December 26, 2019

Digital Transformation of Business and Industrial Organizations - Subject Update


What is Management? A New Look:

Management Definition – Narayana Rao


Management of an organization is the process of establishing objectives and goals of the organization periodically, designing the work system and the organization structure, and maintaining an environment in which individuals, working together in groups, accomplish their aims and objectives and goals of the organization effectively and efficiently. (3rd December 2008)

Implications of the  Definition:

(i) Management is a process.
(ii) Management applies to every kind of organization, government, profit making, or nonprofit making.
(iii) It applies to managers at all levels in the organization.
(iv) Management is concerned with effectiveness and efficiency.

Video Explanation of  the  Definition

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2019



2019 McKinsey - Top 10 Digital
https://www.mckinsey.com/~/media/McKinsey/Email/Top-Ten/2019/2019-12-23a-TopTen.html


A winning operating model for digital strategy

January 2019


  • Four important areas in how companies with the best economic performance approach digital strategy,
  • The best performers have increased the agility of their digital-strategy practices, which enables first-mover opportunities.
  • They have taken advantage of digital platforms to access broader ecosystems and to innovate new digital products and business models.
  • They have used M&A to build new digital capabilities and digital businesses.
  • They have invested ahead of their peers in digital talent.

https://www.mckinsey.com/business-functions/mckinsey-digital/our-insights/a-winning-operating-model-for-digital-strategy


Five moves to make during a digital transformation

April 2019


  • Ruthlessly focus on a clear set of objectives
  • Be bold when setting the scope
  • Create an adaptive design
  • Adopt agile execution approaches and mind-sets
  • Make leadership and accountability crystal clear



Looking ahead

  • Raise the bar on leadership alignment and commitment.
  • Build in flexibility with clearly defined handoffs.
  • Enforce survival of the fittest among digital initiatives.

https://www.mckinsey.com/business-functions/mckinsey-digital/our-insights/five-moves-to-make-during-a-digital-transformation

Digital transformation: Improving the odds of success
October 2019
Our latest research shows that exceptionally effective digital transformations are distinguished mostly by the practices that executives choose to follow.  Emerging from that analysis were five thematic groups of practices that particularly move the performance needle.


  • Laying out clear priorities.
  • Investing in talent—especially at the top. 
  • Committing time and money. 
  • Embracing agility.
  • Empowering people.

https://www.mckinsey.com/business-functions/mckinsey-digital/our-insights/digital-transformation-improving-the-odds-of-success

Top 10 influencers in digital transformation you should follow in 2019

Dez Blanchfield – Chief Data Scientist, Gara Guru
Ken Bonifay – North America Sales Leader – Financial Services Market, IBM
Sally Eaves – Member, Forbes Technology Council
Antonio Grasso – Founder & CEO, Digital Business Innovation Srl
Dr. Robin Kiera – Speaker, Thought Leader, Storyteller, DigitalScouting.de
Joe McKendrick – Analyst and Contributor, CBS Interactive, Forbes, Information Today
Mike Quindazzi – Managing Director US Digital Alliances, PwC
Jacqui Shawley – Global Market and Offering Manager, IBM Z
Ronald van Loon – Director, Adversitement
Helen Yu – Founder & CEO, Tigon Advisory Corp.
https://www.ibm.com/blogs/systems/top-10-people-digital-transformation-2019/

Are your operations adapting as fast as your markets are changing?
https://www.ey.com/en_gl/tmt/are-your-operations-adapting-as-fast-as-your-markets-are-changing

2018

January

Digital Transformation - Principles, Strategies and Rules


Advice and Suggestion from Jeff Immelt -
Leaders must act as Systems Thinkers in Digital Transformation.


Leaders have to understand how cyber - physical systems in combination deliver value to customers.

Marketing chain and Supply Chain are to be integrated and cyber - physical systems exist in both the chains. Digital and Physical systems and people have to work in combination and deliver value to customers. Leaders and managers have to first visualize and design the work system.


https://www.linkedin.com/pulse/leaders-must-act-systems-thinkers-digital-jeff-immelt

Transform Your Business to Compete in the Digital Age

Columbia Business School
uploaded 19 January 2018
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#207: Digital Transformation and disruption in the Insurance Industry, with UNIQA Insurance Group



2017

KPMG declared leader in digital transformation consulting
Jul 12, 2017

KPMG was recently named a leader in the IDC MarketScape awards titled “Worldwide Digital Transformation Consulting and Systems Integration Services 2017 Vendor Assessment”. The award process noted that under times of turbulent change and economic challenges many firms around the world were calling upon KPMG to help them through the process challenges. KPMG have been identified for their strength in aiding organizations to begin the transformation process, and the disruptions this can bring, while maintaining their place within a competitive market.
http://www.digitaljournal.com/business/kpmg-declared-as-a-leader-in-digital-transformation-consulting/article/497459


Evolve Or Die: Why Digital Transformation Is More Important Than Ever
Four areas of focus for Digital transformation
http://www.brandquarterly.com/evolve-die-digital-transformation-important-ever

Davos 2017 - Preparing for the Fourth Industrial Revolution

World Economic Forum
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Published on 19 Jan 2017
http://www.weforum.org/
What is needed from the public and private sectors to ensure that the Fourth Industrial Revolution benefits all of humanity?

- Mukesh D. Ambani, Chairman and Managing Director, Reliance Industries, India
- Mary Barra, Chairman and Chief Executive Officer, General Motors Company, USA
- Marc R. Benioff, Chairman and Chief Executive Officer, Salesforce, USA; Young Global Leader Alumnus
- Shu Yinbiao, Chairman, State Grid Corporation of China, People's Republic of China
- Vishal Sikka, Chief Executive Officer, Infosys, USA

Chaired by
- Ngaire Woods, Dean, Blavatnik School of Government, University of Oxford, United Kingdom



Davos 2017 - Press Conference: The Digital Transformation of Industries

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World Economic Forum,  Published on 19 Jan 2017
http://www.weforum.org/

The World Economic Forum launched the multi-year Digital Transformation of Industries Project in 2015 in partnership with Accenture. The project looks at how digital technologies like machine learning, cloud computing, and the internet of things are changing existing industries and creating entirely new ones. It makes recommendations to incumbents on how they can thrive in the new digital environment.

There are now hundreds of startups attacking traditional markets as a result of the democratization of technology, increased access to funds and a rising entrepreneurial culture. Start-ups are achieving scale far quicker than analogue companies ever did. Average Fortune 500 companies took 20 years to reach a market cap of $1 billion, Google managed it in eight years, and the likes of Uber, Snapchat and Xiaomi in three years or less. 88% of Fortune 500 companies from 1955 – 2015 no longer exist. Digital disruption has been a major driver of this, consequently Fortune 500 companies must use their considerable resources to fight off the attacks of leaner challengers and remain relevant in a digital age.

- Bruce Weinelt, Head of Digital Transformation, World Economic Forum
- Peter Lacy, Global Managing Director, Strategy and Sustainability, Accenture
- Stephanie Linnartz, Global Chief Commercial Officer, Marriott International Inc.
- Jean Philbert Nsengimana, Minister of Youth and Information Communication Technology,        Ministry of Youth and Information and Communication Technology of Rwanda

Moderated by
- Alem Tedeneke, Media Specialist, World Economic Forum LLC

2016


3 Industries That Will Be Transformed By AI, Machine Learning And Big Data In The Next Decade
Bernard Marr
SEP 27, 2016
Healthcare - Finance - Insurance

https://www.forbes.com/sites/bernardmarr/2016/09/27/3-industries-that-will-be-transformed-by-ai-machine-learning-and-big-data-in-the-next-decade/#2104a850183e


Acting on the Digital Imperative - BCG

SEPTEMBER 12, 2016
By Ralf Dreischmeier , Karalee Close , Thomas Gumsheimer , Peter Hildebrandt , and Adal Zamudio
https://www.bcg.com/publications/2016/technology-digital-strategy-acting-on-digital-imperative.aspx

Digital Transformation Playbook

Prof. David Rogers, Columbia Business School
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June 2016, Columbia Business School

https://cup.columbia.edu/book/the-digital-transformation-playbook/9780231175449



The Digital Imperative  - Article by BCG

By Ralf Dreischmeier , Karalee Close , and Philippe Trichet
MARCH 2, 2015
https://www.bcg.com/publications/2015/digital-imperative.aspx



Updated on 2019  27 December 2019,   11 August 2019, 31 May 2019

2018 - 3 February 2018,   25 January,  19 January


 25 November 2017,  26 August 2017,   22 August 2017, 7 June 2017, 14 April 2017

December 25, 2019

Artificial Intelligence - AI Solutions in Marketing



Five AI Solutions Transforming B2B Marketing
February 13, 2019
Brian Kardon (@bkardon) is the chief marketing officer at Fuze.
https://sloanreview.mit.edu/article/five-ai-solutions-transforming-b2b-marketing/

Lead Scoring and Predictive Analytics
Automated Email Conversations
Customer Insights
Personalizing With Data
Content Creation

Principles of Management - Subject Update


Basic Chapter Summaries of Principles of Management Based on Koontz and O'Donnell's Book

4 Ps of Management - 4 Essential Tasks in Business Management
Provide value (Customers) - Procure inputs (Suppliers) - Process inputs (Produce output) (Production Facilities) - People focus (Within the Organization)
http://nraomtr.blogspot.com/2015/05/4-ps-of-management-4-essential-tasks-in.html



2019

Our Favorite Management Tips from 2019
Harvard Business Review Staff
December 20, 2019
https://hbr.org/2019/12/our-favorite-management-tips-from-2019


https://bcghendersoninstitute.com/winning-the-20s-the-science-of-change-95db378c5d91

https://www.strategy-business.com/blog/The-evolution-of-problem-solving?gko=9a381

https://www.mckinsey.com/business-functions/organization/our-insights/the-helix-organization

https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/improving-the-management-of-complex-business-partnerships

https://hbr.org/2019/02/mckinseys-three-horizons-model-defined-innovation-for-years-heres-why-it-no-longer-applies

https://www.bain.com/insights/the-bain-micro-battles-system/

What Management Needs to Become in an Era of Ecosystems
Richard Straub
June 05, 2019
https://hbr.org/2019/06/what-management-needs-to-become-in-an-era-of-ecosystems


https://sloanreview.mit.edu/article/older-and-wiser-how-management-style-varies-with-age/

The Power of Shared Beliefs


"When shared beliefs exist, effort, obstacles, sacrifice, and hardships are no longer measures of the challenge, but, instead, rallying cries to come together and deliver as a high-performance team."  - Andrew Lambert, Vice President, Production and Supply Chain, SpaceX. In Preface to the book:


Building agile capabilities: The fuel to power your agile ‘body’
August 2019
https://www.mckinsey.com/business-functions/organization/our-insights/building-agile-capabilities-the-fuel-to-power-your-agile-body

3 Elements of Trust
Positive Relationships - Good Judgement/Expertise - Consistency
Jack Zenger is the CEO of Zenger/Folkman, a leadership development consultancy.
Joseph Folkman is the president of Zenger/Folkman.
They are coauthora of the October 2011 HBR article “Making Yourself Indispensable” and the book Speed: How Leaders Accelerate Successful Execution (McGraw Hill, 2016).
https://hbr.org/2019/02/the-3-elements-of-trust


The 2 Cs of management excellence
What is good management? For years at McKinsey, we have applied science and measurement to that question.
https://www.mckinsey.com/business-functions/organization/our-insights/the-organization-blog/the-2-cs-of-management-excellence

Improving the management of complex business partnerships
March 2019 | Article
https://www.mckinsey.com/business-functions/strategy-and-corporate-finance/our-insights/improving-the-management-of-complex-business-partnerships




2018


The agile manager
July 2018 | Article
https://www.mckinsey.com/business-functions/organization/our-insights/the-agile-manager

Management Tools & Trends
Five key trends emerged from Bain's survey of 1,268 managers.
By Darrell Rigby and Barbara Bilodeau
April 05, 2018 
https://www.bain.com/insights/management-tools-and-trends-2017/

Getting Teamwork Right at the Top
C-suite teams with four specific traits beat the competition.
By Phil Kleweno, Imeyen Ebong and Paul Stansik
October 19, 2018 
https://www.bain.com/insights/getting-teamwork-right-at-the-top/

The Leader's Guide to Corporate Culture
Boris GroysbergJeremiah LeeJesse PriceJ. Yo-Jud Cheng
HBR Jan - Feb 2018
https://hbr.org/product/recommended/an/R1801B-PDF-ENG



Productivity Focus of Management  - Industrial Engineering

Taylor - Narayana Rao Principles of Industrial Engineering
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Download full paper: Full Paper - https://www.xcdsystem.com/iise/abstract/File7673/UploadFinalPaper_2569.pdf

June 2017

Change Management - How to manage the eight ‘change personalities’ at work?
https://www.theglobeandmail.com/report-on-business/careers/management/how-to-manage-the-eight-change-personalities-at-work/article35041096/

Making Decisions in Meetings
http://blog.lucidmeetings.com/blog/making-decisions-in-meetings

May 2017

How to Retain Employees Through 'Servant' Leadership
https://www.entrepreneur.com/article/289730


April 2017

By studying and writing on Principles of Management, I became the original author of Principles of Industrial Engineering, a Management Subject with foundation in engineering.

Basic and Detailed Principles of Industrial Engineering
http://nraoiekc.blogspot.com/2016/07/basic-principles-of-industrial.html

http://www.xcdsystem.com/iise/abstract/File7673/UploadFinalPaper_2569.pdf


March 2017

Leaders have to manage the current activity to change it to make it better

http://www.managementexchange.com/story/first-line-manager-leaders-must-manager-lead


State of Readiness: Operational Excellence as Precursor to Becoming a High-Performance Organization

Joseph F. Paris Jr.
Greenleaf Book Group, 16-May-2017 - Business & Economics - 400 pages
https://books.google.co.in/books?id=hx6QDgAAQBAJ


March 2016

Seven Quality management principles (QMPs) 

by ISO  - Read them compulsorily if you have not read so far.
http://www.iso.org/iso/pub100080.pdf

One of the definitions of a “principle” is that it is a basic belief, theory or rule that has a major influence on the way in which something is done. “Quality management principles” are a set
of fundamental beliefs, norms, rules and values that are accepted as true and can be used as a basis for quality management.

The QMPs can be used as a foundation to guide an organization’s performance improvement. They were developed and updated by international experts of ISO/TC 176, which is responsible for
developing and maintaining ISO’s quality management standards.


The seven quality management principles



QMP 1 – Customer focus
QMP 2 – Leadership
QMP 3 – Engagement of people
QMP 4 – Process approach
QMP 5 – Improvement
QMP 6 – Evidence-based decision making
QMP 7 – Relationship management


These principles are not listed in priority order.  All are important and the relative importance
of each principle will vary from organization to organization and can be expected to change over time in the same organization.

Seven Principles of Supply Chain Management


Principle 1: Segment customers based on the ser­vice needs of distinct groups and adapt the supply chain to serve these segments profitably.

Principle 2: Customize the logistics network to the service requirements and profitability of customer segments.

Principle 3: Listen to market signals and align demand planning accordingly across the supply chain, ensuring consistent forecasts and optimal resource allocation

Principle 4: Differentiate product closer to the customer and speed conversion across the supply chain

Principle 5: Manage sources of supply strategically to reduce the total cost of owning materials and services

Principle 6: Develop a supply chain-wide technology strategy that supports multiple levels of decision making and gives a clear view of the flow of products, services, and information

Principle 7: Adopt channel-spanning performance measures to gauge collective success in reaching the end-user effectively and efficiently
http://www.supplychain247.com/paper/the_7_principles_of_supply_chain_management

Seven Principles of Change Management


Senders and Receivers
Resistance
Authority for Change
Value Systems
Incremental vs. Radical Change
The Right Answer Is Not Enough
Change Is a Process
https://www.prosci.com/change-management/thought-leadership-library/the-seven-principles-of-change-management


The APICS Principles of Operations Management consists of five classroom-based, instructor-led courses.

         The Principles of Inventory Management

         The Principles of Operations Planning

         The Principles of Manufacturing Management

         The Principles of Distribution and Logistics

         The Principles of Managing Operations


A HBR article on Negotiation
https://hbr.org/2003/10/nice-girls-dont-ask/

Free Open Access Book

http://open.lib.umn.edu/principlesmanagement/


TENDENCIES IN EVOLUTION OF 21ST CENTURY
MANAGEMENT
https://www.efst.hr/management/Vol20-Specissue/1-Buble%20-%20Management%20tendencies.pdf

THE PRINCIPLES OF MANAGEMENT OF EDUCATIONAL INNOVATIONS IN MODERN HIGHER EDUCATION INSTITUTION.
Source: In the World of Scientific Discoveries / V Mire Nauchnykh Otkrytiy . 2014, Vol. 60 Issue 11.11, p4244-4261. 18p.
Author(s): Danakin, N. S.; Shutenko, A. I.; Ospishchev, P. I.

Developing a Theory and Philosophy of Management
Chapter 1 of Pearson Book
https://www.pearsonhighered.com/assets/hip/us/hip_us_pearsonhighered/samplechapter/0205088155.pdf


November 2015

Innovation Excellence requires Ambidextrous Management
http://www.innovationexcellence.com/blog/2015/11/12/innovation-requires-ambidextrous-management/


September 2015
New and Updated articles in area

Systems Approach in Management - Very detailed treatment is now posted
http://nraomtr.blogspot.com/2014/12/systems-approach-in-approach.html

Execution is an important function of management

Planning and Execution - Theory and Practice
http://nraomtr.blogspot.com/2015/09/planning-and-execution-theory-and.html

Resourcing is an important activity for all managers to accomplish set goals

http://nraomtr.blogspot.com/2012/03/resourcing-function-of-management.html


May 2015

Negotiation: What Makes the Right Business Deal
http://www.forbes.com/sites/ianaltman/2015/05/05/negotiation-what-makes-the-right-business-deal/





Get the Boss to Buy In.

By: Ashford, Susan J.; Detert, James. Harvard Business Review. Jan/Feb2015, Vol. 93 Issue 1/2, p72-79.

Middle managers  gather valuable intelligence from direct contact with customers, suppliers, and colleagues; they can often see when the market is ripe for a certain offering, for instance, or spot signs that a partnership won't work. But in a top-down culture, they may not voice their ideas and concerns -- and even when they do, they often struggle to persuade the people at the top.


The authors suggest that middle managers should tailor their pitch to the goals, values, and knowledge of decision makers; frame the issue to show how it supports a strategic goal; manage emotions (their own and their audience's); get the timing right by, say, attending to a boss's preoccupations or watching larger trends; involve others, both in and out of their networks; and  adhere to organizational norms, such as how leaders prefer to receive information.


MANAGING YOUR MISSION-CRITICAL KNOWLEDGE.

By: IHRIG, MARTIN; MACMILLAN, IAN. Harvard Business Review. Jan/Feb2015, Vol. 93 Issue 1/2, p80-87. 8p. 2 Color Photographs, 2 Diagrams.

Large-scale, sustainable growth is  possible when people take insights from one knowledge domain and apply them in another -- when deep technical expertise in one business unit is applied in a different business unit, for example, or when a best-in-class marketing group pulls a product development unit into the 21st century by sharing market insights gleaned from customer data.

The authors describe how to map your organization's strategic knowledge.  When knowledge assets are placed in a grid along two dimensions -- unstructured (tacit) versus structured (explicit) and undiffused (restricted) versus diffused (shared) -- it becomes easier to manage them for future competitive advantage.





Playbook - AMA NET

Interesting Source for Management Articles
http://playbook.amanet.org/

Managing Power Dynamics in International Negotiations
BY YADVINDER RANA
About The Author: Yadvinder S. Rana is Professor of Cultural Management at the Catholic University in Milan, Italy, lecturer on intercultural negotiation and influence in leading international business schools, and founder of Neglob, a management consultancy firm that assists companies in international negotiations and global teams performance improvement. For more information about Rana and his new book, The 4Ps Framework: Advanced Negotiation and Influence Strategies for Global Effectiveness, please visit www.neglob.com.
http://playbook.amanet.org/managing-power-dynamics-in-international-negotiations/




The New Rules of Motivation: Unleash Employee Reciprocity
BY RODD WAGNER
About The Author: Rodd Wagner is the New York Times bestselling author of the new book Widgets: The 12 New Rules for Managing Your Employees As If They’re Real People (McGraw-Hill, April 2015).
http://playbook.amanet.org/the-new-rules-of-motivation-unleash-employee-reciprocity/

Only 10% are great managers.
Around 35% OK.
http://www.fastcoexist.com/3044630/this-may-not-surprise-you-only-10-of-managers-have-what-it-takes-to-be-managers



Principles of Management - Subject Update - 2014


Updated 26 Dec 2019,  26 October 2019,  29 March 2019,  19 Sep 2017,  7 June 2017,  7 May 2017,  8 April 2017,   12 March 2017, 26 Mar 2016, 16 Feb 2016, 11 Dec 2015

Marketing Management Subject Update




Marketing Management Revision Article Series



2019



10 Principles of Modern Marketing

Research Highlight April 03, 2019  Reading Time: 19 min
Ann Lewnes and Kevin Lane Keller


  • Technology Is Just the First Step


Technology has changed everything. Fundamentally, it allows for new ways to create customer experiences, new mediums to connect with customers and other constituents, and trillions of data points to understand customer behavior and the impact of marketing programs and activities. Yet, there is more to marketing and use of technology in marketing.


  • Experience Is the New Brand
  • A New Type of Customer Relationship Prevails
  • Connect With Customers Online and Offline
  • Value Creation, Communication, and Delivery Still Rule
  • Data and Testing Are the New Lifeblood
  • Creativity Remains King
  • Don’t Try to Do It Alone
  • Have a Bigger Purpose: Do Good
  • Marketing Leadership Has Changed
https://sloanreview.mit.edu/article/10-principles-of-modern-marketing/


How Marketers Can Overcome Short-Termism

Christine MoormanLauren Kirby
November 21, 2019
https://hbr.org/2019/11/how-marketers-can-overcome-short-termism


Marketing Communication: “Think. Do. Say.”

SEPTEMBER 5, 2019
If the product you make doesn’t support your brand belief or corporate purpose, then you’ve got it wrong. “And that’s why I think where organizations are getting confused."
https://the-message.ca/2019/09/05/ron-tite-on-how-modern-marketing-shaped-his-new-book-think-do-say/

The Marketing Topics That Resonated Most With Readers In 2019

Kimberly A. Whitler
Senior Contributor
CMO Network
As a former General Manager and CMO, who worked for nearly 20 years before getting a PhD and working as an Assistant Professor at the University of Virginia's Darden School of Business, I conduct research that focuses on helping the C-suite (and aspiring C-level marketers) better understand, develop, and lead marketing excellence.
https://www.forbes.com/sites/kimberlywhitler/2019/12/21/the-marketing-topics-that-resonated-most-with-readers-in-2019


The Dividends of Digital Marketing Maturity

FEBRUARY 18, 2019
By Dominic Field , Shilpa Patel , and Henry Leon
https://www.bcg.com/en-in/publications/2019/dividends-digital-marketing-maturity.aspx


Prescriptive Analytics in Sales and Marketing

How analytics can guide companies from insight to action.
Prescriptive analytics frequently takes three forms: guided marketing, guided selling and guided pricing.
By Chris Dent, David Burns and Saber Sherrard
August 27, 2019
https://www.bain.com/insights/do-this-not-that-prescriptive-analytics-in-sales-and-marketing/

Choosing Your Next Go-to-Market Investment

Where should you spend the next dollar on commercial capabilities? A diagnostic X-ray reveals the gaps that matter to your business.
By Jonathan Frick, Jason McLinn, Mark Kovac and Chris Dent
January 11, 2019
https://www.bain.com/insights/choosing-your-next-go-to-market-investment/


Agile in the consumer-goods industry product development: 

The transformation of the brand manager
April 2019
https://www.mckinsey.com/business-functions/marketing-and-sales/our-insights/agile-in-the-consumer-goods-industry-the-transformation-of-the-brand-manager

What CEOs and other execs really think of marketing

July 2019
Many executives now regard it as an investment and rely on it to drive growth. This consensus emerged from a series of surveys and in-depth interviews conducted with more than 200 leading C-suite executives by McKinsey consultants and researchers.
https://www.mckinsey.com/business-functions/marketing-and-sales/our-insights/views-from-the-top-what-ceos-and-other-execs-really-think-of-marketing


MAKING CONNECTIONS WITH THE NEW DIGITAL CONSUMER
PwC's Entertainment and Media Outlook
To thrive in a world of apps, platforms, and privacy concerns, marketers have to become multitaskers.
by Dan Bunyan and Karim Sarkis
https://www.strategy-business.com/feature/Making-connections-with-the-new-digital-consumer


Why B2B Buying Cycles Are So Long
http://b2bmarketingdirections.blogspot.com/2019/05/why-b2b-buying-cycles-are-so-long.html

What Abraham Maslow Can Teach Us About Customer Experience
http://b2bmarketingdirections.blogspot.com/2018/07/what-abraham-maslow-can-teach-us-about.html

Marketing Communication Plan
Communication for pull. Communication for push Communication for profile.
https://neilsbrandingblog.blogspot.com/2018/10/marketing-communication-plan.html

Marketing 4.0


“Marketing 4.0: When Online Meets Offline, Style Meets Substance, and Machine-to-Machine Meets Human-to-Human” – Philip Kotler, Hermawan Kartajaya, Iwan Setiawan
May 5, 2018

Marketing 4.0 is about balancing machine-to-machine (M2M) with human-to-human (H2H).

New Ideas in Marketing 4.0

‘Segmentation and Targeting’ to ‘Customer Community Confirmation’
‘Selling the 4P’s’to ‘Commercializing the 4C’s’
‘Customer Service Processes’ to ‘Collaborative Customer Care’
‘Brand Positioning and Differentiation’ to ‘Brand Characters and Codes’
‘Segmentation and Targeting’ to ‘Customer Community Confirmation’
http://www.marketingjournal.org/marketing-4-0-when-online-meets-offline-style-meets-substance-and-machine-to-machine-meets-human-to-human-philip-kotler-hermawan-kartajaya-iwan-setiawan/


Why Great Innovation Needs Great Marketing
Denise Lee Yohn
FEBRUARY 20, 2019

Strategic, upstream marketing that is incorporated into the innovation development process can clearly define who to sell the new offering to and how to sell it.
Decide 4Ps of marketing using marketing expertise.

 Innovation alone may be enough to initiate the adoption life cycle, but marketing remains the bridge necessary to cross the chasm between early adopters to the wider group of people who will form a viable, valuable customer base.
https://hbr.org/2019/02/why-great-innovation-needs-great-marketing



2018


4 Ways to Improve Your Content Marketing
Frank V. CespedesRuss Heddleston
APRIL 19, 2018
The average viewing time for content is 2 minutes and 27 seconds.
Frank Cespedes is a Senior Lecturer at Harvard Business School and author of Aligning Strategy and Sales (Harvard Business Review Press).
https://hbr.org/2018/04/4-ways-to-improve-your-content-marketing

Why Marketing Analytics Hasn’t Lived Up to Its Promise
Carl F. MelaChristine Moorman
MAY 30, 2018

Communication theory tells us that the transmitter and receiver of information must share a common domain of knowledge for information to be transmitted. This means analysts need to understand what the firm’s managers can understand.
 it is critical for analysts to connect externally with customers and internally with the managers using their work.
Carl F. Mela is the T. Austin Finch Foundation Professor of Marketing at Duke University’s Fuqua School of Business and the Executive Director at the Marketing Science Institute.
https://hbr.org/2018/05/why-marketing-analytics-hasnt-lived-up-to-its-promise



2017

5 Ways Words Can Destroy Your Marketing Messages (And How to Fix Them)
Use these copywriting tips to improve your marketing messages and ensure you don't lose sales or money on your marketing investments.
https://www.entrepreneur.com/article/298766



There is No Luck. Only Good Marketing.

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TEDx Talks

Article in HBR on Organization of Marketing Department
https://hbr.org/2014/07/the-ultimate-marketing-machine

Developing a marketing plan  (interesting information is in the article)
http://canadabusiness.ca/managing-your-business/marketing-and-sales/marketing-basics/developing-a-marketing-plan/

Key competencies for general sales effectiveness
By Amir Qureshi
12 December 2016
https://www.thomasinternational.net/en-gb/blog/december-2016/key-competencies-for-general-sales-effectiveness/


Dec 2016

https://medium.com/context/tagged/best-of-2016


March 2016

Marketing Managers' Salary Guide for USA - 2016
https://www.ama.org/career/Pages/2016-Marketers-Salary-Guide.aspx

https://hbr.org/topic/marketing

http://knowledge.wharton.upenn.edu/article/imagine-theres-no-marketing-its-easy-if-you-try/

http://knowledge.wharton.upenn.edu/article/six-digital-marketing-traps-that-cmos-should-avoid/

http://knowledge.wharton.upenn.edu/article/small-data-new-big-data/

http://knowledge.wharton.upenn.edu/article/recommended-for-you-how-well-does-personalized-marketing-work/


https://www.ted.com/talks/seth_godin_on_the_tribes_we_lead

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__________________
TED


May 2015

Negotiation: What Makes the Right Business Deal
http://www.forbes.com/sites/ianaltman/2015/05/05/negotiation-what-makes-the-right-business-deal/


Macromarketing
I searched for this topic today in my interest to write an article on the topic marketing support for Make in India Campaign. I found that there a huge literature in the area of macromarketing. The reference I came across today are:

Marketing Theory: Philosophy of Science Perspectives
https://books.google.co.in/books?id=W4phEfAbHBQC


http://en.wikipedia.org/wiki/Macromarketing


April 2015

Marketing communication messages have to be different when you announce a product and build buying intention for it. The communication has to change when the product is actually made available in the market for purchase.  Read the summary of a recent research paper on adoption of products.
http://nraomtr.blogspot.com/2015/04/adoption-of-new-products-and-processes.html


February 2015
Planned Revision schedule for marketing chapters is in February and March

January 2015

Why Your Customers’ Social Identities Matter.

By: Champniss, Guy; Wilson, Hugh N.; Macdonald, Emma K. Harvard Business Review. Jan/Feb2015, Vol. 93 Issue 1/2, p88-96.

People are highly social animals. Most of us belong to many social groups, each with its own identity.

For five years the authors have been studying how social identity affects customer behavior in a wide range of industries. They have seen that companies can trigger more-favorable reactions in customers by subtly influencing which identities they tap into. This is something firms should take into account when doing market research or designing experiences.

The first step is to surface the range of  a customer's  possible identities. If a customer's identity encourages targeted behaviors, marketers can help reinforce it.  Marketers can also work to add a desired behavior to those that customers associate with an identity, prime different identities in customers, and even create new identities that deepen relationships with existing customers and attract new ones.




2014's top The Gunn Reports' Cases For Creativity

1. 1. IBM's 'A Boy And His Atom' Ogilvy & Mat her, USA
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_________________
IBM upload
http://economictimes.indiatimes.com/magazines/brand-equity/2014s-top-the-gunn-reports-cases-for-creativity/articleshow/45952325.cms


2. Evian Baby & Me
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_________________
EvianBabies
99,261,360 views 29 Jan 2015


"Contagious: Why Things Catch on" by Jonah Berger was named the best book of Marketing of 2014
Talk by Jonah Berger
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___________________
Talks at Google upload
http://google.co.in/books?id=J2l7pgwTiW4C  (For previewing the book)

Marketing News - 15 January Issue
http://publications.ama.org/Marketing_News/MN-jan15/index.html

Why Uniqlo Is Winning
By: David Aaker
Uniqlo is Japanese clothing retailer now in top 5 and plans to beat Zara.
https://www.ama.org/publications/MarketingNews/Pages/why-uniqlo-is-winning.aspx


Updated 26 December 2019,  1 June 2019. Dec 2015


Give your suggestions for adding any articles to the collection.

December 24, 2019

Stephen Covey's Principle-Centered Leadership Model - Summary







Natural laws also called principles operate in the nature whether you discover them or not, and whether you use them or not. If you use, natural laws, and act in their direction you will succeed. If want a result contrary to them and act against them you are bound to fail. This is the essence of Covey's Principle-centered leadership model. It is scientific leadership. Develop science, find out or discover natural laws and develop your leadership method based on it. Find the principles and develop practice based on it.

People have to recognize and live in harmony with such basic principles as fairness, equity, justice, integrity, honesty, and trust.

Stephen Covey proposed a wheel of personal life centered on principles. Principles are at the center of the wheel. This center of principles guides us in four dimensions specified by Covey.

1. Security dimension of a person: It represents sense of worth, identity, emotional anchorage, self-esteem and personal strength.

2. Guidance: It is the direction was one receives and absorbs in life. There is an internal monitor that compares the conduct of a person with the standards and principles that he has accepted and he has to accept. Covey gives the name conscience to it.

3. Wisdom: Wisdom refers to a sage perspective on life. It is a keen understanding of how the various parts and principles apply and relate to each other. The development of wisdom involves observation (discernment), comprehension and judgment.

When people are low on wisdom, their maps are inaccurate, and their actions and thinking are based on distorted and discordant principles. A person with high end wisdom dimension has a good life compass that shows him the true north and all the parts of his behavior and the principles he uses in developing his behavior are properly related to each other. Also as we move from low end to high end in wisdom, there is higher commitment to the ideal (things as they should be) in managing the realities (things as they are). Wisdom also provides the ability to identify pure joy (sat-chidananda) from temporary pleasure.

4. Power: Power is the capacity to act and accomplish something. It also includes the strength and courage. It is also the vital energy to observe or identify choices and to take a decision, that is selection of one of them as the right way. At the low end, we have powerless people. At the high end are visionaries who plan and make things happen which seem to be impossible to many in the existing conditions.

These four dimensions or factors are interdependent. When these four factors are developed in a balanced and harmonious manner, a noble personality emerges. A great leader becomes available to the organization.

While principles are the center of a wheel of relationships and a person develops certain dimensions of his personality based on the principles, the relations are with self, spouse, other family members,, money, possessions, work, pleasure, friend, enemy and church. Many more can be named. It is in these relations that principles and the four great personality dimensions come into behavioral manifestations that give effectiveness and efficiency.

In the case of organizations, the relationships are with owner, customer, employee, supplier, programs, policies, competition, image, technology, and profit. Some more can be added.

Real empowerment comes from educating a person in both principles and practices. Principles are the why to do explanations. Practice is how to do explanation.

The challenge for a leader is to be a light. He should not be judge. He has to be a model, not a critic.

In the words of Stephen Covey, "The Challenge is to be a light, not a judge; to be a model, not a critic."


Principle centered leadership is to be practiced from the inside out on four levels.

1. Personal or self level (leading self)
2. Interpersonal (leading others)
3. Managing task (short term with existing people and processes)
4. Managing an organization  (developing it, recruiting people, training them, building teams, solving problems, compensating them, creating alignment etc. strategy and systems development)

There are certain master principles to be used at each level.


Level                                -             Principles

At personal level             -  trustworthiness at the personal level (Character and Competence)
(My relation with myself)

At interpersonal level -      trust - Trust at the interpersonal level
(my relationships and interactions with others)  -  If two people trust each other they can enjoy clear communications, empathy, synergy, and productive interdependency.

At task level - management -       empowerment
(My responsibility to get a job done with others)

At organizational level management - alignment
(My need to organize people - to recruit them, train them, compensate them, build teams, solve problems, and create aligned structure, strategy and systems.)


Chapter 1  Characteristics of Principles-Centered Leaders


1. They are continually learning.
2. They are service oriented.
3. They radiate positive energy
4. They believe in other people
5. They lead balanced lives.
6. They see life as an adventure.
7. They are synergistic: Principles centered leaders practice the principle of synergy. Synergy is a state in which the whole is more than the sum of the parts. The output from the combination of a synergistic leader and a follower is always more than the individual outputs of the leader and the follower. The leader increases his followers and a follower follows a leader for this benefit. Leader who practice this principle are amazingly productive with  new and creative ways and help their followers to increase their output helping them to work smartly. In team endeavors, these leaders strive to complement the weaknesses of some members with the strengths of some others so that team becomes more productive
8. They exercise for self-renewal: This is the practice of the seventh habit. Sharpen the Saw. In a way, it is restatement of first principle. They are continually learning and practicing to increase their productive capability.

Chapter 2 Seven Habits of Highly Effective People


1. Be Proactive

2. Begin with the End in Mind

3. Put First Things First

4. Think Win - Win

5. Seek First to Understand, Then to be Understood.

6. Synergise

7. Sharpen the Saw


More on the 7 Habits

1. Be Proactive
Proactive people feel control of their life is in their hands.

Proactivity is the essence of real leadership.

Every great leader has a high level of proactive energy and vision - a sense that (they feel: )


 "I am not a product of my culture, my conditioning and the conditions of my life; I am a product of my principles, values, attitudes, beliefs and behavior - and those things I control."



7. Sharpen the Saw
Detailed article on Sharpen the Saw
Sharpen the Saw - The Mental Dimension - Stephen Covey's Explanation

A Poem on Sharpening the Saw and Seven Habits


I keep myself fit by exercising and  eating right
I improve my knowledge I read and write
I help my friends and feel delight
I wish in the world all enjoy without a fight

I live my life according to Covey's principles
I  remember them as important values
I try to understand what is said by others
Covey said that gives victories

Let me recount the effective seven
Be proactive, think of end and begin
Do first thing first and think win win
Understand first, synergize, and sharpen

Poem written by Narayana Rao K.V.S.S. on 1 March 2015


Chapter 3. Three Resolutions


1. To overcome the restraining forces of appetites and passions:

I resolve to exercise self-discipline and self-denial.

2. To overcome the restraining forces of pride and pretension:

I resolve to work on character and competence.

3. To overcome the restraining forces of unbridled aspiration and ambition:

I resolve to dedicate my talents and resources to noble purposes and to provide service to others.

Chapter 4. Primary Greatness


Three Essential Character Traits

Integrity: As we clearly identify our values and proactively organize and execute around our priorities on a daily basis, we keep meaningful promises and commitments.

Maturity: Balance between Courage and Consideration
If a person can express his feelings and convictions with courage balanced with consideration for the feelings and convictions of another person, he is mature.

Abundance Mentality: Our thinking that there is plenty out there for everybody.



Chapter 5 A Break with the Past


Five Suggestions


  • Never make a promise we will not keep.
  • Make meaningful promises, resolutions, and commitments to do better and to be better - and share with a loved one.
  • Use self-knowledge and be very selective about the promises we make.
  • Consider promises as a measure of our integrity and faith in ourselves.
  • Remember that our personal integrity or self-mastery is the basis for our success with others.
Chapter 9

Principles Centered Power


  • Persuasion
  • Patience
  • Gentleness
  • Teachableness
  • Acceptance
  • Kindness
  • Openness
  • Compassionate Confrontation
  • Consistency
  • Integrity





Eight ways to enrich marriage and family relationships

1. Retain a long-term perspective.
2. Rescript your marriage and family life.
3. Reconsider your roles.
4. Reset your goals.
5. Realign family systems.
6. Refine three vital skills (time management, communication, and problem-solving).
7. Regain internal security.
8. Develop a family mission statement.


Making Champions of Your Children

1. Build your children’s self-esteem.
2. Encourage primary greatness.
3. Encourage your children to develop their own interests.
4. Try to create an enjoyable family culture.
5. Plan ahead for family events.
6. Try to set an example of excellence.
7. Teach them to visualize so that they can recognize their own potential.
8. Adopt their friends.
9. Teach your children to have faith, to believe and trust others, and to
affirm, build, bless, and serve others.


Chronic Problems of the Organization

The organization has:

1. No shared vision or values.
2. No strategic path.
3. Poor alignment.
4. Wrong style.
5. Poor skills.
6. Low trust.
7. No self-integrity.


Quality leadership values people. It is rooted in the timeless principles of faith and hope, constancy and consistency, and virtue and truth in human relations.


 Principle-centered leadership “embraces the principles of fairness and kindness and makes better use of the talents of people for increased efficiency, but also leads to quantum leaps in personal and organizational effectiveness” (p. 180).


Leader has to empower the followers and trust them. They in turn empower the leader and trust him.



Updated 25 December 2019,  2 May 2019, 29 July 2016, 2 March 2015,





Evolution of Marketing Management




Following (and citing) Frederick Winslow Taylor’s (1903, 1911) influential work on scientific
management, which discussed efficiently organizing manufacturing tasks for mass production, Shaw (1914, 1916) described the problem of efficiently organizing marketing functions for mass distribution.

“The first era, from 1900 to 1957, dealt with the emergence of the marketing discipline,  when the traditional schools of thought emerged.” The “modern era” was said to have begun after publication of Wroe Alderson’s (1957) revolutionary book, which resulted in “a proliferation of schools of marketing thought”.

Edward D. Jones of Michigan State University in 1902, James S. Hagerty at The Ohio State University in 1902-03, and George M. Fisk at the University of Illinois in 1903-04, up to Ralph Starr Butler’s “Principles of Marketing” type course at the University of Wisconsin in 1910-11; that Butler published a textbook titled Marketing Methods in 1914, when his chronology ends.

Butler’s, 1914 book would have started his “pioneering period”, a publication that Maynard credited as the first textbook with the term “marketing” in its title.

Kotler and Keller (2003) is one of the few marketing writers to describe both Ansoff
and Porter’s approaches to corporate strategy; however, he treats growth (Ansoff, 1965;
Porter, 1985) and generic (Kotler and Keller, 2003) strategies independently and makes
no attempt at reconciling the incongruities between them.

Early marketing strategy concepts

Before marketing strategy developed as an off-shoot of marketing management in the
1970s, even before marketing management emerged as a school of thought in the 1960s
to replace the traditional approaches to marketing (Bartels, 1988; Sheth et al., 1988;
Shaw and Jones, 2005), a few isolated concepts were developed in the 1950s literature
that form the core of modern marketing strategy. These seminal concepts include:
Borden’s (1957, 1964) expression of the “marketing mix,” Smith’s (1956) development of
“product differentiation” and “market segmentation” as alternative marketing
strategies, Dean’s (1951) conception of “skimming” and “penetration” as alternative
pricing (that he extended to the whole marketing mix) strategies, and Forrester’s (1959)
description of the “product life cycle (PLC).”

With Levitt’s (1965) classic HBR article: “Exploit the product life cycle,” the PLC
entered the rapid growth stage of its own life cycle. Subsequently, numerous literature
reviews and meta-analyses have appeared summarizing the extant PLC literature and
analyzing its strengths and weaknesses (e.g. Buzzell, 1966; Dhalla and Yuspeh, 1976;
Polli and Cook, 1969; Smallwood, 1973); with one of the most comprehensive analyses
in a book by Wasson (1974) and a special section in the Journal of Marketing guest
edited by Day (1981). The PLC has both supporters and critics.








Edward David Jones
First  Professor of Marketing
Taught first university course in marketing. 1902
https://books.google.co.in/books?id=7t3GBQAAQBAJ&pg=PT30#v=onepage&q&f=false


History of sales methodologies
https://www.membrain.com/blog/a-brief-history-of-modern-sales-methodologies-for-sales-leaders


History of Marketing
https://en.wikipedia.org/wiki/History_of_marketing


Hans Domizlaff, 1939, Brand Technology, 22 laws of advertising
http://wikipedia.qwika.com/de2en/Hans_Domizlaff


The Rise of Marketing and Market Research
H. Berghoff, P. Scranton, U. Spiekermann
Springer, 29-Oct-2012 - History - 312 pages
This volume serves up a combination of broad questions, theoretical approaches, and manifold case studies to explore how people have sought to understand markets and thereby reduce risk, whether they have approached this challenge with a practical view based on their own business acumen or used the tools of scholarship.
https://books.google.co.in/books?id=UYBAAaJi50IC


Rowntree and the Marketing Revolution, 1862-1969
Robert Fitzgerald
Cambridge University Press, 2006 - Business & Economics - 768 pages
Rowntree and the Marketing Revolution, 1862-1969 is a major study in the history of marketing in economic development, in addition to being a history of a well-known international company. Marketing history remains a neglected field of study, yet Rowntree's commercial success has been the direct result of applied marketing methods and major advances in product development, branding and advertising. It is surprising that marketing and mass consumption has been so neglected; yet Rowntree was a marketing pioneer. The company had in addition a prominent role in questioning managerial organization, business culture, industrial relations, restrictive practices, and multinational business. This book offers a comprehensive account of a company and its industry, but pursues themes and seeks to answer areas of debate, illuminating the ways in which marketing contributed to the growth of an enterprise.
https://books.google.co.in/books?id=EqIQbwHYn-AC


Old School: 5 Killer Examples of Content Marketing in History
by Shayla Ebsen on 04/01/2013
https://mediashower.com/blog/old-school-5-killer-examples-of-content-marketing-in-history/

1904: Jell-O recipe book

1907
J.L. Stearns of Elmore Country was marketing here yesterday.
https://www.newspapers.com/clip/30672437/j_l_stearns_marketing_1907saved/


ECONOMIC ADVERTISING
Vol. 1, No. 1,  September, 1908
https://archive.org/details/marketing1909toro/page/n4

Advertising - An Essay in 1909
https://nraomtr.blogspot.com/2019/07/advertising-essay-in-1909.html


1910
Scientific Management in Marketing
https://books.google.co.in/books?id=_q-NSAm-vqgC&pg=PA41#v=onepage&q&f=false


1914
Definition of Marketing by Butler
https://books.google.co.in/books?id=IAs4_LSzUJMC&pg=PA15#v=onepage&q&f=false

1916
Western Australia Wheat Marketing Act
https://www.legislation.wa.gov.au/legislation/statutes.nsf/law_a143870.html

1918
Marketing Methods (1918) by Ralph Starr Butler

1920
The elements of marketing,
Author: Paul Terry Cherington
Publisher: New York, The Macmillan Company, 1920
https://archive.org/details/elementsofmarket00cheriala/page/n6



Brand Management 1931

The story of  brand management began on May 13, 1931, with an internal memorandum from Neil McElroy (1904-1972),  who had come to P&G in 1925 right after his graduation from Harvard College. While working on the advertising campaign for Camay soap, in a now-famous memo, he argued that more concentrated attention should be paid to Camay, and by extension to other P&G brands as well. In addition to having a person in charge of each brand, there should be a substantial team of people devoted to thinking about every aspect of marketing it. This dedicated group should attend to one brand and it alone. The new unit should include a brand assistant, several "check-up people," and others with very specific tasks.

The concern of these managers would be the brand, which would be marketed as if it were a separate business. In this way the qualities of every brand would be distinguished from those of every other. In ad campaigns, Camay and Ivory would be targeted to different consumer markets, and therefore would become less competitive with each other. Over the years, "product differentiation," as business people came to call it, would develop into a key element of marketing.

McElroy's memo made good sense to P&G management, and its proposals were approved up the corporate hierarchy and endorsed with enthusiasm by President Deupree.

Thus was born the modern system of brand management.
https://hbswk.hbs.edu/archive/american-business-1920-2000-how-it-worked-pg-changing-the-face-of-consumer-marketing

Kotler 1967

Philip Kotler published his first edition of "Marketing Management" in 1967.

First Edition

Kotler's big idea in 1967 was that companies ought to be driven by customers and markets, rather than by the intuition of marketing executives. He went on to bring analytical thinking into the marketing field to add to the rich description of markets.

Kotler's stated that  marketing needed more logical processes for making decisions and he based his textbook on ideas synthesized from economics, behavioral science, management theory and mathematics.

Kotler had been trained as an economist at the University of Chicago and MIT. As a result, he introduced mathematical models to help companies allocate marketing resources, including setting the size and goals of the sales force. The companies need a process for making decisions about how many salespeople to hire, how much to spend on advertising, how much to spend on sale promotion which was not available. Kotler filled the gap.

Kotler's original goal was to write a textbook to use in his own classes but  he was delighted and surprised to see his become a big success.

Kotler joined the Kellogg School faculty in 1962 and is now the  Distinguished Professor of International Marketing.
https://nraomtr.blogspot.com/2015/01/philip-kotler-prefaces-to-marketing.html


Updated on  25 December 2019,  5 August 2019, 20 July 2019



Leadership - Subject Update


2019

How to Be a Leader Everyone Loves to Work With
https://www.lollydaskal.com/leadership/how-to-be-a-leader-everyone-loves-to-work-with/

Care about the people along with the process and results.
Listen instead of thinking I  know it all.
Empower and make others feel good about themselves and their contribution to group activity.
Create small wins - Appreciate and Celebrate.
Display high EQ instead of only high IQ.


Buddhist tradition describes three styles of compassionate leadership

Buddhist tradition describes three styles of compassionate leadership: the trailblazer, who leads from the front, takes risks, and sets an example; the ferryman, who accompanies those in his care and shapes the ups and downs of the crossing; and the shepherd, who sees every one of his flock into safety before himself. Three styles, three approaches, but what they have in common is an all-encompassing concern for the welfare of those they lead. - Dalai Lama., 2019, HBR article

Making others better as a result of your presence, your communication, your direction, decision and action  are at the heart of leadership.

Leadership is not wielding authority; it's empowering others.

It is the ability to transfer power. It is the ability to make others powerful.
Lolly Doskal - TedX Talk
2018
________________

________________

4 Ways to make sure people working for you love you.

1. Create a work place you love as a person.
2. Encourage creativity and involvement.
3. Don't focus only on pay, make work flexible and comfortable
4. Give rest breaks and allow persons to recover from fatigue. Insert work gaps for even small durations.
https://www.inc.com/amy-vetter/4-ways-to-make-sure-people-love-working-for-you.html

Seven Stages of Strategic Leadership
https://www.strategy-business.com/article/The-seven-stages-of-strategic-leadership

30-second activities for Leaders


Leaders do not to have a lot of free time on their hands to spend with their followers. .

That’s where the 30-second activities become very useful. There’s a lot you can do in 30 seconds.

In 30 seconds you can a big impact.

You could…

Give 30 seconds of encouragement.

Give 30 seconds of conveying value of a team member.

Give 30 seconds of acknowledgment.

Give 30 seconds of gratitude.

Give 30 seconds of praise.

Give 30 seconds to change their attitude. No matter what’s in their past, they can always become the best version of themselves.

When leaders acknowledge the role and contribution of team members,  leadership becomes memorable and impactful.

https://www.lollydaskal.com/leadership/30-second-challenge-every-leader-accept/



2018


Be selfless - Be compassionate

Become Better Leader – Human Relations First Perspective

https://www.youtube.com/watch?v=6qZL-eQLqP8
_________________

_________________


Leading So People Will Follow You - The six key behaviour related attributes

Far-sightedness, passion, courage, wisdom, generosity, and trustworthiness
http://nraomtr.blogspot.com/2018/07/leading-so-people-will-follow-erika.html



Leadership Coach and Author: Lolly Daskal

Founder and CEO of Lead From Within. Her proprietary leadership program is based on a mix of modern philosophy, science, and nearly thirty years coaching top executives, Lolly’s perspective on leadership continues to break new ground and produce exceptional results.

Lolly was designated a:
Top-50 Leadership and Management Expert by Inc.com
100 Great Leadership Speakers for Your Next by Inc. magazine.
Huffington Post honored Lolly with the title of The Most Inspiring Woman in the World.
Her writing has appeared in HBR, Inc.com, Fast Company (Ask The Expert), Huffington Post,
and Psychology Today, and others.
Lolly Daskal’s new book, The Leadership Gap: What Gets Between You and Your Greatness is
a Wall Street Journal Bestseller.
Previous bestseller is Thoughts Spoken From the Heart

Recently circulated articles of Lolly Daskal

50 Forms of Dysfunction in the Workplace
https://www.lollydaskal.com/leadership/50-forms-of-dysfunction-in-the-workplace/

61 Ways to Get Your Employees Super Engaged
https://www.lollydaskal.com/leadership/61-ways-to-get-your-employees-super-engaged/

JUN 15, 2018
In Leadership, Influence Is Not A Given
Michelle Braden

MSBCoach CEO, author of 3 leadership books, committed to inspire/challenge leaders, maximize engagement, and impact organizational success.
https://www.forbes.com/sites/forbescoachescouncil/2018/06/15/in-leadership-influence-is-not-a-given/

Servant Leadership for 21st Century

________________

________________




Leadership is not wielding authority; it's empowering others.

6 Mantras That Will Set You Apart as a Genuine Leader
https://www.inc.com/lolly-daskal/6-smart-mantras-that-will-set-you-apart-as-a-leader.html

To create the right climate, you need leadership, not GREEDership.

http://www.noelaferguson.com/blog-single-170606.php

2017


December 2017

If You Aspire to Be a Great Leader, Be Present
Rasmus Hougaard and Jacqueline Carter
HBR, DECEMBER 13, 2017
https://hbr.org/2017/12/if-you-aspire-to-be-a-great-leader-be-present?

Nov 11, 2016 Accenture Veterans Day Keynote
________________


________________

________________

________________


RASMUS HOUGAARD AT MINDFUL LEADERSHIP SUMMIT – WASHINGTON DC

________________

________________

The Potential Project Upload

August 2017

 Leadership Instincts: Listen, Amplify, Include
General Martin E. Dempsey
August 25, 2017
https://www.linkedin.com/pulse/leadership-instincts-listen-amplify-include-general-martin-e-dempsey

22 Qualities That Make a Great Leader
https://www.entrepreneur.com/article/270486

June 2017

The 10 (and a Half) Commandments of Leadership

10 Questions Great Bosses ask periodically
https://leadingwithtrust.com/2017/04/30/10-questions-great-bosses-regularly-ask-their-people/

The Dynamics of 8 Different Styles of Leadership
April 11, 2017 - by  Paul E. Fein
https://www.td.org/Publications/Blogs/Management-Blog/2017/04/The-Dynamics-of-8-Different-Styles-of-Leadership

Four Behaviors That Define Successful Leaders
Elena Lytkina Botelho

May 2017

45 Questions Every Leader Should Answer

By Frank Sonnenberg
http://www.franksonnenbergonline.com/blog/45-questions-every-leader-should-answer/

Good Bosses Switch Between Two Leadership Styles

Jon Maner
Jon Maner is a professor of management and organizations at Kellogg School of Management, Northwestern University.
DECEMBER 05, 2016, HBR Article

The two styles are termed Dominance and Prestige. They could have been termed Single Person Dominance (Lone Boxer) and Team Decision Making (Foot Ball Team).
https://hbr.org/2016/12/good-bosses-switch-between-two-leadership-styles

Related
http://jon-maner-dev.squarespace.com/publications-case/the-essential-tension-between-leadership-and-power

https://www.psychologytoday.com/blog/sex-murder-and-the-meaning-life/201606/what-kind-leader-are-you

http://www.cnbc.com/2016/11/01/bossy-vs-buddy-two-leadership-styles-each-with-its-place.html



2016

http://www.leadershipissues.com/

Leadership Freak - A popular blog on leadership      https://leadershipfreak.blog/

What Great Managers Do Daily

Ryan Fuller & Nina Shikaloff
HBR
DECEMBER 14, 2016
https://hbr.org/2016/12/what-great-managers-do-daily

Decoding Leadership: What really matters


Our most recent research, however, suggests that a small subset of leadership skills closely correlates with leadership success, particularly among frontline leaders. Using our own practical experience and searching the relevant academic literature, we came up with a comprehensive list of 20 distinct leadership traits. We did a survey and  found  that leaders in organizations with high-quality leadership teams typically displayed 4 of the 20 possible types of behavior; these 4, indeed, explained 89 percent of the variance between strong and weak organizations in terms of leadership effectiveness .

• Solving problems effectively: The process that precedes decision making is problem solving, when information is gathered, analyzed, and considered.

• Operating with a strong results orientation: Leadership is about not only developing and communicating a vision and setting objectives but also following through to achieve results. Leaders with a strong results orientation tend to emphasize the importance of efficiency and productivity and to prioritize the highest-value work.

• Seeking different perspectives: This trait is conspicuous in managers who monitor trends affecting organizations, grasp changes in the environment, encourage employees to contribute ideas that could improve performance, accurately differentiate between important and unimportant issues, and give the appropriate weight to stakeholder concerns. Leaders who do well on this dimension typically base their decisions on sound analysis and avoid the many biases to which decisions are prone.


2015





The Art of Giving and Receiving Advice.


Periodical
By: Garvin, David A.; Margolis, Joshua D. Harvard Business Review. Jan/Feb2015, Vol. 93 Issue 1/2, p60-71.


Seeking and giving advice are central to effective leadership and decision making, and they require emotional intelligence, self-awareness, restraint, diplomacy, and patience on both sides. In this article, the authors argue that they are practical skills one  can learn and apply to great effect. The most common obstacles to effectively seeking and giving advice are  thinking one already has the answers, defining the problem poorly, and overstepping boundaries.  They  offer practical guidelines for getting past them.


Five stages of advising are identified: (1) finding the right fit; (2) developing a shared understanding; (3) crafting alternatives; (4) converging on a decision; and (5) putting advice into action. Each stage includes suggestions for seekers and for advisers.



The Authenticity Paradox. 

By: Ibarra, Herminia. Harvard Business Review. Jan/Feb2015, Vol. 93 Issue 1/2, p52-59.

INSEAD professor Herminia Ibarra argues, a simplistic understanding of what authenticity means can limit leaders' growth and impact.  In this article, Ibarra explains how leaders can develop an "adaptively authentic" style.  It's OK to change tactics from one day to the next, she says by figuring  out what's right for the challenges and circumstances we face.




2014

July

The Skills Leaders Need at Every Level

by Jack Zenger and Joseph Folkman
HBR Blog Post
16 Skills are listed in order of importance. Top 7 are said to be important.

1. Inspires and motivates others.
2. Displays high integrity and honesty
3. Solves problems and analyzes issues
4. Drives for results
5. Communicates powerfully and prolifically
6. Collaborates and promotes teamwork
7. Builds relationships
http://blogs.hbr.org/2014/07/the-skills-leaders-need-at-every-level/

Leadership Development Beyond Competencies: Moving to a Holistic Approach
Marian N. Ruderman, Cathleen Klerkin, and Carol Connelly
Center for Creative Leadership - White Paper
http://www.ccl.org/leadership/pdf/research/LeadershipDevelopmentCompetencies.pdf

Book review of Jane Dutton and Gretchen Spreitzer, How to Be a Positive Leader: Small Actions, Big Impact.
http://positivepsychologynews.com/news/kathryn-britton/2014073029174





2013

December

How to be a better boss?

Ask a person whether he wants to recommend his boss to his friends as the ideal boss to work under.
http://sloanreview.mit.edu/article/how-to-be-a-better-boss/

May
Knowledge@Wharton article
Social Technology and the Changing Context of Leadership
Social technology is changing the way leaders do conversations with their group members especially in large organizations. The article presents ideas on this issue
http://wlp.wharton.upenn.edu/LeadershipDigest/social-technology.cfm

2012
Sloan Management Review Article Spring, March 2012

How to Become a Better Leader

The article describes Big 5 Personality factors and use of them in developing oneself as a better leader.
http://sloanreview.mit.edu/article/how-to-become-a-better-leader/


Leadership Basic Articles

Organizational Behavior Articles

Theories of Leadership 
Cognitive Resources Theory of Leadership
Leadership Styles, Roles, Activities, Skills and Development

Principles of Management Articles


Updated  2019 - 25 December 2019, 25 August 2019, 4 August 2019, 29 April 2019,  19 January 2019,

2018 - 15 July 2018, 10 July 2018,  8 February,  28 January

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