I was recently interviewed for a podcast on transforming executive leadership through well-defined KPIs. I address some of the challenges in developing powerful key performance indicators for the executive suite - along with a handful of warnings on typical challenges to building KPIs successfully.
If you've haven't worked with Strategyzer's ground-breaking business model canvas you're missing out on one of the most powerful tools for innovation available. Its utility ranges from blank-slate innovation to the introduction of new strategic initiatives within existing organizations.
Its power lies in its ability to create and communicate the fundamentals of an organization's business vision.
The Company Dashboard & Strategic Alignment
Your company dashboard starts with a shared vision of your business. There's no point in measuring something if your team can't agree on what is most important. But what exactly IS most important in your organization?
Does everyone agree on the customer, the value proposition, the activities that are in scope - and the activities that aren't? Even if you don't agree on what will work, do you at least agree on what you're trying to do?
And if you were to separate your leadership into different rooms and ask them the same questions about the strategy and the business model, how close would they be?
Event Marketing, Data and Return on Event (ROE)
Events have remarkably similar attributes to planning and running any other large-scale, data-driven business — whether an event is your core business or an extension.
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.
We sat down recently with Param Ghangas, the Director of Analytics at HBO, to talk through our 7 Questions.
Param has been working in analytics and marketing for over a decade, designing KPIs, building web analytics solutions, managing teams, and communicating actionable insights to a wide variety of stakeholders.
Her experience spans the business and technical sides of creating ROI in complex enterprise environments. With a keen eye for maximizing the decision-making impact of a data strategy, she had a great deal to share on how companies can work effectively to leverage information assets.
Her answers have been lightly edited for clarity and length.
An actionable insight from Harry Bowcott, a Senior Partner at McKinsey.
In a recent article Bowcott looks at some prevalent myths around the current data hype. If there's a general takeaway from this insightful article, it would be that human insights will remain the dominant source of value for the forseeable future, and that a company needs to think of the value it provides (and receives from) its employees.
Keep your head on when building out your data strategy.
"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.
He argues that most companies get hung up on technology and toolset, when they should be focused on how they service their customers.
The challenge, as he sees it, is to make sure a customer feels as valued in the new digital world as they used to feel in relationships with a more "human touch."