous amount of value.

This so-called “anchor content” is located on your website. However, it doesn’t end there. You need to market that content on authority sites such as Quora, Reddit, WiseLike, LinkedIn and other highly-trafficked destinations on the web.
Engaging in content marketing is not easy by any measure, but this single SEO strategy will help you rocket just about any of your listings to the top of Google’s SERPs over time, as long as it’s done the right way.

To do this, there’s a very specific method. You have to ensure that you build similar and relevant content that’s keyword specific on authority sites such as Medium.com, LinkedIn.com and Quora.com, and that the content has a single link from the authority site back to the main anchor content on your primary domain.

Strategy 2 –

Improve page speed

The page speed of your site has a big influence on the user’s experience. Slow-loading pages take away from the user experience, while fast-loading pages help to add to it. Google is acutely concerned with the user’s overall experience, and improving the page speed is one such way you can drastically improve that experience.
Use tools such as Google’s Page Speed, GTMetrix or Varvy’s Page Speed Tool to run insights and gain suggestions on how to improve your site’s page speed. If you’re not technically savvy, you might need to enlist the help of a web developer to optimize your site’s page speed.

Strategy 3 –

Focus on mobile and AMP

Google has made a concerted push to mobile. Considering that mobile searches are now far surpassing desktop searches, it’s no wonder the search giant is so focused on mobile. However, most people are still behind the curve when it comes to mobile. Their sites load properly on desktop browsers, but not on mobile devices or even tablets.
Leverage a responsive design for your site, if you presently don’t have one right now, to ensure that your site is optimized for mobile devices. Google has also recently launched its Accelerated Mobile Pages (AMP) project, which further increases mobile load times. You can learn more about the AMP specification here.

Strategy 4 –

Leverage the power of videos

videos

Whether, for that matter, every SEO strategy needs the power of video marketing. Videos take your content into the stratosphere due to the popularity of video platforms such as YouTube and Vimeo. Creating useful tutorials and other informative videos are also a great way to deliver real value to people in a multimedia format that’s easily accessible to anyone with a smartphone camera.
Build relevant videos to further deliver the point made in a particular article on your site, and ensure that the description is keyword rich – but not keyword stuffed. Leverage elements such as the title and tags to fuse the keyword-centric nature of your video content.

Strategy 5 –

Be social and engage with others

Authority is built up over time, but it also can’t be built up unless you’re social and you engage with others. In the beginning, they won’t come to you. In fact, what you’ve likely noticed is that it’s incredibly hard to rank any content at the outset. That’s because most newcomers have very little age and very little authority. So you have to get out there and build it.
This isn’t just about sharing your content repeatedly with others. You can’t simply cheerlead your own cause and expect to get ahead. You need to be social, add value to conversations, follow others and take an interest in what those people are doing if you want them to take an interest in you.


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Latest News Section Sources Including Companies and Bank Reviews

Old Business Models

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Every industry is changing. There are no original ideas left. Sure, it’s kind of a cynical thought, but try and brainstorm a completely new concept, whether for a business, an advertising campaign or even a limerick, and you’ll start to think it’s true. It can sometimes be a stretch to come up with anything that hasn’t already been thought of. It’s the reason someone once famously said there are only three original jokes and all the others have been derived from them. It’s why Hollywood remakes old movies. And the dearth of original ideas is why businesspeople sometimes pay other businesspeople to come up with a new concept for their own products or services.

“Fortunately, if you’re an entrepreneur trying to come up with a new business model, you don’t have to be completely unique. “

For instance, you probably wouldn’t attempt to sell fingernail clippings in a bag, no matter how groundbreaking and unique the idea is. In fact, if you’re starting a business, you probably shouldn’t do something that’s never been done -after all, think of the learning curve your target market will have to tackle. But you would be well advised to take an old idea and make it new. That’s exactly what David Friedberg did. It was around 2001, Friedberg figures, when he was 20 years old and living across the road from a bicycle rental shop.
Every day that it rained, the bike shop was closed.

“It became pretty noticeable,”

recalls Friedberg, now 26 and already an ex-Google executive and the CEO of his own company, WeatherBill, in San Francisco.
After watching the bicycle rental store owner get rained out day after day, Friedberg started noticing how many other companies- think golf courses and car washes- were taking a financial bath whenever it was wet outside.

“You don’t really think about it, but 70 percent of businesses are affected by the weather every year, across regions and industries,”

says Friedman.

“The weather affects so many different types of businesses, whether in negative or in positive ways, like taxi cabs in New York, which are often full in the cold.”

Friedman was a business product manager at Google when he had his

“a-ha moment.”

It occurred to him that he should start an insurance company- a very old idea- but gear it specifically toward companies that want to protect themselves from losing money on a rainy day -a new idea. It may not sound new. After all, insurance companies generally protect you if you’re hammered by a hurricane, slaughtered by a sandstorm or frozen under the tundra. But we’re talking about the car wash that doesn’t want to lose an entire day of income when there are five inches of rain.

That’s why Friedberg developed, with his “computer science friends,” an elaborate website where anyone can log on and buy a contract to protect themselves from unseasonable weather. The site is completely customizable and automated. A farmer, for instance, could receive money every time the temperature dips below 67 degrees in a particular month. Or if a ski resort has a week and a half of beautiful, balmy weather in January, the owner could automatically receive a check without having to report the weather.

There is no claims process,”

Friedberg says proudly. Instead his company uses a third-party weather station, EarthStat, that independently confirms data and sends daily reports to WeatherBill, which then processes the checks and sends them out.

Modernizing the wheel in some business models it only needs to be slightly tweaked to appeal to the modern consumer. If you want to update the traditional dentist office, put it on wheels. While cleaning teeth is an industry almost as old as, well, teeth, putting an office in a van that can travel anywhere from giant corporate campuses to nursing homes is a much more recent concept. The rise of mobile dentist offices in the last few years shows that catering to people’s busy and complicated lives is a nearly surefire way to improve upon an old concept.
Then there’s the Pearson Ford Fuel Depot in San Diego, which has received a lot of attention for its one-of-a-kind gas station that offers a full range of clean-burning alternative fuels from ethanol to BioWillie, a type of biodiesel made from soybeans and promoted by singer Willie Nelson. Gas stations may be becoming synonymous with global warming, but by offering an alternative, this fueling station has managed to drum up publicity while serving an emerging niche market. Capitalizing on consumers’ nostalgia is yet another potential approach. In true throwback fashion, State Street Barbers, located in Chicago and Boston, gives modern hair cuts to men in an environment decked out to look like a ritzy salon in the 1920s. Patrons are given a cold beverage when they walk in and can get a hot lather shave with a classic straight razor and hot towels.
In the end, it’s easier to be original and unique in an established industry like home selling or insurance when you have plenty of capital funding behind you; it’s another story if you’re running a fledgling startup in your parents’ basement, and you feel you have to take any client with a pulse and a wallet. But whether you’re a big fish in the ocean or a small one in the pond, the principles are always the same. If you’re going to tweak a formula,

throw out the way things have been done before,”

advises Friedberg.

Manufacturers wants more to connect with their suppliers, their distributors, and ultimate their customers. In a consumer world there is an app for that, in the government world there is form for that and that is the technology that needs to be closed. Banks knows a lot about the customers and that information is spread to the full wings.
The reason why most of the companies are not embracing the future faster, is because they continue to throw their capital to what they worked in the past and that’s what is keeping manufacturers up at night, is how to innovate quickly with agility, and deepen their relationships with their retailers, suppliers and consumers.

Figure out your end goal, and then forget about what all of the other people have done, and come up with a new way.



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The Latest News & Developments in Business Strategy Practise

Community Cloud

iyyt


Technical and fundamental analysis in the efficient market hypothesis suggests that future share prices cannot be predicted by studying past prices. As we have seen, there is extensive evidence to support this view and the right information in collaborating with your partners.

Despite the evidence, investment strategies based on the study of past share prices, or on the analysis of published information such as annual accounts, are common, and the view held by many financial analysts seems to be therefore that capital markets are inefficient.

“Technical analysis involves the use of charts (Chartism) and other methods to predict future shares prices and share price trends, clearly implying that a relationship exists between past and future prices. “

For technical analysis to lead to abnormal returns on a regular basis, capital markets cannot even be weak form efficient.

“Fundamental analysis are public information to calculate a fundamental value for a share and then offer investment advice by comparing the fundamental value with the current market price.”

It is not possible to make abnomal gains from fundamental analysis if capital markets are semi-strong form efficient, since all publicly available information will already be reflected in share prices.

Both technical and fundamental analysis, by seeking abnormal returns, increase the speed with which share prices absorb new information and reach equilibrium, thereby preventing abnomal returns from being achieved.


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Latest Financial Topics for Strategy & Business Developments

Corporate trajectories

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The business landscape will look dramatically different in coming decades.”

A culture change dialogs across geography, across business units and also across functions. By embracing people’s differences, we can spark innovation, better understand and serve our customers and gain competitive advantage.
Driving a successful diversity strategy begins with the senior leaders, but to be fully sustainable it needs to be lived by every one of us. If that seems challenging, think about this:

“Many leading researchers and social scientists have proven a link between diversity and productivity. “

In the United States, management researchers found that when people work directly with someone with at least one diverse trait, it challenges them to prepare more and work harder.
By embracing diversity in your business today, you can adopt an intrapreneurial mindset and sustainable skills that will help you succeed.

Here’s how you can start:

A.Learn to think like an intrapreneur

Intrapreneurship, or disrupting internal processes or cultural norms, is at its heart about innovation.

One group of innovators in particular figured out how to advance their industry through the way they approach challenges.”

– these are open-source software engineers, and they use design thinking.

It’s a good example of what intrepreneurship can be: pick a diverse team with a range of experiences and perspectives; make your mistakes early and be open about them. Without the diverse and constant input, these engineers would be less successful in the way they solve challenges.

B. Discover new places to network

As collaboration with diverse individuals provides new points of view, networking accomplishes this on a larger scale. By going to events for closely related professions, or simply connecting through social media channels such as Twitter or LinkedIn where you can virtually engage in conversations with anyone, you put yourself in a position for growth.

“Inside your organization you can join or organize a powerful employee network with a diverse set of peers.”


While interacting with your network, look for, accept and appreciate differences. Friction leads to heat, and our heat makes the atoms move faster!

C. Focus on the strengths everybody brings to the table

We are brought up in the Western World to focus on what doesn’t work or what is different. Challenge yourself to appreciate the differences of others and see them as potential drivers of change.

The more opinions, the more variety, and the more diversity we bring to the table the more we can unchain our creativity, which is hidden in every one of us.”

People with different communication abilities, for instance, can be diverse. Autistic people are known for thriving in repetitive tasks, which is an especially valuable skill set in today’s data-driven work environments.

These skills help uncover insights into customer behavior and business trends, and can lead to discoveries that alter how a company operates.

In the future of work, diversity will not be an option, but an imperative to sustain in our global, fast paced economy, where never just one person owns and knows the truth.”

D. Stand up to discrimination

Stand up if you see or experience discrimination.Raise your voice for the unheard opinion.

Help others appreciate how every person has a different strength and realize that in that strength there is opportunity to grow and be more productive.

For instance, if a colleague comments that a women aren’t as capable of understanding technology, remind them that CEOs Meg Whitman at HP and Marisa Mayer at Yahoo! have both outlasted their male predecessors.

By being critical of someone’s weakness you miss the chance to appreciate and benefit from their strengths.
The need for new perspectives becomes especially important when we examine the future workplace. As our world gets smaller, diversity doesn’t only mean differences in gender and race, but age and geography as well.

“Our world has become ultra-connected – successful companies find that to harmonize these connections relates directly to how fast they innovate. “

The implications are key for our global workforce because innovation thrives when we are faced with the unfamiliar. Diversity is what makes business more sustainable.


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The Latest Publication On Data Surveys


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Among companies where big data, cloud, mobile, and social technologies are critical parts of the infrastructure, how technologies are, or will soon be?
Forty-four percent of survey respondents say that mobile is now a critical part of their infrastructure. It’s especially important in some industries—51 percent of the respondents in the utilities and technology sectors indicated that mobile devices and access are critical.

Nearly two-thirds (64 percent) of respondents say that “anywhere access” to corporate apps and data is the biggest benefit to using mobile, followed by increased productivity (53 percent). The two are undoubtedly linked, as mobile access to systems optimizes employee time.
A majority of survey respondents indicate that putting mobile functionality in the hands of employees is now a key requirement, and leading companies are also leveraging the growing ubiquity of smartphones to innovate and drive top-line revenue growth.

Management of the Detroit Lions professional football team, for example, is always looking for ways to improve the fan experience. In addition to offering wireless Internet access at Ford Field to Verizon customers and launching a digital raffle for charity on game days, the Lions released a free smartphone application that features exclusive in-stadium game day content, including instant replay from several different camera angles for every play, and concession maps. Eventually, the Lions intend to add other features to the smartphone app, including in-seat concession ordering.

“Mobile is a gateway to our fan base,”

says Thomas Horrom, vice president of technology for the Detroit Lions.

Without it, we’re not able to get creative or innovative in our engineered touch points.”

Delta Air Lines is another company that is using mobile technologies to innovate. The airline announced it had begun equipping its 19,000 flight attendants with mobile devices, which have increased incremental revenue from in-flight purchases.
Here are some steps you can take to ensure that your clients receive excellent service every step of the way.

  • Put your customer service policy in writing.

    These principles should come from you, but every employee should know what the rules are and be ready to live up to them. This doesn’t have to be elaborate.

    Something as simple as,

    the customer is always right”

    can lay the necessary groundwork, although you may want to get more detailed by saying, for instance, any employee is empowered to grant a 10 percent discount to any dissatisfied customer at any time.

  • Establish support systems that give employees clear instructions for gaining and maintaining service superiority

    These systems will help you outservice any competitor by giving more to customers and anticipating problems before they arise.

  • Develop a measurement of superb customer service

    Don’t forget to reward employees who practice it consistently.

  • Be certain that your passion for customer service runs rampant throughout your company

    Employees should see how good service relates to your profits and to their futures with the company.This commitment must be so powerful that every one of your customers can sense it.

  • Share information with people on the front lines

    Meet with your employees regularly to talk about improving service. Solicit ideas from employees-they are the ones who are dealing with customers most often.

  • Act on the knowledge that what customers value most are attention, dependability, promptness and competence

    They love being treated as individuals and being referred to by name.

The efficient market hypothesis suggests that future share prices cannot be predicted by studying past prices and as we have seen, there is extensive evidence to support this view and the right information in collaborating with your partners.

Despite the evidence, investment strategies based on the study of past share prices, or on the analysis of published information such as annual accounts, are common, and the view held by many financial analysts seems to be therefore that capital markets are inefficient.

“Technical analysis involves the use of charts (Chartism) and other methods to predict future shares prices and share price trends, clearly implying that a relationship exists between past and future prices. “


For technical analysis to lead to abnormal returns on a regular basis, capital markets cannot even be weak form efficient.

Fundamental analysis are public information to calculate a fundamental value for a share and then offer investment advice by comparing the fundamental value with the current market price.

It is not possible to make abnomal gains from fundamental analysis if capital markets are semi-strong form efficient, since all publicly available information will already be reflected in share prices.

“Bolster the growing consensus among academics, consultants, and other industry experts that simply spending more on emerging technologies isn’t enough to boost business outcomes.”


Instead, companies that both identify which core business capabilities they need to differentiate and make a commitment to transform these core business capabilities with the right digital technology will greatly outperform competitors who don’t.

For example, a new study by George Westerman, Didier Bonnet, and Andrew McAfee found that firms with a strong vision and mature processes for digital transformation were more profitable on average, had higher revenues, and achieved a bigger market valuation than competitors without a strong vision.

“As with any emerging technology, however, there are significant challenges associated with cloud, mobile, social, and big data initiatives. “

The survey suggests that the primary risks preventing their wider adoption are data security issues, lack of interoperability with existing IT systems, and lack of control.
However, executives from leading organizations—several of whom were interviewed for this report— are overcoming those hurdles to achieve top-line and customer-facing business benefits.

“Strategic options involve the options for strategy in terms of both the directions in which strategy might move and the methods by which strategy might be pursued.”

For example, an organisation might have to choose between alternative diversification moves, for example entering into new products and markets.

“As it diversification moves, it has different methods available to it for example, developing a new product itself or acquiring an organisation already active in the area.


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Latest News for Strategy Business Developments

Financial Goals

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In the new case of the industries you  should be proactive in helping achieving and creating your goals.

When you’re a start-up with few employees and few customers, it’s easy to stay on top of what customers want and what they’re getting. But as you add more customers and employees, you add links to the customer service chain. That creates the potential for growth and the potential for poor service along the way. That’s why creating a customer service policy and adhering to it is so important. Here are some steps you can take to ensure that your clients receive excellent service every step of the way.

  1. Put your customer service policy in writing. These principles should come from you, but every employee should know what the rules are and be ready to live up to them. This doesn’t have to be elaborate. Something as simple as “the customer is always right” can lay the necessary groundwork, although you may want to get more detailed by saying, for instance, “any employee is empowered to grant a 10 percent discount to any dissatisfied customer at any time.”
  2. Establish support systems that give employees clear instructions for gaining and maintaining service superiority. These systems will help you outservice any competitor by giving more to customers and anticipating problems before they arise.
  3. Develop a measurement of superb customer service. Don’t forget to reward employees who practice it consistently.
  4. Be certain that your passion for customer service runs rampant throughout your company. Employees should see how good service relates to your profits and to their futures with the company.
  5. Be genuinely committed to providing more customer service excellence than anyone else in your industry. This commitment must be so powerful that every one of your customers can sense it.
  6. Share information with people on the front lines.Meet with your employees regularly to talk about improving service. Solicit ideas from employees-they are the ones who are dealing with customers most often.
  7. Act on the knowledge that what customers value most are attention, dependability, promptness and competence. They love being treated as individuals and being referred to by name.

 

It has been about trust and it has been about getting there faster than anybody else,as we are driving innovation and bring ideas from other industries through our success.

 

Entrepreneurship is the pursuit of opportunity without regard to resources currently controlled.” 

 Howard Stevenson 

 

This is one of the first definitions of entrepreneurism.It perfectly captures the nature of entrepreneurship and highlights some key qualities that successful entrepreneursshare. Entrepreneurs are confident in their abilities and they are able to recognize opportunities where many others don’t see them.




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The Latest Business News  On Strategy Practise

Business man with checkboxes

Create differentiation and leadership digital engagement, alignment, innovation persistency connectivity, mobile and cloud lead into market efficiency. This initiatives are driving manufacturers to move at the speed of thought. Leverage this transformation is important.

 

However, market efficiency – championed in the efficient market hypothesis (EMH)”

 

Formulated by Eugene Fama in 1970, suggests that at any given time, prices fully reflect all available information on a particular stock and/or market. Fama was awarded the Nobel Memorial Prize in Economic Sciences jointly with Robert Shiller and Lars Peter Hansen in 2013. According to the EMH, no investor has an advantage in predicting a return on a stock price because no one has access to information not already available to everyone else.

 

The Effect of Efficiency: Non-Predictability

The nature of information does not have to be limited to financial news and research alone; indeed, information about political, economic and social events, combined with how investors perceive such information, whether true or rumored, will be reflected in the stock price.

According to the EMH, as prices respond only to information available in the market, and because all market participants are privy to the same information, no one will have the ability to out-profit anyone else.

In efficient markets, prices become not predictable but random, so no investment pattern can be discerned. A planned approach to investment, therefore, cannot be successful.

 

“This random walk of prices”

 

Commonly spoken about in the EMH school of thought, results in the failure of any investment strategy that aims to beat the market consistently. In fact, the EMH suggests that given the transaction costs involved in portfolio management, it would be more profitable for an investor to put his or her money into an index fund.

 

Anomalies: The Challenge to Efficiency

In the real world of investment, however, there are obvious arguments against the EMH. There are investors who have beaten the market – Warren Buffett, whose investment strategy focuses on undervalued stocks, made billions and set an example for numerous followers.

There are portfolio managers who have better track records than others, and there are investment houses with more renowned research analysis than others. So how can performance be random when people are clearly profiting from and beating the market?

Counter arguments to the EMH state that consistent patterns are present. For example, the January effect is a pattern that shows higher returns tend to be earned in the first month of the year; and the weekend effect is the tendency for stock returns on Monday to be lower than those of the immediately preceding Friday.


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Latest News & Developments in Business Strategy Practice

team-building-strategies-3.jpg

By the end of the century, a third of the workforce will be “knowledge workers”, or people whose productivity is marked by adding value to information, whether as market analyst, writers, or computer programmers.

Peter Druker, the eminent business maven who coined the term “knowledge worker“, points out that such workers’ expertise is highly specialized, and that their productivity depends on their efforts being coordinated as part of an organisational team: writers are not publishers; computer programmers are not software distributors. While people have always worked in tandem, Druker notes that with knowledge work,

” Teams become the work unit rather than the individual himself.”

Perhaps the most rudimental form of organisational team-work is the meeting, that inescapable part of an executive’s office in a boardroom, on a conference call, in someone’s office.

Meetings bodies in the same room are but the most obvious, and at the somewhat antiquated, example of the sense in which work is shared.

Electronic networks, email, teleconferences, work teams, informal networks and the like are emerging as new functional entities in organisations. To the degree that explicit hierarchy as mapped on an organisational chart is the skeleton of an organisation, these human touch points are its central nervous system.

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The total the talents and skills involved, whatever people come together to collaborate, whether it be in an executive planning meeting or as a team-working toward a shared product, there are in a very real sense on which they have been included in a group of IQ.

In maximizing the excellence of a group’s product, the degree to which the members were able to create a state of internal harmony, lets them take the advantage of the full talent of their members.


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Latest News Section Sources Including Companies and Bank Reviews

Exploring Corporate Strategy

1. Human resource management and global business strategy

Challenges position, choices and action that should be seen as closely related. In practise none has priority over another, this sequence is not meant to suggest that the process of strategic management must follow a neat and tidy path. Indeed, the evidence on how strategic management happens in practice suggest that it usually does not occur in tidy ways.
Elements of strategic management in linear sequence is characterised first by understanding the strategic position, than strategic choices and finally putting strategy in action. Indeed, many texts on the subject to just this. However, in practise, the elements of strategic management do not follow this linear sequence, they are interlinked and feed back on each other.

The inter-connected circles of the above exhibit are designed to emphasise this non-linear nature of strategy.

Corporate social responsibility is among the top challenges. Companies face when expanding into new markets, especially in developing regions.

Business practices that are acceptable locally are frequently at odds with the values of the company and the laws of its regulatory agencies. This creates a tug-of-war between social responsibility and the need to be successful in those markets, which can turn into significant risk.
Guiding corporate strategic decision-making challenge incorporating the human capital opportunities and risks from operating abroad into corporate strategic decision-making workforce opportunities that are marked both by steady improvements through the political machinations that open trade across borders and enable cross-border migrations, and by sudden and often unexpected changes such as the relaxation in relations between the United States and Cuba; conflicts in Syria, Iraq and Ukraine; and dramatic swings in oil prices.
The challenge for companies is to remain nimble to take advantage of the opportunities while avoiding the risks. HR’s challenge is to gather, assess and understand all the cultural, labor and market complexities of operating in each market so that the company can predict opportunities and risks, know when to enter or exit a market, and integrate successfully into new local markets.
The success of a company’s global growth hinges on HR integrating the workforce. HR-led teams need to assess the complexities of bringing together workforces with often dissimilar societal and corporate cultures. HR can, for example, identify potential roadblocks early and plan interventions before problems arise. The food facilities management company Sodexo identified a need for diversity and inclusion across its 355,000 employees from North American to China. It developed training programs that resulted in significant numbers of women, youths, people with disabilities and indigenous workers productively joining its workforce across the globe.

2.Making the business case for CSR

The challenge for HR is to gain a detailed understanding of local environments and their accepted business practices. It then needs to establish protocols that are customized for each region and communicate these protocols throughout the organization and across its supply chain.
When local labor laws or practices conflict with the organization’s CSR policies, HR needs to be the voice of the individual and ensure that the company maintains its integrity, even when this goes against the potential economic value.

HR faces the additional challenge of demonstrating to the company how good CSR policies strengthen the brand, increase customer loyalty and boost shareholder value.

3.Balancing corporate and societal cultures while promoting diversity

Some cultural attributes, such as a command-and-control management style, can be modified to fit local cultures, while others, such as integrity and human rights policies, cannot be compromised. HR needs to understand and deal with the complexities, deciding which corporate culture elements can change and which are essential to protecting the organization’s values and ethics. The company cannot change anti-bribery policies, but it may choose to change its dress-down-Fridays rule.

Management may also choose to impose cultural elements, such as giving back to the community consistently across the global organization. The challenge becomes even more complex when dealing with new workers, those engaged through means such as crowdsourcing, as well as remote and temporary workers.

HR also needs to develop programs to assist executives to adapt when they move from the head office to regions with different societal and cultural norms.



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The Latest News on Business & Development Strategy Practise

Systems of Record

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Money all spent in systematization, as you all know more than I do, it is not easy with all that data that you have collected. 

Until recently mainly used to expedite manufacturing, robots are increasingly appearing outside factory floors, in hospitals, labs and offices. To meet the requirements of these varying situations, developers have designed new models, such as soft robots and software robots. This creates 

 

“a digital workforce”

 

which represents a whole new operational, highly scalable, reliable and auditable work capability for businesses.

The use of software robots in this context has been called robotic process automation, or RPA.  While many people have fantasized about a day when they can delegate chores to robots and let them take the reins when it comes to innovation, the rise of these new breeds has left some observers wondering about their value to the workforce.

Many have expressed concern that by taking on core processes in factories, labs, hospitals, offices, robots will make people irrelevant and unemployed. But instead what’s resulting with early adoption of these machines is that there’s room for both robots and people – and the combination is enabling an unparalleled level of efficiency, customer service and innovation. Take Telefonica, for instance.

Under the direction of its head of digital service and transformation Wayne Butterfield, the telecom provider turned to software robotics made by my company, Blue Prism, after fully exhausting other methods of reducing costs while increasing efficiency of the back-office transactions it completes for customers. While software robots were an obvious choice in terms of speeding up processes and slashing corporate spending, members of the IT department were skeptical. They doubted whether the software robots were capable of accurately completing complex procedures like transferring customers’ SIM card data from old phones to new devices. But as software robots repeatedly demonstrated their value automating thousands of monthly transactions, the IT department could no longer dispute the advantages of a digital workforce.

 

What’s important to understand is that people are still involved in the process.

 

Not only do managers train robots much like how they do for new employees – teaching them rules and the ins and outs of particular procedures – but processes can be triggered by a customer or an employee. Many of you are doing this for over 30 years but now it’s not about being focused in improving your process, but also being focused in connecting it with your customer and now mobilising that information to be out in the field. It’s a study made by McKinsey that said that digital transformation is very important to us but we are 13% ready. So how do you get ready?

 



 

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PoeticBelle by Srishti Mundhra

Dichotomy | Contrast | Life

A Readmill of my mind

We are such stuff as dreams are made on, and our little life is rounded with a sleep.

Diferentes Tons

Artes, Moda, Literatura