<H1> CRAFTING THE GRANDMASTERSOF BUSINESS™ </H1> |
<H2> Table of contents </H2> |
<H2> THE FRAMEWORK </H2> |
<H2> MIND THE GAP </H2> |
<H2> BUSINESS ROADMAP </H2> |
<H2> PERFORMANCE BOOST </H2> |
<H2> THE SPECIALIZATION TRAP </H2> |
<H2> THE SILO SYNDROME </H2> |
<H2> ACROSS FUNCTIONAL SILOS </H2> |
<H2> CUSTOMER CAROUSEL™ </H2> |
<H2> ULTIMATE LEVEL OF TRUTH™ </H2> |
<H2> ROUNDMAP CANVAS </H2> |
<H2> VALUE HUB THEORY </H2> |
<H2> BUSINESS MODEL MATRIX™ </H2> |
<H2> PRIMARY BUSINESS MODELS </H2> |
<H2> STRATEGIC PLAYBOOK </H2> |
<H2> BUSINESS MODEL DEVELOPMENT </H2> |
<H2> GROWTH CAROUSEL™ </H2> |
<H2> DESIGNING EXPERIENCES </H2> |
<H2> DIGITAL TRANSFORMATION </H2> |
<H2> SUMMARY </H2> |
<H2> NEWS </H2> |
<H2> CROSS THE SILOS TO DRIVE INNOVATION AND SECURE FUTURE GROWTH </H2> |
<H2> BECOME A GRANDMASTER OF BUSINESS™ </H2> |
<H2> Pages </H2> |
<H2> Categories </H2> |
<H3> 1.1 - INTEGRATED BUSINESS FRAMEWORK </H3> |
<H3>
BUSINESSROADMAP
</H3> |
<H3>
BUSINESS CAROUSEL™
</H3> |
<H3>
PRODUCTCAROUSEL™
</H3> |
<H3>
CUSTOMERCAROUSEL™
</H3> |
<H3>
GROWTHCAROUSEL™
</H3> |
<H3>
B-MODEL MATRIX™
</H3> |
<H3> 1.2 - EVOLUTIONARY MODELS </H3> |
<H3> 1.3 - ONE SINGLE FRAMEWORK </H3> |
<H3> 1.4 - STEADY VERSUS TRANSIENT STATE </H3> |
<H3> 1.5 - THIRD-PARTY MODELS </H3> |
<H3> 2.1 - CLOSING THE GAPS </H3> |
<H3> 2.2 - GROWTH PROJECTIONS </H3> |
<H3> 2.3 - STANDING AT THE EDGE OF A CLIFF </H3> |
<H3> 2.4 - EQUITABLE GROWTH </H3> |
<H3> 2.5 - HORIZON MODEL </H3> |
<H3> 2.6 - SITUATIONAL GROWTH™ </H3> |
<H3> 2.7 - MIND THE GAPS </H3> |
<H3> 2.8 - VENTURE DESIGN </H3> |
<H3> 3.1 - THE ULTIMATE LEVEL OF TRUTH </H3> |
<H3> 3.2 - THE SILO SYNDROME </H3> |
<H3> 3.3 - ROUNDMAP DEFINITION </H3> |
<H3>
ROUNDMAP
</H3> |
<H3>
ROADMAP
</H3> |
<H3>
ROUNDTRIP
</H3> |
<H3> 3.4 - SYSTEMS DYNAMICS </H3> |
<H3> 3.5 - BUSINESS ROADMAP </H3> |
<H3> 3.6 - STAGES </H3> |
<H3> 3.7 - STEPS </H3> |
<H3> 3.8 - CANVAS </H3> |
<H3> 3.9 - VALUE HUB THEORY </H3> |
<H3> 3.10 - DIFFERENT VIEWPOINTS </H3> |
<H3> 4.1 - EXCEEDING EXPECTATIONS </H3> |
<H3> 4.2 - REACTIVE VERSUS PROACTIVE </H3> |
<H3> 4.3 - SYNERGY IN A COMPLEX SYSTEM </H3> |
<H3> 5.1 - DIVISION OF LABOR </H3> |
<H3> 5.2 - SCIENTIFIC APPROACH </H3> |
<H3> 5.3 - INDUSTRIAL EFFICIENCY </H3> |
<H3> 5.4 - FRONTLINE PRODUCTIVITY </H3> |
<H3> 5.5 - SURVEILLANCE CAPITALISM </H3> |
<H3> 6.1 - END THE TURF WARS </H3> |
<H3> 6.2 - LACK OF EMPATHY AND COMMITMENT </H3> |
<H3> 7.1 - INCREASE SIGNIFICANCE </H3> |
<H3> 7.2 - RETURNING CUSTOMERS </H3> |
<H3> 7.3 - UNIFIED CUSTOMER PROFILE </H3> |
<H3> 7.4 - TRANSFORMING THE CULTURE </H3> |
<H3> 8.1 - SHIFTS IN CUSTOMER DEVELOPMENT </H3> |
<H3> 8.2 - INTEGRATED PROCESS </H3> |
<H3> 8.3 - TIMELINE </H3> |
<H3> 8.4 - RELATIONSHIPS AS A DOUBLE HELIX </H3> |
<H3> 8.5 - FROM CYCLES TO WAVES </H3> |
<H3> 9.1 - EMPLOYEE-CUSTOMER ENGAGEMENT </H3> |
<H3> 9.2 - THE OVERALL PICTURE </H3> |
<H3> 10.1 - LAYOUT OF THE SYSTEM </H3> |
<H3> 10.2 - INTERTWINED </H3> |
<H3> 10.3 - REVISIT THE ROUNDMAP </H3> |
<H3> 11.1 - VALUE HUB THEORY </H3> |
<H3> 11.2 - NOTES </H3> |
<H3> 12.1 - NEW BUSINESS MODELS </H3> |
<H3> 12.2 - BUSINESS MODEL MATRIX™ </H3> |
<H3> 12.3 - PRIOR TO THE MATRIX </H3> |
<H3> 13.1 - CREATING LEVERAGE </H3> |
<H3> 13.2 - DRIVING GROWTH </H3> |
<H3> 14.1 - BUSINESS MODEL DEPLOYMENT </H3> |
<H3> 14.2 - PLANNING FOR SUCCESS </H3> |
<H3> 15.1 - BUSINESS MODEL DEVELOPMENT </H3> |
<H3> 15.2 - BUSINESS MODEL REGENERATION </H3> |
<H3> 15.3 - BUSINESS MODEL SHIFTING </H3> |
<H3> 15.4 - SHIFTING VERSUS REGENERATION </H3> |
<H3> 15.5 - OLD BOUNDARIES REMOVED </H3> |
<H3> 16.1 - SITUATIONAL ANALYSIS </H3> |
<H3> 16.2 - READINESS TO CHANGE </H3> |
<H3> 16.3 - BUSINESS CAROUSEL™ </H3> |
<H3> 16.4 - COMPLEMENTARY MODELS </H3> |
<H3> 17.1 - DESIGN THINKING </H3> |
<H3> 17.2 - CUSTOMER EXPERIENCE </H3> |
<H3> 18.1 - DIGITAL IS NO HOLY GRAIL </H3> |
<H3> 18.2 - WHY 70% OF DIGITAL TRANSFORMATION FAILS </H3> |
<H3> 18.3 - THE TRUTH ABOUT CUSTOMER LOYALTY </H3> |
<H3> 18.4 - HOW EXPERIENCES DRIVE GROWTH </H3> |
<H3> 19.1 - SUMMARY </H3> |
<H3>
After being sidelined for decades, sustainability is back
</H3> |
<H3>
Pros and Cons of Integrated Business Planning (IBP)
</H3> |
<H3>
The Evolution of Purpose – Remain Relevant
</H3> |
<H3>
Strategy and Innovation on The Road to Epiphany
</H3> |
<H3>
Leadership relies on Vision
</H3> |
<H3>
10 Ways to Deal with Crises
</H3> |
<H3>
The Trinity of Design Thinking
</H3> |
<H3>
Decoupling of the Value Chain
</H3> |
<H3>
Customer Carousel™ Blueprint
</H3> |
<H3>
Ride the Waves of Change
</H3> |
<H3>
Where to find future growth?
</H3> |
<H3>
Right on the Money
</H3> |
<H4> 1.1.1 - COMPONENTS </H4> |
<H4> 1.1.2 - COMPONENTS EXPLAINED </H4> |
<H4> 1.1.3 - SUMMARY </H4> |
<H4> STAGE 1 – DISCOVER </H4> |
<H4> STAGE 2 – DESIGN </H4> |
<H4> STAGE 3 – DEVELOP </H4> |
<H4> STAGE 4 – DIRECTION </H4> |
<H4> STAGE 5 – DIVIDEND </H4> |
<H4> STAGE 1 – DISCOVER </H4> |
<H4> STAGE 2 – DESIGN </H4> |
<H4> STAGE 3 – DEVELOP </H4> |
<H4> STAGE 4 – DIRECTION </H4> |
<H4> STAGE 5 – DIVIDEND </H4> |
<H4> HENRY FORD: 370% eMPLOYEE TURNOVER (!) </H4> |
<H4> JOHN P. KOTTER: OPTIMIZED FOR EFFICIENCY </H4> |
<H4> PETER DRUCKER: PURPOSE OF BUSINESS </H4> |
<H4> ROUNDMAP CIRCULAR </H4> |
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