What's Your 2011 Strategy?

Why you need to get started now… by Matt Heinz Yes, I’m asking about January in July. You don’t have to have your budget set. You don’t need to know your January sales quota. But at this point in the year, you probably have a reasonable idea of how you’ll finish 2010. Especially if you work in a recurring-revenue business, you have a good idea of expected 2010 revenue and margin. So what’s ahead for next year? What’s your 2011 revenue and profit goal? What do you want market share to look like? And how the heck are you going to get there? The answer is probably a shift, acceleration or full change to your current strategy. Not just sales & marketing, but overall go-to-market. New products, new markets, new partnerships. Some of these may require new people, new processes, shifts in how you do business …

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Ideas as Killer Social Objects for Enterprise 2.0

Social objects. Familiar with that term? If you’re steeped in social media and Enterprise 2.0, you probably are. If not, here’s a good description by Sarah Perez on ReadWriteWeb: Social objects are objects that connect people with shared interests. Social objects are the core of any social software. They define the experience, the basis for connecting people and knowledge, and the tangible benefits for companies. Jyri Engeström, founder of Jaiku and Google employee, described key considerations for establishing the social objects of a community, both in the ReadWriteWeb post and in an earlier post on his own blog. How well does the social object break itself into structured data? With a consistent structure, it becomes easier to build out engagement and maintain a consistent experience in engaging people. What data points define the social object? There is a tradeoff in terms of the value each data point will provide versus … Continue reading

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Why the Top Ten Reasons Don't Matter

Reason is highly over-rated. If you need more data to prove your point, you’ll never have enough data to prove your point. Analysis paralysis. You’re going to follow you gut, anyway. By the time you put your business case together, the market has passed you by. “Not everything that counts can be counted; and not everything that can be counted counts.” – Albert Einstein The scientific method came to Rene Descartes in a dream! Most reasons are collected to prove to others what you have already decided to do. “The reasonable man adapts himself to the world. The unreasonable man persists in trying to adapt the world to himself. Therefore all progress depends on the unreasonable man.” – G.B. Shaw I am, therefore I think. Image Credit Don’t miss an article – Subscribe to our RSS feed and join our Continuous Innovation group! Mitch Ditkoff is the Co-Founder and President … Continue reading

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Whole Brain Social Media Metrics

When thinking about your social media strategy, you should be planning for six important metrics. What are the six? There are three different levels of social media participation and two different types of metrics. Put them in a 3 x 2 metrics, and you get six. Here’s the rundown on the three social media engagement aspects to measure: Activity – Any metrics relating to actions your organization is taking on social media: blogging, tweeting, posting, promoting, etc. Interaction – This category’s metrics focus on how your audience is engaging with your social media presence: followers, comments, likes, sharing, user created content, etc. Returns – This group accounts for where your social media activities directly or indirectly support measures driving successful organizations: revenue creation (and the activities that lead up to it), cost minimization (along with activities to help achieve it), and other critical financial performance metrics. Relative to the two … Continue reading

Posted in Headlines, Social Media, marketing | 3 Comments
Unlock Your Inner Edison

Aside from patenting over 1,000 ideas in his lifetime, Edison gave birth to the modern ideas-driven organization. As the Time article points out, his Menlo Park “invention factory” was “the forerunner of every business-world creative cockpit, from the Ford engineering center to the Microsoft campus and Google’s Googleplex.” Continue reading

Posted in Headlines, Innovation, Management, Strategy | 9 Comments
Innovation Acceleration or Deceleration?

Do Your Innovation Emperor, Rules & Idea Management Help or Hinder the Process? by Robert F. Brands with Jeff Zbar In the pursuit of innovation, many “enlightened” companies try to follow what they believe are established morays and best practices. They install someone to manage new product development or innovation. They set up a litany of rules. And they select only the “best” ideas for further development. Then they wonder why innovation falls fallow. A recent study from The Nielsen Company. found that companies with acknowledged, successful innovation practices also have limited involvement from senior management. The teams are guided, but freed of stifling controls. With the premise, “Manage Ideas Lightly, Manage Process Precisely,” the study of 30 top consumer and package goods companies found that ideation and new product development must be structured, but unconstrained. The companies enjoyed 80% more new product revenue when senior executives were less involved … Continue reading

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What is Pleasure?

What is it about Adidas sneakers that makes me so happy to wear them? Why does New Zealand’s mountainous landscape bring me so much enjoyment? These sound like rhetorical questions, but Yale University psychologist Paul Bloom wants answers. In his new book How Pleasure Works, Bloom takes a crack at explaining the nature of pleasure. Considering the complexity of his subject matter, the answer he provides is actually quite simple: “What matters most is not the world as it appears to our senses. Rather, the enjoyment we get from something derives from what we think that thing is.” When an art collector is told that his favorite Monet is a fake, it dramatically reduces the amount of pleasure he derives from the painting. Even though all that’s changed is the way that he thinks about that work of art. At the same time, everyday objects that have historical, sentimental, or … Continue reading

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