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Digital Darwanism By Christopher Wollmer
A recent survey of industry leaders depicts the new marketing and media ecosystem as a competitive arena where survival of the fittest holds sway. Companies with certain preferred traits in their organizational DNA or with superior skills of self-adaptation are positioned to thrive in this environment.
Resilience Report is a monthly update on business complexity and strategy-based transformation.
Outsourcing Might be Answer, But what's the Question?
By Dr. Richard Williams
A common mistake is to outsource something that’s perceived to be ‘broken’ in the hope that the outsourcer will be able to fix it. Frequently all that happens is that you merely shift the same problem to somewhere else.
Outsourcing is about taking something that isn’t your organisation’s core competence and getting a specialist to run it more efficiently. The essence is to try to take advantage of a specialist provider’s knowledge and economies of scale to improve performance and achieve the service you need, usually at a lower cost.
To Twitter or Not to Twitter?
By Clive Sexton
World is obsessed with Twitter...starting life in 2006 as a research project at US podcasting company Odeo the site has replaced Facebook as the social networking tool du jour letting users fire off missives of (“tweets") of no more than 140 characters. Many rich, famous celebrities have embraced Twitter - Stephen Fry, I believe, is the 2nd most prolific tweeter in the world. And professionals in the interim management world aren’t far behind. Lastminute.com founder Brent Hoberman described it as "a fascinating zeitgeist tool. It's an excellent way of understanding trends, seeing what people are talking about and what's firing their imaginations.
World is obsessed with Twitter...starting life in 2006 as a research project at US podcasting company Odeo the site has replaced Facebook as the social networking tool du jour letting users fire off missives of (“tweets") of no more than 140 characters. Many rich, famous celebrities have embraced Twitter - Stephen Fry, I believe, is the 2nd most prolific tweeter in the world. And professionals in the interim management world aren’t far behind.
Lastminute.com founder Brent Hoberman described it as "a fascinating zeitgeist tool. It's an excellent way of understanding trends, seeing what people are talking about and what's firing their imaginations.
4 TIPS for Better Outsourcing Deals
Nothing says "cost cutting" like a big outsourcing deal. Some firms will either panic or simply be forced to pull the trigger on outsourcing deals without laying the foundation for success with effective internal preparation. Some of these deals will work based on brute force and luck, but luck is not a good business strategy, and many deals will not meet expectations. For firms that must execute or renegotiate an outsourcing deal, there are some steps that improve the chances of success.
Crisis Management: Establishing trust is the first step in Effective Leadership
How would you describe your leadership style?
Servant--leader is how I always describe my style. My job is to make sure that my team has everything they need to do their jobs. whether it's training, removing obstacles in their way, or additional resources.
Every business leader would like to create a sound Strategy and have it executed well. Accomplishing this, however, remains an elusive goal for most business organizations. Devising and implementing new and innovative strategies to exploit opportunities in a competitive world is daunting. Clearly, no one strategy ﬁts all companies. As with most complex problems, the solution to planning and executing strategy lies in creating a practical, step-by-step methodology that breaks the problem into manageable components to be addressed in a logical sequence.
The value approaches discussed in this research paper sections are excellent tools for sense making and to provide Strategic Vision to the Group when the number of business units in a firm grows very large—thereby reducing cognitive overload at senior management levels—and they are excellent cash management tools when resources are insufficient to cover all opportunities and strategic requirements at the business unit level.
As we know, there is no magic strategy that will turn the present global financial crisis into an unalloyed positive. However, governments around the world can find the seeds of long-term advantage in the decisions they make now. The world’s governments are not all dealing with the crisis in the same way, although there are several common responses: Through innovation, re-examination of operational models, and thoughtfully directed support of key public- and private-sector institutions, they and the economies under their leadership can emerge as more efficient, competitive players in a post-crisis environment. The sections in this paper also strategically explores the following questions:
The key feature of the paper is to deliver a Strategic model which narrates how to Shape Your Strategy in the world of constant chaos and finally it explores whether it makes sense for the organisations to look towards inorganic growth in the current era, its risks, advatanges and losses.
As companies batten down the hatches, we need leaders who do not compromise on standards and values that are essential in flush times. Fortunately, such leaders do exist. Their insights can help other organizations weather the current crisis, says Harvard Business School professor Michael Beer. Q&A. Key concepts include:
Urgency can be a positive force in companies, says leadership expert and HBS professor emeritus John P. Kotter. His new book, A Sense of Urgency (Harvard Business Press), makes that conviction clear. Our excerpt describes how leaders might skillfully transform a crisis into an organizational motivator for the better. Key concepts include:
Dominate me Google, please..
Google is apparently "getting ready to fully cast its social net over its web properties," according to TechCrunch, the latest signal being the automatic creation of a Google account when opening a YouTube account.
It's a clever, almost Microsoft-esque move designed to make Google the center of our social universe. It can't happen fast enough. But Google shouldn't stop with its own properties.
The social Web is currently a morass of mostly siloed choices. I can be on Facebook but also have to build a profile on LinkedIn, not to mention Digg, Slashdot, Bebo, Classmates.com, etc., etc. While we've seen marginal linkage start to form between these through initiatives such as OpenSocial, they don't get nearly far enough toward the one-stop social experience most of us want on the Web.
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