Zach Bucek - Medium ($) - Aug 2, 2021
Customers experiencing success
Creating better products with iterative improvements
BCG - Aug 2, 2021
How Prepared Is Your Company to Go Beyond Great?
Outstanding performance was once the hallmark of a great company. Year after year, it delivered exceptional total shareholder return through differentiated products or services while increasing scale and cost efficiency. No small feat.
McKinsey & Company - Jul 23, 2021
Igniting your next growth business
Growth outperformers prioritize expansion into business areas where they have a ‘natural ownership’ advantage.
McKinsey & Company - Jul 28, 2021
How to boost growth in industrial services: Better customer experience
Customer experience is increasingly critical for industrial-services businesses—and the bar is rising. Here’s how to exceed it.
This book, “Better, Simpler Strategy”, and its big idea of the Strategy Stick has really grown on me. In this weekly podcast, one of my favorites – The Innovation Show, the author talks through the concept and offers several examples of companies that have harnessed its power. These companies have built a culture on their customer’s Willingness-to-Pay (over the Price to own) and their employee’s Willingness-to-Sell (under their offered compensation) in order to drive customer delight and build employee satisfaction. I can’t do justice to it in my comment, so I must encourage you to listen here, grab the book, or read a book review.
The Innovation Show - Jul 22, 2021
Better, Simpler Strategy with Felix Oberholzer-Gee
Our guest today shows how the best companies achieve more by doing less. At a time when rapid technological change and global competition conspire to upend traditional ways of doing business, these companies pursue radically simplified strategies.
McKinsey & Company - Jul 21, 2021
A design-led approach to embracing an ecosystem strategy
Embedding design thinking, methods, and tools from the outset of ecosystem development will help companies produce integrated ecosystem offerings that delight customers, stave off threats, and create new sources of value.
Branding Stories ($) - Jul 19, 2021
How Domino’s Converted Customer Criticism Into Opportunity And Avoided Bankruptcy
Not only did they save the business but gave better returns to their investors over the past decade
HBR.org ($) - Jul 13, 2021
How New CEOs Can Balance Strategy and Execution
As we emerge from the Covid-19 crisis, companies will need to drive short-term results while also rethinking strategy amid seismic shifts in competitive environments and ways of working. It’s not strategy vs. execution; it’s strategy and execution with the right balance in the right timeframes. New CEOs, in particular, can struggle with this balance.
I appreciate the need for companies to create an agreed upon strategic identity – an identify that transcends all plausible futures and binds together the efforts/actions of employees. This article walks through a process that the authors took to arrive at a strategic identity with their client by using a method that they call Identity Wind Tunneling.
Predict ($) - Jul 14, 2021
Clarify or Reimagine the Strategic Identity of your Organization with Identity Wind Tunneling
Identity Wind Tunneling is an organizational foresight method to understand, test, and manage multiple, current organizational identities using scenarios to consequently arrive at a strategic identity that either clarifies or reimagines the identity of the organization.
I was introduced to the Wardley Map a couple years back when I auditied a class on technology in government by David Eaves. The map intrigued me as it charted a value chain while discerning the level of commoditization (or maturity) of each element of the chain. I thought it was quite useful for imagining software/application development projects and for pinpointing opportunities for innovation. With that said, I’m a novice at the approach, and I have struggled a bit to create maps for applications outside of IT. However, I think it is a construct worth knowing.
Geek Culture ($) - Jul 6, 2021
What I learned from Simon Wardley’s Book (Part 1)
I recently finished reading Simon Wardley’s book, which describes a novel mapping technique that he invented. As it was pretty dense and took me a long time to get through, I’m going to describe what I got out of it, both as a way to jog my memory and to hopefully offer value to others.
Harvard Business Review ($) - Jul 1, 2021
Why Do So Many Strategies Fail?
Leaders focus on the parts rather than the whole.
Harvard Business Review ($) - Jul 1, 2021
How Good Is Your Company at Change?
As they deal with a business landscape that is evolving constantly, rapidly, and unpredictably, executives all over the world are full of questions about change: How much? How fast? How sustainable? And sometimes just How? They can’t hope to answer those questions unless they understand their companies’ capacity for change—but they’ve lacked good tools for measuring that.
The idea of knowing your customer and staying focused on solving a specific customer need is nothing new. However, I appreciated the author’s depiction on how this focus allows you to transform your business from imitating to leading – and unleashes a creative freedom to imagine the future.
Dr Richard Shrapnel PhD ($) - Jul 1, 2021
From Chasing To Being Chased
There is a dramatic change that occurs when a business evolves from looking to its competitors for cues as to how to grow to looking to its customers and their needs. They suddenly change from being a follower chasing what everyone else is doing to being the one that is setting the next level of customer value and the one who is chased. It starts with the way you think about growth, which then becomes the catalyst of the capital value of your business.
This article explores the advantages of deploying a triple-play of creativity, analytics, and purpose. The authors claim that those companies that do so reap a two to three fold growth advantage over those that do not. The authors then lay out some key tasks that CEOs and CMOs must consider to establish a cohesive set of the three capabilities. I’d honestly like to see the data set and to explore the approach to measurement for the three capabilities, but, with that said, it makes intuitive sense to me.
McKinsey & Company - Jun 21, 2021
The growth triple play: Creativity, analytics, and purpose
Companies that integrate creativity, analytics, and purpose are delivering at least two times the growth of their peers.
McKinsey & Company - Jun 17, 2021
How to future-proof your organization
From project-based work to a lack of hierarchy, the way people work is changing fast. Organizations that plan for the postpandemic world are better able to deliver value—even amid uncertainty.
Bain & Company - Jun 22, 2021
Redesigning Value Chains to Deliver More Sustainable Goods
The companies that know their customers best aren’t always the companies that need to change the way food and products are developed.
Harvard Business Review ($) - Jun 15, 2021
IKEA Navigates the Future While Staying True to Its Culture
How should IKEA adapt to big internal and external changes, while staying true to its core values?
MIT Sloan Management Review ($) - Jun 11, 2021
Digital Transformation After the Pandemic
Organizations should challenge their pre-pandemic assumptions about conducting business digitally.
Appreciated this article and its focus on how intangibles are being purposely harnessed to develop core capabilities that differentiate a business for its customers. Those companies investing more in intangibles (innovation capital, digital and analytics capital, human and relational capital, and brand capital) are growing faster than those that do not. What intangibles is your business focused on developing?
McKinsey & Company - Jun 16, 2021
Getting tangible about intangibles: The future of growth and productivity?
Companies that master the deployment of intangibles investment will be well positioned to outperform their peers.
This is a 1-minute read that caught my eye. It applies metrics to “the value we provide to” and “the value we receive from” our customers. This definitive customer orientation, and the measurement thereof, undergirds the positive and generative long-term customer relationship that propels the best of companies. The article is worth skimming – and, then, considering how it applies to your work.
Forrester - Jun 7, 2021
Measure Value Behaviors And Value Outcomes To Drive Customer Obsession
In my previous blog, we called on all (aspiring) customer-obsessed companies to balance the value of their customers with the value they deliver for their customers. This follow-up blog will introduce the three steps for how to do that, along with a new value metrics framework.
Strategic Clarity articulates long term priorities as well as current strategies throughout the company
All Time Favorites
McKinsey & Company - Jun 1, 2002
Harvard Business Review ($) - Jun 1, 2002