Take A Digital Health Check (Smashingmagazine)

Some good points although still tethered to “digital” as opposed to customers, KPIs, markets.

Advertisements

Solving the leadership conundrum.

Organizational problem: moving from the hub and spoke, one leader model, to real team work: Why Motivating Others Starts With Using The Right Language (Via Lifehacker).

  • Cultural problem: competing as a team vs infighting. The road to capitalism is paved with soviet style run companies.
  • Cultural problem: countering the office politics, no bloody idea of professionalism mentality that pervades in certain societies.
  • Cultural problem: dealing with coworkers with little motivation, or obstructionists.
  • Cultural problem: those of us who don’t want to be “the leader”.

Partial  solution: a transparent framework in which people move from being told what to do to proposing solutions and needing less oversight:

  1. Tell me what to do.
  2. I think…
  3. I recommend…
  4. I’d like to…
  5. I intend to…
  6. I just did…
  7. I’ve been doing…

Each step up implies:

  1. Knowing what each function does, the inputs required and output expected.
  2. Better knowledge of what we do as a team: results.
  3. More responsibilities, more freedom.
  4. Less managing costs which could be specified (e.g. hours of manager’s time).
  5. Better communication so your own manager doesn’t need to track you down.

 

 

Why CRM Fails — and How to Fix It (MIT Sloan)

Investing in CRM resources without first investing in related marketing capabilities leads to failure.

It’s a good point and also applies to web projects (TheGreatVine). CRM best practices are not enough.

Solution: learn and experiment to develop customer insights which can then be used to decide on the CRM technology that can best support them; this also has the advantage of building a business case and reducing project risk.

Is your company able to support learning, experiments and an evolutionary approach? Short term goals might kill this learning process. Top management needs to encourage learning and experimentation.

Marketing capabilities framework: Where are we? Where can we improve?

 Capabilities: Transaction marketing Long term “one to one” marketing Network marketing
“Demand management”: generate revenue from products and services
Creating marketing knowledge: generate and disseminate insights about customers
Building brands
Company relationship to its customers: CRM