The ancient story of 6 Blind Men & An Elephant is used in this animated presentation to illustrate the challenges of aligning a CEO's understanding of their value proposition with their leadership team and board members.
Leaders can work shoulder-to-shoulder for years and still have very different ideas about the fundamental value the company is trying to create for its customers.
Our belief is that this alignment doesn't happen passively. It takes a deliberate effort to get everybody on the same page. And significant challenges and tensions emerge when their are disconnects.
Plus, we like flying elephants and camels.
It's like being back in film school.
Been locked away in "the studio" this week recording video, audio, editing, building presentations, hunting for sound effects, discarding sound effects, and prepping the marketing for two social media campaigns.
The first campaign, a formalized offering for CEOs that helps establish value proposition alignment between a CEO and his/her leadership team (not an easy task) - and an easy disconnect to miss.
In the daily bombardment of unsolicited email, pop-up video with every swipe, and newsfeeds crowded with calls-to-action, it is increasingly difficult to draw attention to one's company and value proposition.
This week we rolled out an interactive presentation called "Driving Data ROI from the Executive Suite." It is the first of a larger set of releases that share the vision and value of The Bartlett System.
Here's the non-interactive video presentation...
"What is our value proposition?"
You would think that everyone in an organization - and certainly everyone on the same leadership team - would identify a common value proposition for their customers.
Surely the CXOs are on the same page.
I mean they must be.
How could we have gotten this far! We all work in the same organization, we gather in the same conference rooms, we work on the same projects, we budget together.
We dine with the same customers!
We know it's not what it says on the website. That's all wrong. But that was just marketing. They never get it.
They nagged us about it, and then just wrote whatever. What they always write. The usual stuff.
But, come on, we know why our customers stay with us. Right?
The most important dashboard in an organization is the one on the CEO's mobile phone or desktop. Other dashboards may provide insight into critical issues: financial health, marketing spend, operational efficiency, customer satisfaction and much more.
The CEO’s dashboard tells the story of the company’s business model .
The key performance indicators here are vital signs that indicate how well the business model itself is functioning - and they provide predictive and actionable insights into future challenges and growth.
This article provides a five-point sanity check for your own CEO dashboard. Lock the door, hold your calls, and open up your current dashboard.
As your company's CEO, you are the chief strategist, designer and evangelist for your business model. The clarity you create around your target customer, your value proposition and the differentiated activities your organization delivers is critical.
If your business model isn't clear - or even defined - then you’re not ready for an investment in an analytics strategy. Put down your checkbook, and Don't Pass Go.
An actionable insight from Michael E. Porter's seminal work on business strategy. He makes a salient point about defining what's "out of scope" as one of the 5 keys to strategic success. Essentially, when you try to do everything, you do nothing.
One of Porter's five tests on what strategy is includes the directive to understand trade-offs and choose what not to do. If you own your company's business strategy, then the must-read Harvard Busines Review "What Is Strategy" can be found here. This is a long form collection of articles, but the included callout summaries get at the heart of his thinking.
If you're not familiar with his work, Michael E. Porter was awarded Harvard's highest academic distinction for his contributions to strategic thinking.
How it relates to our The Bartlett System approach lies within the Business Model section at the top of the diagram below (and, critically, drives everything below it.)
As a CEO, it is more than likely you are under increasing pressure to demonstrate a tangible return on your analytics strategy. But for many CEOs, the ROI on data has been elusive.
Data scientists are hired, resources invested in analytics software, and data warehouses built and rebuilt again. And even though your leadership team can't quantify the bottom-line on the last set of investments - they urgently need budget for a new round.
Budget for Tableau. For AWS. For a data lake. For machine learning training.
It's frustrating and uncertain. But here's the thing:
Some of these challenges actually start at the top, and as CEO you have the power to fix them.
Here's a quick look at 7 troubling indicators that may indicate you're part of the problem.
An actionable insight: in a stunning uptick in AI, CEOs mentioned 'artificial intelligence' in 3rd quarter earnings calls over half the time. Bill Schmarzo, Dell's "Dean of Big Data" writes there's no challenge for CEOs interested in identifying opportunities for Artificial Intelligence, Machine Learning and Deep Learning. There are significant challenges...