decision making Archives - c3centricity | c3centricity

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New Thinking, New Ideas, New Successes!

Things have been pretty hectic for me these past few weeks. As you read this, I am in New York presenting at the CASRO Technology and Innovation Event, 6th to 7th June. If you’re attending the event, please stop me and say “HI”; it would be awesome to meet some of my American readers!

I then head down to Miami where I am guest lecturer of an Executive MBA course at Miami University. The following week I fly back up to Atlanta to speak and chair a session at IIeX-NA from 13th to 15th June.

If you’ve never been to an IIeX Insight Innovation Exchange event, then you’ve missed a really exciting conference. It’s run like a multi-channel TED event, where most of the presentations are just 15 minutes long. You are never bored and can learn and experience things you can’t find elsewhere. And if you want to learn even more, there are also longer workshop-style talks on a multitude of topics.

There’s still time to attend and using my special speaker discount code (SPEAKER20) you’ll get a very generous 20% off the full price! If you do attend, don’t forget to stop me and say “HI”.    

I’m Taking a Marketing Course!

As if the preparation for all these events wasn’t enough, I also started a marketing course a couple of months ago. You might wonder why I decided to do that when I spend my life advising others on their marketing. The reason is that we are never experts in every area and as we say in Switzerl and

“The cobbler’s children don’t wear shoes”.

In other words, we never seem to have the time to do what we help others to do. So true don’t you think?

The decision to invest in myself has been one of the best I’ve made in recent years, as it will simplify my day-to-day work. After all, they do say

“You have to spend time to save time”!

The best part of the program is that I now have someone telling me what to do and prioritising the steps in relaunching my website. There will also be some exciting new offers for you, my dear reader, like the webinar series I mentioned a while back.

During the weekly videos of each module of the course, I’m  getting exposed to many alternative platforms, systems and tools from the ones I already know. So it’s also making me a better digital marketer from which my clients will then benefit. A true win-win investment.

I now have someone telling me what to do and prioritising next steps. I’m also getting exposed to many alternative platforms, systems and tools from the ones I already know, so it’s also making me a better digital marketer for my clients. A true win-win investment.

Time for You to Learn Something New?

This has been a rather long introduction to say that I believe we should all invest in ourselves, every year. Attending workshops and conferences, hiring a coach, or asking someone to give us training on a topic are all excellent ways to invest wisely in ourselves. However, we can so easily get caught up in our day-to-day work, that we forget to do so, especially as we progress in our careers. I have always said that for me:

“A day without learning is a day without living”

But with so many years’ experience, I tended to limit myself to workshops and conferences. As a result, I never really challenged myself by opening my processes and tools to an external perspective. My marketing course is certainly making me feel very uncomfortable, but I am growing as a result.

Many organisations rely on internal training alone, so they find themselves in exactly the same situation as I was until recently. They never challenge their current thoughts and processes. This can be even worse in large corporations where the vast majority of employees “grew up” in the company, remaining tens of years in exactly the same environment – think P&G or Nestle. While this may indicate a great company, which I’m sure both are, it can result in a self-perpetuating belief that they are the best, in everything.

 

Get Comfortable with Being Uncomfortable

Therefore, this week I am challenging you to get comfortable with being uncomfortable. (>>Tweet this<<) I want you to expose your ideas and thinking to others, both inside and outside your company. Share your thoughts with people you don’t normally talk to. Ask their opinion about a question that you are finding difficult to answer.

You don’t have to take their advice, but just getting a different perspective can be extremely helpful in making your own mind clearer about what you should do. In the same way as “sleeping on it” often brings a solution in the morning, asking for differing views can help us to be sure about our own perspective.

I have just updated the C³Centricity training offers based upon my recent work with clients all over the world. These are the courses I now offer, all available as one and two-day sessions:

  • I2A – Insight to Action: Tired of not turning information and knowledge into underst anding and insight? This one-day or two-day course will take you from what is an insight, to how do you uncover them and then how to action them to grow your business.
  • I2I – Insight with Impact: Often market research and insight specialists are not very good at sharing everything they learn about the market and its customers. This course takes them on a journey to increased impact and visibility, to ensure the business optimally benefits from its information investments.
  • N³ – Next Generation Insights: Are you concerned that your definition and development process of insights may need updating? This course will take your team through an analysis of your current process. Together, we will then optimise and update those parts that are not state-of-the-art and work on a real case from one of your current challenges.
  • M³ – More Meaningful Market Research: When was the last time you reviewed your MR toolbox? There are many exciting new technologies and processes which can bring increased learnings about your customers. This course will also help you to identify the best KPIs to follow your business, as well as support you in renegotiating your ongoing contracts with suppliers.
  • C³ – Consistent, Creative Communications: Advertising campaigns are often developed in the same way and tested with outdated processes and metrics. With more communications moving to digital, a new approach is necessary. This course helps you to identify and prioritise the most relevant channels for your messages, as well as to measure the changes in your br and’s image, rationally, emotionally and culturally.
  • I³ – Immediately Improved Innovation: Exp and your innovations beyond your current technical skills. Incorporate new levers  and prioritise changes in your NPD processes and tools for more successful innovations.
  • S³ – Strategy and Sensitivity with Scenarios: Open your business to new ways of developing vision and strategy. Become proactive through effective scenario planning and get prepared for all possible future opportunities and risks.
  • B³ – Boosting Bolder Business: Identify the blockages in making needed changes within your organisation. Develop and successfully implement appropriate strategies and plans to catalyse your transformation.

Don’t these courses sound great? I am so excited to be able to offer them to companies around the world, no matter what the industry in which you may work. Being customer centric means the ideas and tools are relevant no matter what your challenges are and my vast global experience ensures a knowledgeable adaptation to your specific and cultural needs.

And don’t forget, if you would like to get a new perspective on something, I’m always ready to jump on a call to discuss with you. C³Centricity offers short, sharp catalyst sessions of a few hours to a full day or more. Perhaps this is exactly what you or your team need to move forward?

Challenge yourself to be comfortable with getting uncomfortable – it won’t last long before you are once again at ease, but in a bigger, brighter and better environment!

 

Four Tough but Essential Decisions Every Business Leader Must Make: Who, What, Why & How?

“Why do I have to do it?” That was what my friend’s daughter provocatively asked him recently. She didn’t want to do something he had requested of her and like many kids was now questioning his reasoning as well as his authority.

This happens in the work environment too. When you are the boss, your team members are likely to sometimes ask you a similar question. And whilst it may be done less bluntly, they will still be questioning your reasoning and authority.

Last week I spoke about honesty in the workplace and it caused a lot of discussion online and in various LinkedIn groups. This week I want to speak about the difficult decisions we, as leaders, are sometimes forced to take.

Organisational structure

Individuals are all too often promoted for good performance in their current positions and not for their people-management skills or because their abilities are suited to the future positions. This is coined the “Peter Principle” in management theory, named after Laurence J. Peter. His book on the topic, co-authored with Raymond Hull, suggests that people tend to get promoted until they reach their “position of incompetence”. In fact  it has been shown that CEOs who fail are quite often found to have made poor people choices  that they have then been unsuccessful in dealing with appropriately.  (>>Tweet this<<)

True leaders accept mistakes, both theirs and their teams, and personally own their bad decisions. However, that doesn’t just mean firing the under-performing employee. It also means firing someone that doesn’t “deserve” to be fired, just because your priorities have changed. It also means taking the time to explain why; no hiding behind HR to do the dirty work or just h anding over the official letters in silence. Taking the responsibility of one’s acts can sometimes be painful, but that’s what distinguishes a true manager.

Portfolio management

In the garden, you keep your plants healthy by regularly trimming them. You remove the dead wood and cut back the longer stems so the plant will bush out and have more new growth and flowers. The same is true in business.

Both P&G and Unilever have done some radical pruning of their br ands over the years. P&G has around 300 br ands today, a third less than just a decade ago. And Unilever continues to frequently reduce the number of its stock-keeping units (SKUs). Since introducing its “ Path to Growth” initiative almost fifteen years ago, the number of its br ands has been culled from 1,600 down to just 400.

Retail organisations are no longer willing to offer increased space for ever-exp anding numbers of br ands and variants. This is especially true in recent years with the start of a clear increase in the numbers of supermarket chains offering smaller stores. Therefore it makes sense to regularly review your own portfolio and cut the “long tail” of slowest movers. The “Pareto Principle” or 80-20 rule helps a lot to make these difficult decisions.

People management

Most major organisations go through periods of growth followed by times of headcount reduction. These latter cutbacks often result in emotional pain for many of the previously loyal employees, and often for the staff who remain too. You would think that someone would notice these cycles and come out with a better way of managing a workforce.

Personnel cuts are usually claimed to be for cost-cutting reasons, but are all too often followed by new hiring initiatives within months if not even weeks of the event! Now I underst and that staffing needs change and new projects may require new skills. But I blame management for being short-sighted when they make such layoffs. Whilst a business needs a core of different staff functions, the requirements of short-term projects should be met with temporary hires. This will avoid the costly practices of first hiring and then firing staff shortly afterwards.

Luckily young professionals are looking for more freedom in their careers today than my security-seeking generation ever were. Therefore why not identify your own staffing cycles and take advantage of this trend to find alternative ways of meeting temporary skill requirements?

Resource allocation

Almost every department must occasionally defend both its headcount and its budget. Whilst intellectually we may underst and that we can’t have it all, we still complain when seeing others getting more than they need (or deserve?).

Unfortunately too many businesses set their goals by looking in the rear-view mirror (>>Tweet this<<), rather than by contemplating plausible future scenarios. Basing tomorrow’s needs on what was done last year, or worse still on what competition did, guarantees that budgets will not be available where they are most needed. If however resources are managed from the top down, in line with company rather than personal objectives, the business is more likely to get to where it is headed. How do you manage yours?

These four decisions are amongst the most difficult a leader will ever have to make. To summarise, they cover the who, what, why and how you run your business. It is in making these tough decisions that leaders prove why they are where they are. What decisions have you found the toughest to make in your own career and why?

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