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Building Long-term Success - Coggle Diagram
Building Long-term Success
Politics in Business and Management
Political Context
Societal
Organisational
Managing the Political Context
Harvey and Fletcher - Political Astuteness Framework
Personal Skills
Interpersonal Skills
Reading people and situations
Building alignment and alliances
Strategic direction and scanning
Stakeholder Analysis
Internal Stakeholders
External Stakeholders
Power Vs Interest Matrix
Time and Innovation
Vicious cycle or Virtuous Cycle?
Medium-term - relunch or recreation of product
Longer-term = higher risk!
Long-term - fresh products, new solutions
Short-term - extension of an existing product
Value Creation
Innovation Value Chain (HBR)
Idea Generation > Idea Development > Diffusion
Internal sourcing
cross-unit sourcing
external sourcing
selection
development
company-wide spread of idea
Potential weaknesses and solutions
Idea-poor
Build external networks
Buiild internal cross-unit networks
Conversion-poor
Multichannel funding
Safe Havens
Diffusion-poor
Idea Evangelists
Resolve paradoxes
Transcend
Confront
Decisions for the greater good (the greater good)
Accept
Short term or long term?
Internal or external value?
Different stakeholders = different values
Required to remain competitive
Tied to innovation
Value is a social construct!
Employee Relations
Employee Voice
Individual
Team Meetings
Manager discussions
Employee opinion surveys
Collective
Trade Unions
Works councils
Move towards fun at work!
Employee empowerment = Organisational results
Leadership Vs Management
Leadership as...
Person
Result
Position
Purpose
Process
Strategic Leadership
Quality
Six Sigma - 99.99966%
Quality management
Everyone's responsibility
Always look to improve
Personal accountability
Customer perception is key!
Cost of quality
Prevention costs
Appraisal costs
Cost of defects
Internal
External
QA - focus on customer needs
QC - focus on technical specs
7 Key tools
Histogram
Control Chart
Scatter Diagram
Pareto Chart
Checklist
Cause and effect diagram
Stratification
Tied to performance improvement
Operational Risk/Resilience
Hazards
Likelihood
Risk Assessment Matrix
Mitigate by managing...
Ericsson Model
Avoid
Share
Take
Reduce
Transfer
Impact
Relationship Marketing
Better to retain custom than replenish
Customer loyalty = repeat purchases
S-D Logic
Service-for-service exchange, NOT good-for-money
Much more important to focus in B2B relationshps
Internal Marketing
Promotes brand within and without
Effective communication is key
Critical service interactions - can make or break relationships
Types of employee
Champion
Agnostic
Cynic
Saboteur
Types of relationshp
Classic
Special
MEGA!!!!
nano
Peck's ladder!
Transactional or Relational? Different approaches!
Crisis Management
External crises
Internal crises
Steps to manager
Assess
Acknowledge
Formulate response
Implement response