This blog "borns" in a LinkedIn environment. The goal of this blog is to provide great sources of information regarding Business Strategy. Long-term benefits from critical thinking activities which enable companies to achieve goals. Setting up organizational goals is important. How you get there is key (Strategy).
Friday, December 17, 2010
CROWD SOURCING: LET SOMEONE ELSE DO YOUR JOB?
Monday, May 24, 2010
What Is An “Engaged” Entrepreneur?
Entrepreneurship is binary. That means you’re either engaged in growing your business, or you’re disengaged. There is no in-between.
According to my colleague Greg Habstritt, if you’re a disengaged entrepreneur, then you’re probably exhausted. And as an exhausted entrepreneur you probably face each day living into activities that are draining and unproductive.
The reason I bring it up is because if you want more money, more clients and more time-off from your business, then becoming an engaged entrepreneur means saying “No” more often.
Engaged entrepreneurs say “Yes” only to those daily activities, joint venture partners, seminars and educational products that are relevant to their immediate growth needs.
It’s never too late to surround yourself with engaged entrepreneurs and on June 4th – 6th, I’m co-hosting an event in Calgary, Alberta, Canada (founded by Greg Habstritt) that celebrates engaged entrepreneurs.
If you’re reading this post in time and it makes sense for you to say “Yes” (and you’re willing to say “No” to whatever you had planned that weekend) then click here to watch an important video I prepared for you and 11 other very special entrepreneurs.
Sunday, February 21, 2010
Where Does Engagement "Live"?
I have to pay an homage to the people at BlessingWhite for their recent studies and research and Dr's Whitlark and Rhoads for their publication about the 'Spillover' effect which provides concrete relationships and data; drawing a direct correlation between high engagement and key performance indicators like sustainability, productivity, and profitability. This is no longer 'warm and fuzzy' stuff, but rather hard data.
I do continue to see that for all the dialogue I am still disappointed with the number of organizations and C level executives that are either ignoring this opportunity (some would say crisis) or paying lip service to it.
There are a couple of other things coming out about engagement that I have long believed that I am pleased to see gaining some traction as well:
- Defining engagement. This a a huge area. Engagement is not happiness or employee satisfaction. Much like compensation the lack of happiness or satisfaction can have a negative affect on engagement, but 'happy' or 'satisfied' employees are not necessarily engaged. The basic reason for that is that the work place may be providing an outlet for social relationships or other things that employees enjoy that affect those areas, but don't lead to additional productivity or discretionary effort. Measuring those other things doesn't necessarily yield engagement.
- Creating engagement. The other thing we are starting to recognize is that engagement is not an initiative or program it is a culture! To create and sustain an engaged workforce and long term employment brand you must create and sustain a culture.
I think that these 'revelations' may be part of what is keeping many organizations from embracing an engagement strategy or employment brand- they aren't prepared to do the work.
The last thing I want to share today is my response to the opening question. In my opinion engagement and your brand live at the front line level of your organization. I am not saying that senior management support and role modeling aren't critical, but how many of your customers or employees interact regularly with C level management?
How many of us encounter Howard Schultz when we visit Starbucks or Steve Jobs at the Apple store?
My point is you must build engagement into your brand through your selection, hiring, training, and performance management and reward systems. I would go further and say that your front line managers are your greatest potential asset or weakness. In fact Whitlark and Rhoads are even more specific;
'One bad manager can pollute multiple levels of an organization, and poor managers bring down employee morale, which spills over into the engagement level of customers.”
My point being that your 'engagement' or 'branding' effort must be embraced as a culture change and you have to be willing to 'de-recruit' employees especially managers who can not or will not make the transition. My experience has been validated by James L. Heskett, author of the book The Service-Profit Chain, who writes-
“… the hardest concept is the deployment of the culture change …which requires that organizations identify values, behaviors, and measures that help reinforce the service profit chain relationships. But it also requires actions. That is when managers are not managing by the values and cannot be admonished or retrained to do so (which rarely works), they have to go.”
So I guess what I am saying is that engagement is mutual commitment and while it is important to have brand champions in the C suite you will be most successful when you embed it into the fabric of your organization because engagement and your brand live on the 'ground floor' where your employees interact with your customers. As my colleague Joseph Skursky so elegantly states, Hire Hard- Manage Easy. You will find it a better long term strategy.
Part of the introduction – Strategy Execution Heroes
Superman, otherwise known as Clark Kent, flies into the Magnatexx office.
Instead of his usual red cape, he has decided to wear his three-piece grey pinstriped Armani suit. “It just seems more appropriate” he had thought while getting ready that morning.
Superman is reacting to a ‘failing strategy’ distress call from 53-year-old Mike, CEO of Magnatexx, a large pharmaceutical company. It was the 267th call he had received in the two weeks since starting his new sideline – the ‘strategy rescue’ programme.
When he arrives at Magnatexx, Superman immediately identifies the execution issues and takes over the role of all managers. In no time at all, Magnatexx obtains the desired competitive advantage and performance starts to peak. And everyone lives happily ever after.
This story seems too good to be true. And it is.
But you don’t have to be able to fly like Superman, scale walls like Batman or become green and super strong like the Incredible Hulk to turn a great strategy into great performance.
You need performance-driven managers who master Strategy Execution.
Strategy Execution is no longer ‘the gap nobody knows’, the title of the first chapter of the best-seller Execution. Thanks to the authors Bossidy and Charan, Strategy Execution pioneers Kaplan and Norton, several leading articles in respected business magazines such as The Harvard Business Review and a host of research, organisations have become very aware that much great strategy is lost before it’s turned into performance mainly as a result of poor execution skills.
The performance gap is known. And it’s time for companies to close it.
This book will help you get the job done. Strategy Execution Heroes will help you to:
1. Approach Strategy Execution from a manager’s perspective.
2. Align individual and organisational performance in a simple, easy-to-communicate, sexy Strategy Execution framework.
3. Communicate your strategy effectively.
4. Set great objectives for yourself and your team members.
5. Coach others through the implementation maze.
6. Simplify your Strategy Execution process.
7. Select, manage and deliver your strategic initiatives.
8. Set up a development platform to boost the execution skills of others in the organisation.
9. Turn Strategy Execution into a competitive advantage.
In short, this book will help you get the execution job done. But don’t expect complex theories or fancy words. Strategy Execution Heroes gets right to the point and won’t waste your time. It will:
Boost your learning with more than 250 practical tips.
Put your action plan on the right track with 27 downloads with supporting material.
Inspire your actions with stories from best-in-class companies like BT, Coca-Cola, Lockheed Martin, eBay and many others.
So whether you are a future manager preparing for the challenge, a field manager or an experienced senior executive, get ready to boost your execution skills. Become a Strategy Execution hero and turn your great strategy into great performance.
Thursday, January 21, 2010
Opportunity from Chaos
In a recent article Daniel Pink, author of Drive as well as several other great management books, states that loyalty isn't dead it has been redefined. He even provides a whole bunch of ways to build this redefined loyalty into your organization and redefined loyalty can translate to engagement which directly contributes to sustainability, profitability, and productivity.
Although 25% of the workforce will be over 50 by 2020 in North America and Europe and the over 45 customer demographic will be 40% larger than the 20-45 group by 2012 these folks have more money to spend and incidentally research shows that the over 50s have as good or better skills as their younger counterparts. By matching up the customer facing workforce with the demographic shift it represents opportunity rather than loss.
Building engagement requires a strategy, but it is not necessarily cost prohibitive or limited to large, complex organizations. In fact many of the elements of an engagement strategy are pretty simple in their foundations:
* Hire the right people. Think about your organization and your values and the values of your customer base and build it into your hiring and selection processes.
* Create great jobs. Great jobs are not necessarily about compensation. They give people an opportunity to contribute and work in an environment that fits them.
* Participate in helping people build great careers. Loyalty should be based on contribution not tenure. Employees who give you 110% while they work for you are loyal. Employees who speak highly about you to customers and other potential employees are loyal.
* Re-recruit constantly. Smart employers spend a lot of time ensuring that employees understand their personal contribution to the business and where they fit in. Do you really think this is easier in organizations with thousands of employees than it is in smaller organizations?
* Take advantage of local resources. Most of the foundational element of successful engagement come down to relationship skills not technology. I am talking about things like setting expectations properly, giving feedback constructively, recognizing positive results and similar skills. Most of those skills are taught by your local Chamber of Commerce or community college. You don't need an expensive "top tier" consulting firm. Best practices and templates work great for the company who developed them and consulting firms who install them.
* Think local, act local. To a great extent most of us operate in our local community. By engaging and investing in our community we build and reinforce relationships and it relationships that drive organizations not technology or systems by themselves.
In my mind we must decide whether or not we will use the "lessons" from this latest recession as a learning opportunity or concede defeat. I am hoping it will cause us to examine root causes and to redefine how we work with our employees, customers, and communities and they we will capitalize on the benefits of commitment rather than compliance. We have to decide.
Mark Herbert
Tuesday, May 12, 2009
Monday, May 11, 2009
Sunday, May 10, 2009
Google Philosophy
Our Philosophy
Never settle for the best
"The perfect search engine," says Google co-founder Larry Page, "would understand exactly what you mean and give back exactly what you want." Given the state of search technology today, that's a far-reaching vision requiring research, development and innovation to realize. Google is committed to blazing that trail. Though acknowledged as the world's leading search technology company, Google's goal is to provide a much higher level of service to all those who seek information, whether they're at a desk in Boston, driving through Bonn, or strolling in Bangkok.
To that end, Google has persistently pursued innovation and pushed the limits of existing technology to provide a fast, accurate and easy-to-use search service that can be accessed from anywhere. To fully understand Google, it's helpful to understand all the ways in which the company has helped to redefine how individuals, businesses and technologists view the Internet.
Ten things Google has found to be true
1. Focus on the user and all else will follow.
From its inception, Google has focused on providing the best user experience possible. While many companies claim to put their customers first, few are able to resist the temptation to make small sacrifices to increase shareholder value. Google has steadfastly refused to make any change that does not offer a benefit to the users who come to the site:
- The interface is clear and simple.
- Pages load instantly.
- Placement in search results is never sold to anyone.
- Advertising on the site must offer relevant content and not be a distraction.
By always placing the interests of the user first, Google has built the most loyal audience on the web. And that growth has come not through TV ad campaigns, but through word of mouth from one satisfied user to another.
2. It's best to do one thing really, really well.
Google does search. With one of the world's largest research groups focused exclusively on solving search problems, we know what we do well, and how we could do it better. Through continued iteration on difficult problems, we've been able to solve complex issues and provide continuous improvements to a service already considered the best on the web at making finding information a fast and seamless experience for millions of users. Our dedication to improving search has also allowed us to apply what we've learned to new products, including Gmail, Google Desktop, and Google Maps. As we continue to build new products* while making search better, our hope is to bring the power of search to previously unexplored areas, and to help users access and use even more of the ever-expanding information in their lives.
3. Fast is better than slow.
Google believes in instant gratification. You want answers and you want them right now. Who are we to argue? Google may be the only company in the world whose stated goal is to have users leave its website as quickly as possible. By fanatically obsessing on shaving every excess bit and byte from our pages and increasing the efficiency of our serving environment, Google has broken its own speed records time and again. Others assumed large servers were the fastest way to handle massive amounts of data. Google found networked PCs to be faster. Where others accepted apparent speed limits imposed by search algorithms, Google wrote new algorithms that proved there were no limits. And Google continues to work on making it all go even faster.
4. Democracy on the web works.
Google works because it relies on the millions of individuals posting websites to determine which other sites offer content of value. Instead of relying on a group of editors or solely on the frequency with which certain terms appear, Google ranks every web page using a breakthrough technique called PageRank™. PageRank evaluates all of the sites linking to a web page and assigns them a value, based in part on the sites linking to them. By analyzing the full structure of the web, Google is able to determine which sites have been "voted" the best sources of information by those most interested in the information they offer. This technique actually improves as the web gets bigger, as each new site is another point of information and another vote to be counted.
5. You don't need to be at your desk to need an answer.
The world is increasingly mobile and unwilling to be constrained to a fixed location. Whether it's through their PDAs, their wireless phones or even their automobiles, people want information to come to them. Google's innovations in this area include Google Number Search, which reduces the number of keypad strokes required to find data from a web-enabled cellular phone and an on-the-fly translation system that converts pages written in HTML to a format that can be read by phone browsers. This system opens up billions of pages for viewing from devices that would otherwise not be able to display them, including Palm PDAs and Japanese i-mode, J-Sky, and EZWeb devices. Wherever search is likely to help users obtain the information they seek, Google is pioneering new technologies and offering new solutions.
6. You can make money without doing evil.
Google is a business. The revenue the company generates is derived from offering its search technology to companies and from the sale ofadvertising displayed on Google and on other sites across the web. However, you may have never seen an ad on Google. That's because Google does not allow ads to be displayed on our results pages unless they're relevant to the results page on which they're shown. So, only certain searches produce sponsored links above or to the right of the results. Google firmly believes that ads can provide useful information if, and only if, they are relevant to what you wish to find.
Google has also proven that advertising can be effective without being flashy. Google does not accept pop-up advertising, which interferes with your ability to see the content you've requested. We've found that text ads (AdWords) that are relevant to the person reading them draw much higher clickthrough rates than ads appearing randomly. Google's maximization group works with advertisers to improve clickthrough rates over the life of a campaign, because high clickthrough rates are an indication that ads are relevant to a user's interests. Any advertiser, no matter how small or how large, can take advantage of this highly targeted medium, whether through our self-service advertising program that puts ads online within minutes, or with the assistance of a Google advertising representative.
Advertising on Google is always clearly identified as a "Sponsored Link." It is a core value for Google that there be no compromising of the integrity of our results. We never manipulate rankings to put our partners higher in our search results. No one can buy better PageRank. Our users trust Google's objectivity and no short-term gain could ever justify breaching that trust.
Thousands of advertisers use our Google AdWords program to promote their products; we believe AdWords is the largest program of its kind. In addition, thousands of web site managers take advantage of our Google AdSense program to deliver ads relevant to the content on their sites, improving their ability to generate revenue and enhancing the experience for their users.
7. There's always more information out there.
Once Google had indexed more of the HTML pages on the Internet than any other search service, our engineers turned their attention to information that was not as readily accessible. Sometimes it was just a matter of integrating new databases, such as adding a phone number and address lookup and a business directory. Other efforts required a bit more creativity, like adding the ability to search billions of images and a way to view pages that were originally created as PDF files. The popularity of PDF results led us to expand the list of file types searched to include documents produced in a dozen formats such as Microsoft Word, Excel and PowerPoint. For wireless users, Google developed a unique way to translate HTML formatted files into a format that could be read by mobile devices. The list is not likely to end there as Google's researchers continue looking into ways to bring all the world's information to users seeking answers.
8. The need for information crosses all borders.
Though Google is headquartered in California, our mission is to facilitate access to information for the entire world, so we have offices around the globe. To that end we maintain dozens of Internet domains and serve more than half of our results to users living outside the United States. Google search results can be restricted to pages written in more than 35 languages according to a user's preference. We also offer a translation feature to make content available to users regardless of their native tongue and for those who prefer not to search in English, Google's interface can be customized into more than 100 languages. To accelerate the addition of new languages, Google offers volunteers the opportunity to help in the translation through an automated tool available on the Google.com website. This process has greatly improved both the variety and quality of service we're able to offer users in even the most far flung corners of the globe.
9. You can be serious without a suit.
Google's founders have often stated that the company is not serious about anything but search. They built a company around the idea that work should be challenging and the challenge should be fun. To that end, Google's culture is unlike any in corporate America, and it's not because of the ubiquitous lava lamps and large rubber balls, or the fact that the company's chef used to cook for the Grateful Dead. In the same way Google puts users first when it comes to our online service, Google Inc. puts employees first when it comes to daily life in our Googleplex headquarters. There is an emphasis on team achievements and pride in individual accomplishments that contribute to the company's overall success. Ideas are traded, tested and put into practice with an alacrity that can be dizzying. Meetings that would take hours elsewhere are frequently little more than a conversation in line for lunch and few walls separate those who write the code from those who write the checks. This highly communicative environment fosters a productivity and camaraderie fueled by the realization that millions of people rely on Google results. Give the proper tools to a group of people who like to make a difference, and they will.
10. Great just isn't good enough.
Always deliver more than expected. Google does not accept being the best as an endpoint, but a starting point. Through innovation and iteration, Google takes something that works well and improves upon it in unexpected ways. Search works well for properly spelled words, but what about typos? One engineer saw a need and created a spell checker that seems to read a user's mind. It takes too long to search from a WAP phone? Our wireless group developed Google Number Search to reduce entries from three keystrokes per letter to one. With a user base in the millions, Google is able to identify points of friction quickly and smooth them out. Google's point of distinction however, is anticipating needs not yet articulated by our global audience, then meeting them with products and services that set new standards. This constant dissatisfaction with the way things are is ultimately the driving force behind the world's best search engine.
* Full-disclosure update: When we first wrote these "10 things" four years ago, we included the phrase "Google does not do horoscopes, financial advice or chat." Over time we've expanded our view of the range of services we can offer –- web search, for instance, isn't the only way for people to access or use information -– and products that then seemed unlikely are now key aspects of our portfolio. This doesn't mean we've changed our core mission; just that the farther we travel toward achieving it, the more those blurry objects on the horizon come into sharper focus (to be replaced, of course, by more blurry objects).
PS- This information can be found very easily, however I identify this content as "magical" for every world industry. Ten things Google has found to be true, and can be done in every walk of life. Give it a try! You just live once.
Saturday, May 9, 2009
Tell Me A Story......
I had the opportunity to share my thoughts with the group yesterday, so now I am taking the opportunity to share my perspective with you and seek your perspective.
In short, social networking is about relationships and trust, not about technology!
I want to state for the record that I am certainly no tech whiz (I type with two fingers). I am no "hipster" as I am a 52 year old white guy.
The reason I say tell me a story is because I believe that social networking is going back to the future. Once upon a time there was no media, no newspapers, and very few books. In fact the vast part of the population was illiterate, and the controlling powers liked it that way.
We relied on an "oral" tradition. We passed along stories and legends from one person to another. We relied on relationships. I would submit that social networking is a return to that model, passing along information to each other.
As I have talked, written and blogged about the need for a new social contract I have consistently talked about three foundational concepts:
Engagement is a far superior environment to any other in a business or organizational setting.
The foundation of all meaningful organizational systems isrelationships between people.
Trust is the essential element of functional relationships and engagement.
The bottom line is you will never have engaged relationships with your employees, your customers, or your community without trust. Much of the "new" generations have lost trust in our current relationship infrastructure and models.
Management expert Gary Hamel indicates that among other things the "Facebook" generations embrace a number of new "principles" that you need to be aware of:
Contribution counts for more than "credentials"
Hierarchies are natural not prescribed.
Power comes from sharing information not hoarding it.
Opinions compound and are "peer" reviewed.
Users can veto most policy decisions.
If you take a look at these things they represent pretty profound differences from how management and leadership is taught and practiced. To quote popular songwriter John Mayer (for those of you unfamiliar with his music he was the guy that "dumped" both JenniferAnniston and Jessica Simpson, if neither of them is familiar to you then you live in a cave so it doesn't matter) "when they own the information they can twist it all they want".
And we do; the biggest concern about social networking I hear from members of the "greatest generation" and "boomers" is "how do I control what they say about me on blogs, etc?" the answer is you don't! You participate and contribute you don't control.
When I created my compliance to commitment model the third "pillar" is information. It is critical and the emerging generations haveunprecedented access to it. Social networking is also based on the most powerful force in the universe (in my opinion), the power ofrelationships.
When you have heard me talk about the "new" engagement model you have seen the five levels described by BlessingWhite:
Satisfaction
Loyalty
Recommendation
Best Product/Practices
Excitement and Pride
At the risk of being overly simplistic, I don't think you can create the higher levels without creating a relationship.
When you see how social networks describe those relationships they use words like "friend" and "connection". There is an implication of trust and shared experience.
For me when I write, blog, and speak it is always with that intent; to build and sustain relationships and trust. To inform, to share, and to solicit other viewpoints and perspectives.
So I will leave you with a couple of thoughts;
Engagement is the most powerful tool that organizations have to increase productivity, profitability, and sustainability.
Engagement is built on relationships and relationships are built on trust. Don't try to "sell" your idea, share a story and invite others to share theirs.
I am going to keep building "lighthouses" and telling "stories". I hope as I share them we will understand and join the "new" generations and build on trust and shared values. Commitment is better than compliance, period.
Friday, April 24, 2009
Announcement from Top Strategy Networkers
We are 630 members. Thanks for your support.
We would like to:
1- Spread the word, if you really think this group adds value around business strategy issues. To do so, please use this link to invite Top Strategy networkers: http://www.linkedin.com/groupRegistration?gid=80341
2- We are always looking for new materials, articles, videos, etc. If you think you can deliver some of your time in helping us to growth as a family, please send us your opinions, thoughts and sources.
3- We are publishing the best content we receive and we are competing with the most innovative blogs I am aware of. Please visit: http://www.ideaconnection.com/innovation-blogs/ You will find us there. You can vote!
Thanks for being here.
Best regards,
Top Strategy Networkers
Tuesday, February 10, 2009
Turtle or Hare- Part Deaux
The official "prognosticators" have grimly stated that our current economic situation is 1) likely to get worse before it gets better and 2) likely to last at least twelve moths. So what do we do with the time? Here are some of my suggestions:
- Plot your strategy. How many "overnight" successes have you met that spent years refining and executing their strategy whether personally or professionally. In my last position we took some time to reflect and refine our strategies and then launched a multi point strategy with excellent results. (see my case study- a New Paradigm for Credit Unions). Several competitors commented to me later- we thought you guys had given up- you were massing for D -day!
- Examine your team. Anybody else tired of hearing everybody parrot Jim Collins about getting the right people on the bus? You can't just talk about it, you have to do it! If organizations are cutting budgets or slashing product launches and cutting marketing expenses before looking at the performance metrics of your organization and assisting the bottom 10 -15% off the bus you aren't doing what you need to do!
- Look for "blue ocean". Are you proactively looking for new opportunities and new markets? Are their opportunities to bring your product or service into a new sector?
- Examine your systems. I agree with Collins; the enemy of great isn't bad or awful, it is "good" as in "good" enough. Do you have efficient systems in not only data management, but in business intelligence? Is the data being turned into meaningful action plans and being disseminated to the right people?
- Do you have clarity? Marcus Buckingham tells us the most important role of leadership is clarity. Clarity of purpose and vision. Richard Rumelt of UCLA tells us that the key role of management is to remove or minimize ambiguity. Employees need to understand their role in the organizations plan, especially at times like these.
- Do you have an engagement strategy? If you don't you are not alone, but here are some arguments why you should start now. In my article on "presenteeism" I shared with you that we lose $200 billion annually to productivity drain from people who are not fully engaged, are dealing with personal concerns, or just taking up space. In my series on Compliance to Commitment(TM) and engagement I shared the corollary- organizations with high engagement enjoy 21% higher per capita productivity rates, 60% lower turnover, and outperform their peer group averages by 100% on key financial metrics. Their employees see themselves as part of the solution and actively participate in creating solutions, not whining or abandoning ship.
- Are you playing as a team? When business get in trouble or experience tough times I typically see the executive team "huddle" in a conference room making all the decisions: what do we cut, who do we cut, what do we do? Here is a tip- employees at all levels support decisions that they participate in much more consistently than decisions that are imposed on them. I am not suggesting a vote, but giving employees an opportunity to participate in the how if not the what or at least informing them and getting their input conveys respect and value. If your management team and staff can't contribute to these kinds of decisions you might ask yourself why they are part of your team.
I remember hearing that Native Americans ate when food was plentiful and rested when the opportunity presented itself. I also read in Malcolm Gladwell's latest book the difference between a "rice" culture and a "wheat" culture. A rice culture is not seasonal, when you are not planting and harvesting you are preparing for the next growing season. In our "wheat culture" we spent the winter months inside - sounds a lot like "turtling" to me.
So I hope that I have given you somethings to consider. Comments always welcome.
Mark Herbert
Source: http://www.newparadigmsllc.com/blog/2009/02/turtle-or-hare-part-deaux.html