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Strategy

  • With Goals, FAST Beats SMART

    Managers are often advised to make their goals specific, measurable, achievable, realistic, and time-bound (SMART), but the traditional approach to goals can actually undermine the ability of a company to execute its strategy. Instead, managers should set goals that are "FAST": embedded in Frequent discussions; Ambitious in scope; measured by Specific metrics, and Transparent.

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  • What's Your Cognitive Strategy?

    In the eyes of many leaders, artificial intelligence and cognitive technologies are the most disruptive forces on the horizon. But most organizations don't have a strategy to address them.

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  • Why Selling “Solutions” Isn’t Enough

    Companies marketing B2B services often like to tout their business “solutions”, but most of these address problems they think potential customers have — not the ones they actually have. To offer companies value, B2B products and services need to be outcome-oriented and meet the customer’s needs.

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  • Customers Relationships Evolve - So Must Your CRM Strategy

    Customer relationships can evolve through four stages — they can be transactional, transitional, communal, or damaged. Understanding each of these stages, using them to classify customer relationships, and tailoring CRM efforts accordingly can enable your company to better deploy its limited CRM dollars. Not all outreach efforts work equally well in all stages of a relationship. And without this kind of tailoring, you’re likely wasting some of your CRM budget.

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  • When SMART Goals are Not So Smart

    The traditional "SMART" approach to goal setting may no longer offer companies the best path forward. In a continually changing competitive environment, companies should develop their goals in the context of current conditions.

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  • Seven Technologies Remaking the World

    Once upon a time, business leaders could leave technology to the technologists. But today, we are at the starting line of a universal technological revolution — one that is fundamentally altering commerce, health care, learning, and the environment.

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  • The Store Is Dead — Long Live the Store

    At the same time that many traditional retailers are closing offline stores, digitally native vertical brands such as Bonobos and Warby Parker are aggressively expanding into offline locations. And both online and offline retailers are converging in experience-oriented “showrooms.”

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  • The End of Scale

    For more than a century, economies of scale made the corporation an ideal engine of business. But now, a flurry of important new technologies, accelerated by artificial intelligence (AI), is turning economies of scale inside out. Business in the century ahead will be driven by economies of unscale, in which the traditional competitive advantages of size are turned on their head.

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  • No One Knows Your Strategy — Not Even Your Top Leaders

    Research shows that most organizations fall far short when it comes to strategic alignment. The authors’ analysis of 124 organizations revealed that only 28% of executives and middle managers responsible for executing strategy could list three of their company’s strategic priorities. How do leaders close this dangerous strategic-alignment gap?

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  • The Truth About Corporate Transformation

    Considering the increasing pace of technological change and volatility in many industries, the need for corporate transformation is rising. Unfortunately, the chance of successfully achieving it is falling.

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