Social Media and Marketing...

As we evolve with technology, time, efficiency, cost, competitive advantage, et al, what do you think about Social Media and marketing?

https://www.mckinseyquarterly.com/Marketing/Digital_Marketing/Unlocking_the_elusive_potential_of_social_networks_2623

The Big Idea: No, Management Is Not a Profession - Harvard Business Review

Management....is it a strategy, is it a vision, is it a profession, is it all, one and/or none...What is likely not argued is that we all manage the business and we all must be a part of the implementation and effective execution of the vision and strategies...if not then what would you be managing against and what would you measuring? Read on...


The Big Idea: No, Management Is Not a Profession - Harvard Business Review

Decision Making - Executing & Measuring Strategy

When making decisions do we make these decisions based upon "gut" and/or reality; and regardless, do we have the ability to measure to make sure that the decisions we make are measured, and easily changed to adapt as needed?

https://www.mckinseyquarterly.com/How_to_test_your_decision-making_instincts_2598

Asia's Strong Growth Outlook - Forbes.com

The world economy is forever changing - have we been watching and waiting or have we been watching and....Nothing should be taken for granted when it comes to the business of

Asia's Strong Growth Outlook - Forbes.com

Was the "S" in Smart Car a true Strategic move?

The "Smart Car" -- a smart move...

http://www.forbes.com/2010/06/21/flint-smart-daimler-renault-business-autos-backseat.html?partner=europe_newsletter

Strategy: Non-Profit vs. For Profit

Strategic Planning (in nonprofit or for-profit organizations)
© Copyright Carter McNamara, MBA, PhD, Authenticity Consulting, LLC, experts in strategic planning.
Adapted from the Field Guide to Nonprofit Strategic Planning and Facilitation.
Simply put, strategic planning determines where an organization is going over the next year or more, how it's going to get there and how it'll know if it got there or not. The focus of a strategic plan is usually on the entire organization, while the focus of a business plan is usually on a particular product, service or program.
There are a variety of perspectives, models and approaches used in strategic planning. The way that a strategic plan is developed depends on the nature of the organization's leadership, culture of the organization, complexity of the organization's environment, size of the organization, expertise of planners, etc. For example, there are a variety of strategic planning models, including goals-based, issues-based, organic, scenario (some would assert that scenario planning is more of a technique than model), etc. Goals-based planning is probably the most common and starts with focus on the organization's mission (and vision and/or values), goals to work toward the mission, strategies to achieve the goals, and action planning (who will do what and by when). Issues-based strategic planning often starts by examining issues facing the organization, strategies to address those issues and action plans. Organic strategic planning might start by articulating the organization's vision and values, and then action plans to achieve the vision while adhering to those values. Some planners prefer a particular approach to planning, eg, appreciative inquiry. Some plans are scoped to one year, many to three years, and some to five to ten years into the future. Some plans include only top-level information and no action plans. Some plans are five to eight pages long, while others can be considerably longer.
Quite often, an organization's strategic planners already know much of what will go into a strategic plan (this is true for business planning, too). However, development of the strategic plan greatly helps to clarify the organization's plans and ensure that key leaders are all "on the same script". Far more important than the strategic plan document, is the strategic planning process itself.
NOTE: Much of the following information is in regard to goals-based strategic planning, probably the most common form of strategic planning.

It is not about the corner office...

Communication, team, shared ongoing vision and strategy - this is what really works:

http://www.forbes.com/2010/06/09/ceos-cubicles-communication-leadership-careers-collaboration.html?boxes=Homepagechannels

How well is Change Affected and Effected and Executed?

Where is the strategy? As we go from day to the next and one situation to the next, so many questions remain unanswered. When an organization has situations like this, is there a plan in place to handle it? "It" means everything from correcting the problem and cleaning up to the media, the social aspects, et al. There appears to be "it" was not properly planned and more importantly that proper action for results were not done...too many questions and few too many answers or seen results.

What are your thoughts?

http://www.forbes.com/2010/06/07/bp-gulf-oil-damages-opinions-columnists-richard-a-epstein.html?partner=europe_newsletter

On Being the boss...Your Strategy and Vision - a few thoughts:

Entrepreneurship: It's Not Only About the Money

http://entrepreneurs.about.com/b/2010/06/01/entrepreneurship-its-not-only-about-the-money.htm?nl=1

Strategy - Covering the intersection between business and politics

http://blogs.forbes.com/beltway/2010/06/01/financial-reform-transparency-is-the-enemy/

A new, different and/or changed Vision?

An interesting outlook and review on the business of America:

http://video.forbes.com/fvn/bizviz/making-america-too-big-to-fail

The Handy Guide to the Gurus of Management

The Handy Guide to the Gurus of Management