Continuing my summation of comments related to the post “IN SEARCH OF: Business Processes Supporting Strategy Execution and Innovation“, I reveal my discussion with Cullen Coates. Once again, I encourage you to read all the comments at the post- they reveal a desire by all parties to learn and understand each other.
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Mr. Coates: Basically I […]
My post titled “IN SEARCH OF: Business Processes Supporting Strategy Execution and Innovation” continues to attract excellent practical comments by many including former CEO Cullen Coates. I encourage you to read the comments- they reveal a desire by all parties to learn and understand each other. Below are some of Mr. Coates’ remarks with emphasis […]
The “Making Talent a Strategic Priority” article in The McKinsey Quarterly referred to applying customer segmentation principles to designing different talent management approaches for segments of the workforce. This starts with recognizing that it’s more than just “top talent” that needs this kind of attention:
“The impact of top talent on corporate performance hasn’t diminished, but […]
The McKinsey Quarterly article on “Making Talent a Strategic Priority” has spawned a lot of reaction on my part. One statement seemed to lay the talent management function firmly in the lap of HR:
“Only HR can translate a business strategy into a detailed talent strategy: for instance, how many people does the company need in […]
The McKinsey Quarterly article on “Making Talent a Strategic Priority” conducted a survey of 98 business/HR leaders that yielded obstacles to effective talent management; it’s amazing how well these “obstacles” correlate with obstacles to any organization wide effort like project management and PMO processes- the top three were:
1. Senior managers don’t spend enough high-quality time […]
A McKinsey Quarterly article on “Making Talent a Strategic Priority” dealt with lack of talent management especially when more knowledge workers are required:
“Companies like to promote the idea that employees are their biggest source of competitive advantage. Yet the astonishing reality is that most of them are as unprepared for the challenge of finding, motivating, […]
I had a great conversation today with one of my mentors in the consulting business. He just got back from a trip to Europe assessing systems and processes of his multi-divisional client. They were impressed with the findings and suggestions because they fit well into the strategies of the firm. One of these strategies is […]
We at b5media experienced a “crisis” of sorts the other day: our servers went wacky. At first I reacted with, “Oh well, I’ll just ride this one out”. Later in the day, after continued error messages while attempting to get into my blog, I said to myself, “Crap (the worst cuss word I could muster), […]
Continuing from yesterday’s post , another great point made in David Brumby’s Computerworld article “Risks Pay Off in Brand Building ” relates to how we evaluate projects. Clearly, he makes the point that financial criteria can hurt innovation; a better approach is to evaluate how a project contributes to strategies:
“Some of the most innovative ideas […]
You may know by now that I am not a fan of increasing the CIOs role. Rather I see tremendous value in centralizing non-IT executive control of projects (IT and non-IT) supported by a PMO-like organization. Even so, I’m am NOT saying I’m against CIO role improvement; what I am saying is that other […]
Innovation and executing strategies through projects
Written by Kim Beasley [email] for b5media.
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