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Collaborative Technology

Safe Execution: Business-IT risk discussion

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If you are anything like me, historically your initial discussions with IT drifts toward their requirements and policies- some version of a C-I-”No”.  This is usually followed by some type of business-sponsor intervention allowing us to technologically enable our business outcome, with at least a little lingering animosity.  During a recent webinar1, Professor George Westerman [...]


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The Email Opportunity for Improving Collaboration

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According to an article published by Barry Gill in the June 2013 edition of Harvard Business Review, we spend half our work-year on email.  The statistics are based on Gill’s 2012 survey of 2,600 workers in the US, UK and South Africa who email everyday. Gill helps us understand where that time goes as he [...]


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The Calculus of Capabilities- An integrated maturity model

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  For years executives (and more than a few consultants) have applied judgment in assessing a business’s capability readiness based at least in part on one-on-one interviews.  However, the need for a holistic understanding of core competences has been out of academia and in the real world for nearly 20 years.  To what effect?  Are [...]


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The Calculus of Capabilities

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How are we doing? We typically focus on business performance – results delivered – when answering this question.  For example, what was last month’s top-line revenue, or what is our gross margin for the quarter? However, if we were to swing the spotlight to focus that question on our capabilities- our ability to deliver- you [...]


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Great Teams Require Great Communication

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Does the title surprise to you? It seems so obvious.  Until I read the “second place” 2012 McKinsey Award winning article, I didn’t even give a thought to communication not being a critical component of team performance in everyone’s mind.  However, with the obvious (team communication) weighing in as the runner-up to the 54th McKinsey [...]


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Improved Vetting: Social-Business-Inside-The-Enterprise Case Study

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“Companies are beginning to find that social technologies have enormous potential to raise the productivity of knowledge workers.” McKinsey Global Institute* The concept of vetting an idea has universal application in ideas large and small.  The following case study is based on an executive’s need to move quickly to create and embed an operational strategy [...]


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Enterprise Analysis Framework- Planning for outcomes

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“Plans are worthless, but planning is everything” Dwight D. Eisenhower1 As we work through strategy, there is a natural cascade, or progression, from “why” to “what” to “how”.  We need to drive the directional thinking (“why” and “what”) down into execution (“how”) because, and we should keep reminding ourselves of this, at the end of [...]


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Social Business- Don’t start in the tool shed

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“…the most important question for any organization is this: are we changing as fast as the world around us? “     Gary Hamel, “What is adaptability?“,  Management Innovation eXchange blog, 11.8.2012 Why Social Business? There are at least two solid reasons to be interested in social business, just based on part of Professor Hamel’s blog excerpt [...]


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The Strategy Stack

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“Three Rules of Work: Out of clutter find simplicity; From discord find harmony; In the middle of difficulty lies opportunity.”  Albert Einstein Seldom do we have the opportunity to help a client with strategic architecture from a clean slate as we recently completed with ABC.  More typically we have used a comprehensive view, our strategy-paksm, [...]


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Agile Framework for Go-to-Market Execution

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“In the face of complexity and multiple competing demands, organizations simply can’t handle decision-making in a totally rational way.  Not surprisingly, then, a single blunt instrument- like structure- is unlikely to prove the master tool that can change organizations with best effect” This quote reflects our concerns on how to deal with the reality of [...]


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