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Block 3: Building long-term success :timer_clock: (Value # # #…
Block 3: Building long-term success
:timer_clock:
Innovation
:bulb:
Time
Cycles
Business
Virtuous/Vicious
Sustinability
Creative destruction
Institutional support
Innovators
Early adopters
Early majority
Late majority
Lag
Politics of business
Perspective
Societal
Organistional
Context
Institutions
Values/Interests
POWER
Politcal games
Goal driven
Coalitions
Formal
Informal
Stakeholder analysis
Who
Interests/beliefs
Coalitions/Conflicts
Strategies
Power v Interest Matrix
Astuteness skills
Aligining interests
Harley and Fletcher's framework
Personal skills
Interpersonal Skills
Reading others/situations
Building alignments/alliances
Strategic direction
Business and Management
:briefcase:
#
Power dynamics
Competing values
interests
Relationships
Interpersonal
Inter-organisational
Value
#
#
#
Subjective
Use value
Exchange value
Social impact
Organisation
Stakeholder desires
Corporate activism
Social media
Social mission
Timescales
Larger purpose
Probelm solving
New idea
Responsive fix
Innovation Value Chain
Idea generation
In-house
Cross-pollination
External
Conversion
Selction
Development
Diffusion
Spread
Shareholder Value
Rappaport (2006)
Ten principles
Measurement
#
Value Creation
Market indicators
Non-GAAP
Extending window
Combination
Financial reporting
Historic cost
Deprival value
Fair value
Useful decision making
Shared value
Corporate Social Responsibility
Reducing "harms"
Creating Shared Value
Capitalism
Creating value
Organisation
Society
Ecosystem
Collective impact
Common agenda
Consistent measuring
Mutual reinforcement
Continuous communication
Backbone organisation
Key players
Governments
NGOs
Corporation
Community members
Employment Relations
:female-office-worker:
Perspectives
Economic
Legal
Regulation
Negotiation
Between managers
Grievance handling
Bargaining
Group problem solving
History
Industrial relations
power relations
conflict
Trade Unions
Employee voice
Channel
Direct
e.g. Team briefings
Indirect
Intermediary
Trade unions
#
Precarious employment representation
Positive expression
Hybrid arrangements
Strategy
Employee Inclusion
Employee Participation
Business Functions
:office:
OPERATIONS :truck:
Strategic improvement
Importance-performance martix
Operational risk
Risk
Management
Reduce impact
Mitigation
Avoid
Reduce
Transfer
Sgare
Accept
Reduce likelihood
Plan for recovery
Source
Hazards
Supply
Operational
Product/service design
Customer
Environmentl
Assessment
Identify hazard
Estimate impact
Estimate likelihood
Combine impact and likelihood for measure
Risk Assessment Matrix
Resilience
Response
ORM programme
MARKETING
:shopping_bags:
Relationship marketing
Benefits
Retain not replenish
Profit over customer lifetime
Less price sensitivity
Increased customer understanding
Greater predictability
Customer lifetime value
Customers; stream of purchases
Customer equity
Sum of lifetime values of all
Aim/Development
Customer loyalty
Customer value
Commitment
Customer orientation
Trust
Communication
Customer satisfaction
Service-dominant logic
Service for service
Co-creation of value
Types
Minimal
seller-maintained
buyer-maintained
bilateral
30Rs
Loyalty ladder
Business-to-business
Transactional
Transitional
Communal
Damaged
Relevancy
Respond
Internal
Communication
Line management
Internal team peer
Internal project peer
Internal corporate
Prommote commitent
Employee engagement
Support
Unfair customers
Empowerment
Brand commitment
Champions
Agnostics
Cynics
Saboteurs
Prevent undermining of external comms
Crises Management
Timeline
preconditions
trigger event
3, Crises
4,postcrises
Brand/organisation damage
Scandal (External)
External
Digital
Long-lasting
Association
Fake news
Brand sabotage
Consumer
Conflicting values
Attribution theory
Employee
Anti-company
Underperformance
Service recover failure
Management
Four-step framework
Assess
Acknowledge
Formulate response
Implement
Griffin's top 10 recommnedations
Measuring success
#
10 key measures
Profit
Sales
Gross margin
Awareness
Market share
No of new products
Relative price
Customer dissatisfaction
Customer satisfaction
Distribution/availbaility
Other key
Brand equity
Customer equity
Social accounting
Materiality matrix
Time-frame
Financial and Non-financial
Short and long term
FINANCE
:moneybag:
HRM
:silhouettes:
Organisational development
Well-being
Productivity
Change Management
#
Transformation
Better social systems
Different
Resistance
Human focus
Kotter (1996)
Anchor
Consolidation of gains
Short-term wins
Empower
Communicate
Vision/Strategy
Coalition
Urgency
Communication
Why
Distrust
Comfort
Fear
Sustainability
Burining Platform
Necissity
Urgency
Diffusion of Innovation
Critical mass
#
Dynamism
Change Leadership
Drive
Big vision
Mass empowerment
Skilled management
Bigger challenges
Control
Budget
Outlook
Perception
LONG-TERM SUCCESS
Quality
Business sustainability
Reducing issues
Quality management
Customer expectation
Perception-based models
Zone of tolerance
Quality gaps model
Dimensions of service quality
Tangibles
Reliability
Responsiveness
Assurance
Empathy
Cost of quality
Prevention ccosts
Appraisal costs
internal cost of defect
External cost of defect
Assurance and Control
QA
Proactive
QC
Reactive
7 key tools
Histogram
Control chart
Scatter diagram
Pareto chart
Checklist
Cause and effet diagram
Stratificaiton
Systems
ISO 9000
EFQM Excellence Model
Continuous improvement
#
ISO 900
LEan
Six Sigma
Leadership
#
Leadership v Management
Management
Processess
Planning
Structuring
Measuring performance
Authority to lead
Leadership
Vision
Buy-in
Producing useful change
Five Forms
Person
Who
Result
What
Position
Where
Purpose
Why
Process
How
Leadership as process model
#
Followership
Co-dependant
Strategic Leadership
Embodiment of purpose
permeation of strategy
Focus
Main idea
Leadership
Personnel
Challenges
Motivation
Hersberg's two-factor theiry
Presence of motivation factors
Absence of hygiene factors
Maslow's hierarchy of needs
Physilogical
.
Safety and security
Love/belonging
Esteem
Self-actualisation
Gender
Representations
Unequal
Media influence
Stereotyping
Different traits
Culture
BLOCK 2
Globalisation
Mutli-disciplinary
Personality v Ethics
Set v Taught
Competencies
Behavioral
Cignitive
Core
Relationships
Attachment theory
Innovation or Transformation?