PurposePresent the selection of strategy as a new filter for examining leadership effectiveness.Design/methodology/approachThis paper relies on the ability to discern business priorities and the ability to integrate them into a sound strategy. Data collection from 2,000 leaders was collected via assessment to determine how many priorities were in use at one point in time.FindingsThe study found that 45 percent of the leaders used one priority to set their goals/visions/actions and 31 percent used two of the six priorities associated with the organizational life cycle framework. Research limitations/implications – This research suggests that the priority framework should be used in conjunction with a competency analysis and style assessment to develop an understanding of leadership effectivenessPractical implicationsThe practical implications are that leaders can identify the priority mindset that others are using to evaluate the level of their commitment to a strategy. Unlike other frameworks which have to use an inventory or assessment, this framework enables a leader to ask questions to deduce the driving priorities and use it to achieve results.Originality/valueThis research applies to leaders in various size organizations.
Purpose To help executives understand the communications implications of the current climate and devise successful strategies. To promote a better understanding of the importance of reputation, its determinants and the role of communications in managing it. Design/methodology/approach Economist intelligence unit conducted a survey of 175 senior executives in North America, Europe and Asia Pacific for Hill & Knowlton looking at executive attitudes to a wide range of litigation issues. We analyzed this research and came to a number of important conclusions. Findings That reputation is central to business success and is importance to a range of audiences. That litigation is a serious concern. That corporate social responsibility is gaining ground but full value is not been achieved from it Practical implications The companies who adapt quickest to the new environment can derive competitive advantage, but to do so they must be willing to take ultimate responsibility for communications out of the PR team and on to the boardroom table; break down the functional silos and deliver integrated communications; think afresh about their role and responsibility and, most of all, be willing to take a more confident and pro‐active approach to handling the challenges of the age – showing the same confidence that created the successful businesses that they are. Originality/value A combination of quality attitudinal research plus practical advises from a leading advisor on reputation management.
PurposeThe purpose of this article is to show how organizations become strategically more efficient when they are managed through the lens of identity.Design/methodology/approachTo study the similarities between organizations and human beings. Consulting assignments with over 100 large ($5 billion +) companies, including thousands of interviews with executives, employees, customers, investors and others.FindingsThe main finding has been that there is one set of natural laws – the Laws of Identity – which governs the lives and welfare of organizations and individuals alike.Practical implicationsAll business functions, including board level agendas, should be organized to account for the impact of the company’s identity on performance expectations. Business strategy, including mergers, acquisitions and divestitures, should be assessed through the lens of identity, which supplies important decision criteria.Originality/valueThe article illuminates the linkages between human and organizational identity, providing specific roadmaps for leaders, managers and individuals to follow in comprehending their own organizations as living beings and in developing new ways to create value.
PurposeThe purpose of this article is to inform employers of the benefits of a learning analysis model. By studying the way employees learn and adjusting teaching methods accordingly, employee productivity and effectiveness increases more quickly.Design/methodology/approachThe theoretical scope is based on the learning approaches of different people. The article uses examples from the workplace to support the principles described in the article.FindingsCompanies that have utilized this process have found that it is both easier and faster to train employees and assign them specific tasks. Employees leave workshops with a greater understanding and appreciation of one another’s skills.Practical implicationsEmployers need to customize their teaching/training methods based on the individual needs of the trainees.Originality/valueThe revelation of this article is that everyone learns differently. This information is of value to any company or educator.
PurposeThe purpose of this article is to guide administrators in making their organizations web sites accessible to people with disabilities.Design/methodology/approachIt summarizes legal issues, access challenges for people with disabilities, accessibility guidelines and standards, accessibility tests, and steps that can be taken by administrators to assure that web sites are accessible.FindingsThe author concludes with steps that administrators can take to assure the accessibility of web sites.Originality/valueIt is made clear that administrators do not need a broad range of technical skills regarding web site design in order to direct staff to make organizational web sites accessible and provide them with the tools and guidance they need.
PurposeOne does not learn from doing something right; one already knows how to do it. By doing something right one gets confirmation of what one already knows but no new knowledge. The fact that schools are more interested in teaching than in learning is apparent from their failure to determine if students learn from their mistakes. This is a critical problem in business schools and in practice in the business world.Design/methodology/approachErrors of omission, lost opportunities, are generally more critical than errors of commission. Organizations fail or decline more frequently because of what they did not do than because of what they did.Originality/valueMany companies remain paralyzed and do not reach their potential. In such companies, no one in senior management is willing to do something that might turn out to be wrong. Every one of them wants someone else to assume responsibility for whatever they try. As a result, significant changes are seldom made.
PurposeOne of the key miracles of Japan’s success in dominating international markets for such a long period of time is their approach to strategic planning. This article talks about their success.Design/methodology/approachIt first presents the origins, definition and methodology involved in Hoshin, contrasts it with other approaches to strategic planning and argues the case by demonstrating how Hoshin can be integrated with total quality management and performance measurement, two essential requirements for modern business practice. The paper covers various best practice case studies and concludes with a roadmap for the effective implementation of Hoshin.FindingsThe spread of Hosin planning from Japan to the USA has been well documented. The uptake of Hoshin in the West seems on the whole to be associated with organizations that are advocating the use of total quality management. This is an “implicit” consideration that Japanese corporations make, having always based their approach to doing business on the use of quality methods and techniques.Originality/valueSeveral case studies of the successful implementation of this pioneering concept are illustrated and a proposed roadmap of Implementing Hoshin Planning is discussed. The roadmap is meant to assist organizations of different sizes and from different sectors, manage their strategic thinking more effectively.
PurposeTo identify and explain the causative factors in the ongoing and chronic decline of general advertising effectiveness.Design/methodology/approachMethodology is Social Network Analysis. Specific tools used multiple regression analysis, AnCoVa, and various proprietary algorithms.FindingsTraditional media advertising has lost significant impact at an accelerating rate over the past 20 years and will continue to do so for the foreseeable future. Referrals are the primary viable alternative for reaching customers and can be used to reinvigorate traditional marketing.Research limitations/implicationsResearch was based primarily on author’s extensive work with clients in numerous industries, also on available advertising industry data. No controlled tests were possible.Practical implicationsOrganizations that ignore the importance of referral marketing will find markets increasingly expensive and difficult to access and will lose competitive advantage with organizations that do understand and manage the value of word‐of‐mouth marketing.Originality/valueIt explains why traditional marketing is failing and suggests an effective solution.
PurposeThis article intends to contribute to a better understanding of the reasons why some organizations have almost completely ignored the need to adopt new technologies or they are being too slow to decide and start the respective adoption processes.Design/methodology/approachThe aim of these considerations is to propose an adequate and critical perspective of management mentality and attitudes, which hinder organizations to achieve excellence, to enhance productivity, and to strength competitiveness. Findings – Many medium sized enterprises seem to be reluctant to adoption due to some factors, namely, owners’ mentality, lack of technical qualification, resistance to change, and fear of being possible to face new technologies as a source of organizations’ insecurity.Practical implicationsTo protect organizations, a good level of knowledge on risk controls, incident response, and disaster recovery should support the implementation of a security policy and its consequent program.Originality/valueThe need to redraw management mentality and attitude regarding security to build an adequate business continuity plan is recognized.
PurposeIdentify breakthroughs that must occur and a step‐by‐step process that will enable organizations to achieve improved and sustained results.Design/methodology/approachA systematic process that reveals why organizations fail to achieve improvements, breakthroughs that must occur first before improvements are attempted, and a road map that leads to sustained results.FindingsGlobal predicaments are wider in scope and more difficult to overcome. In dealing with unpredictable change, six reasons were found that prevent sustained improvements. The article shows why and how management must be proactive in meeting competition by creating a competitive level of quality and efficiency that will determine whether their organizations are leaders, followers or failures.Originality/valueThe systematic process detailed in this document will address the six specific breakthroughs that must occur first before any formal improvement steps can be taken to assure sustained results. A comprehensive five‐step road map process will then show in detailed sequence how to identify and achieve positive and cultural changes that will sustain major organization‐wide benefits.
PurposeThe purpose of this article is to help companies successfully align their strategies with their people, processes and technologies to achieve effective integration and deliver desired results for the organization.Design/methodology/approachThe first half of the article focuses on addressing the need for a strong foundation – the right plan, culture and performance metrics – before beginning the process of integrating a new strategy. Readers learn how to assess their organization’s current situation and address any weaknesses or potential problem areas. The second half delves into the strategic integration phase and discusses the importance of integrating strategy into the infrastructure, specially with employees, processes and technologies. Throughout the article, readers receive series of questions and step‐by‐step instructions designed to help them think about their unique business situation and tailor solutions to best fit their organizational needs.FindingsBecause few companies take the time to do the upfront work outlined in this article, many organizations suffer from inconsistent or unsatisfying results. While companies commonly invest time and effort developing great strategies, they rarely give the same attention to the implementation stage.Originality/valueThe value of this article is its focus on a vital and often overlooked stage of strategic development. Readers that take the actions recommended in this article will give their organizations a significant competitive advantage by creating a streamlined, productive and profitable organization.
PurposeTo help the reader understand how the ethics of management decisions become embedded into technology systems.Design/methodology/approachThe article explains better approaches based on a core principle known as “Subsumption ethics.” Using many sources, it explains the concepts and methods in order to help readers avoid unintended consequences in technology development.FindingsTechnology can be dramatically improved by attending to its ethics. There are particular tools available to help.Practical implicationsUltimately, these principles will require a higher level of professionalism in technology deployment, and formal processes devoted to impact analysis.Originality/valueThis paper represents a new way of looking at the technology development process that incorporates ethics in a cost‐effective manner. Business and technology leaders will learn how to improve the outcomes of technology projects.
PurposeThe purpose of this article is to identify circumstances under which executive coaching is and is not an appropriate performance management tool. Alternative performance management measures and guidelines for structuring executive coaching engagements are also included.Design/methodology/approachThe information on which this article is based derives primarily from the author’s coaching experience. Workplace application support of these principles is included in the form of input from high‐level executives and one coach.FindingsExecutives who have been coached or coached others support the finding that coaching is never a substitute for performance feedback and can only serve as an effective performance management tool when certain conditions are met.Practical implicationsCoaching interventions to halt derailment can be avoided with timely performance feedback and management.Originality/valueExecutive coaching is a performance management tool, not a substitute for performance management.
PurposeTo provide practitioners of management a sense of the importance of strategically leveraging the customer relationship management (CRM), which has been growing since the mid‐1990s. Many industries were experiencing increased demand from their customers for higher quality and easier access to service. Corporations and top managers started to rethink their traditional ways of providing service. Customer relationships started to become a strategic asset among corporations.Design/methodology/approachA review of the applied literature on practices for improving customer relationships include analyzing the customer, being proactive to their needs, segmenting customers by group and empowering employees to improve the customer experience.FindingsOnce the need and importance surfaced, tools such as technology to provide customers and employees faster and more useful information surfaced. Once a CRM strategy and technology for customer service was in place, it became vital to develop processes for measuring and monitoring performance. Metrics created to measure customer retention; acquisition and market share have been implemented and used as a key management tool.Practical implicationsThis paper describes how strengthening customer relationships have been moved to the top of the corporate priority list and cites examples of how the technology can improve CRM strategies.Originality/valueGoing forth with understanding the customer by segment and implementing CRM processes and applying software tools. Continually monitoring of customer satisfaction and behavior and measuring successes with benchmarking and more will make sure the processes continue to evolve in the best method.
PurposeThis article is designed to help senior managers be better leaders by being better communicators. The article explains my original concept of “leadership communication” and provides an original framework to help map out the levels of communication ability business leaders need, including developing a positive ethos and emotional intelligence.Design/methodology/approachThe objectives are achieved by providing specific and practical definitions and illustrations. The article is based on research on leadership, communication, and emotional intelligence and on extensive experience coaching and working with executives.FindingsI found that the best business leaders share similar, specific characteristics of good communication that fall into three major groups: core (strategy, writing, speaking), managerial (emotional intelligence, listening, coaching, teams, meetings), and corporate (communicating with all internal and external stakeholders).Research limitations/implicationsFuture research could include further developing the leadership communication concept by adding to the framework as I discover other major capabilities needed by business leaders.Practical implicationsAll managers can apply my definition of leadership communication and my framework. I have witnessed the improvement managers can make in their leadership ability by focusing on the communication capabilities discussed in my article.Originality/valueMy concept, definition, and framework are all new. The value is in helping managers improve their communication abilities and recognize the importance of emotional intelligence in effective business communication. It is important for all managers and for teachers/coaches who work with them as well.
Purpose – By using the metaphor of the human life cycle this paper examines some of the longevity issues of branding. The paper also explores how brands can be resuscitated (or rejuvenated) when in declining health or indeed on the edge of death (brand heart attack). Linked to this is the Darwinian view of adaptability where brands have extended and, indeed, developed their market position through innovation and re‐positioning. Equally, it considers the outcomes when there is little or no hope of resuscitating the brand, and the future of the organization. Mini cases studies are provided throughout that illustrate some of the issues in the life, death and resuscitation of brands. Design/methodology/approach – While using a metaphor the paper is designed to consider real issues that brands face within dynamic highly competitive environments. If brands do not adapt (through innovation and re‐positioning) they risk premature decline and death. Findings – The “health” of a brand is determined by numerous internal and external factors. Some within the control of the organization others not. Simple errors of judgement can have a catastrophic impact on the brand. However, though continual monitoring organizations can adapt the brand to evolve within changing environments. Research limitations/implications – There is potential for future research in two core areas: developing the human life span further as a metaphor for brand existence; and considering the ‘vital’ signs for an ailing brand. This may then lead to a better diagnosis of failing brands and more informed ways of rejuvenating such brands. Practical implications – Organizations must seek to continually monitor the ‘health’ of the brand in relation to its changing environments. Life expectancy can be increased through evolving the brand (innovations and re‐positioning). However, organizations must also recognize when the brand had genuinely reached the end of its life span. Brands that have a lingering decline do little for the brand or the organization. The difficulty for many organizations is really knowing when the brand can no longer be resuscitated. Originality/value – The objective of this paper was to explore the idea of the human life cycle being a metaphor for a brand’s existence. By taking such an approach it may assist managers in determining: the potential longevity of their brand; and rejuvenate ailing brands. Thus the article has a practical application.
PurposeThis article highlights the role that marketing intelligence officers need to fulfill if they are to assist marketing strategists in a broad range of duties. The marketing literature incorporates several bodies of knowledge, and reference is made to corporate security and the work of organized criminal syndicates. The topics covered will be relevant to both academic researchers and practising managers.Design/methodology/approachThe work is based on a review of a wide literature and various established and futuristic concerns have been highlighted. The paper can be viewed as a critical appreciation.FindingsMarketing intelligence officers need to be given a wider role in order that they engage more fully in the analysis and interpretation of data and information. Marketing intelligence officers need to develop their skill and knowledge base, and adopt a proactive stance to strategy formulation and implementation. By raising their profile, marketing intelligence officers will be able to seek out future management challenges. Senior managers need to put in place an effective corporate security system.Research limitations/implicationsThere is a need to establish how facilitating technology such as the internet is going to transform the working environment for marketing staff. Marketing intelligence officers need to undertake research in order to establish how consumer groups and associations exercise their power.Practical implicationsSenior marketing managers need to ensure that more attention is given to management development programs for marketing intelligence officers. The customer service management process needs to match more closely customer expectations with customer satisfaction levels.Originality/valueA company’s vulnerability is highlighted and corporate security is linked to marketing. The usefulness of marketing intelligence systems and processes are made public, and so too is the strategic marketing concept.
PurposeThis paper provides a general review of relationship marketing, its application to a business‐to‐business context and examines reasons for its failure.Design/methodology/approachReporting on the literature and two separate research investigations undertaken by the authors, research suggests there are few companies that succeed in developing relationship‐marketing programs that produce significant benefits to both parties. Discussion of theoretical aspects on relationship marketing is followed by examination of evidence from research.FindingsA series of potential failure points are identified and commented on in relation to the authors own research findings. This includes an analysis of how successful face‐to‐face interactions can be used to build relationships.Originality/valueThis article synthesizes and critically evaluates the role of relationship marketing in business and poses the key question on partnership development that many business managers are struggling with today: why bother? Throughout, the authors have made suggestions for relationship marketing managers on how relationship performance may be improved at strategic management and operational levels.
PurposeImplementing customer Relationship Management systems and processes can be a daunting task, particularly when it is viewed as an all‐or‐nothing proposition. There is, in fact, an implementation path that allows for stepwise deployment, with incremental investment and incremental returned value. This paper explores the capabilities to deploy, the interdependencies among them, and the order in which to deploy them.Design/methodology/approachThe incremental capabilities and their relationships derive from the author’s experience in process and engineering and in deployment of CRM systems and processes.FindingsA 12‐step process emerges from this mindset and experience. The first four steps describe foundation capabilities and activities, without which no CRM effort can succeed. The next four organize basic CRM activities surrounding knowing your customers, managing your channels, and managing your process. The last four describe advanced ways of thinking about the value propositions from the customer view, measuring accordingly, and continuous improvement.Practical implicationsFrom a practical perspective, this approach offers organizations a method of deploying CRM so that investment can be incremental and value can be returned at every step. Deploying organizations will find that they gain confidence in the value of CRM without a large up‐front investment.Originality/valueFor organizations new to CRM, this paper offers a roadmap for deployment, a rational approach to getting started, and a basis for choosing the scope of a first deployment. For organizations already applying CRM processes and using CRM systems, this paper offers a basis for understanding deficiencies in your CRM practices and system, and it also offers suggestions on how to improve the value of CRM.
