Tailored for decision – Knowing your target group prior to adaptation
Emma RexNiklas FernqvistSven‐Olof RydingKlas HallbergEmma RingströmLena LandströmJessica AndréassonAnna WiderbergLisbeth DahllöfRebecka Hallén Jorquera
0
Citation
0
Reference
20
Related Paper
Abstract:
Life cycle thinking is but one perspective - if at all considered -, in everyday business decisions throughout the organization; in the selection of suppliers, in the strategy of new product ranges ...Keywords:
Everyday Life
Cite
Business history
Download
Chen
Cite
Citations (0)
A very rich book sprinkled with real-life examples as well as battle-tested advice.Pierre Haren, VP ILOG, IBMJames does a thorough job of explaining Decision Management Systems as enablersof a formidable business transformation.Deepak Advani, Vice President, Business Analytics Products and SPSS, IBMBuild Systems That Work Actively to Help You Maximize Growth and ProfitsMost companies rely on operational systems that are largely passive. But what if you could make your systems active participants in optimizing your business? What if your systems could act intelligently on their own? Learn, not just report? Empower users to take action instead of simply escalating their problems? Evolve without massive IT investments?Decision Management Systems can do all that and more. In this book, the fields leading expert demonstrates how to use them to drive unprecedented levels of business value. James Taylor shows how to integrate operational and analytic technologies to create systems that are more agile, more analytic, and more adaptive. Through actual case studies, youll learn how to combine technologies such as predictive analytics, optimization, and business rulesimproving customer service, reducing fraud, managing risk, increasing agility, and driving growth.Both a practical how-to guide and a framework for planning, Decision Management Systems focuses on mainstream business challenges.Coverage includesUnderstanding how Decision Management Systems can transform your businessPlanning your systems with the decision in mindIdentifying, modeling, and prioritizing the decisions you need to optimizeDesigning and implementing robust decision servicesMonitoring your ongoing decision-making and learning how to improve itProven enablers of effective Decision Management Systems: people, process, and technologyIdentifying and overcoming obstacles that can derail your Decision Management Systems initiative
Business analytics
Business Intelligence
Cite
Citations (65)
Is your library a business? Or is this even the correct question to ask? Maybe a better question is: What can libraries learn from the business world to become more successful? One such mechanism is the concept of organizational design. This means taking a hard look at an organization’s structure, culture, procedures, and systems, then assessing how things need to change (Office of Personnel Management, 2018). Thinking about your organization’s design is a foundation for strategic planning. The following section poses a conceptual framework, followed by contemplative questions to encourage your library to start or continue conversations related to organizational design in order to facilitate planning and change.
Contemplation
Organizational architecture
Foundation (evidence)
Organizational Effectiveness
Cite
Citations (1)
As a business owner, the decisions you make have a long-term impact on your brand, in addition to resolving the immediate problem. However, it is not always possible for business owners to make every decision themselves. Jason Ratcliffe discusses why having a set of principles for your brand is essential if you are to delegate decision-making responsibilities to your staff
Delegate
Delegation
Cite
Citations (0)
Exercising Agency is a book about decision making. In particular, it looks in detail at how a very important type of organizational decision gets made: whether or not to initiate a project. Making strategic decisions of this kind can never be a wholly rational and scientific process. And Exercising Agency lifts the lid on many of the important behavioural factors that inform project decisions: power and politics, personality, the ’rules’ of an organization. Mark Mullaly draws on his research to provide practical guidance for decision makers; project shapers, approving executives and those responsible for how initiation decisions are made. By explaining the influence, value and risks associated with the elements that inform the way we make strategic decisions he will help you identify how individuals and organizations can best support the process to ensure project initiation decisions are effective and most closely underpin the priorities of the organization. If you are involved in framing or making decisions about the future of your organization; the projects that you do or don’t decide to initiate, then read this book. It won’t make the decisions any easier but it will help you improve the quality of the decisions you make and over time, the effectiveness of your organizational decision making.
Framing (construction)
Decision quality
Cite
Citations (2)
Scrum
Service product management
Excellence
Leverage (statistics)
Cite
Citations (1)
Business plan
Cite
Citations (1)
Extracted from text ... E
From strategy to action
12 Management Today April 2005
Anton Olivier is CEO of Stratex Consulting.
He has an engineering background
as well as an MBL and various other
qualifications.
Every business today needs a dynamic
strategy and business plan with a built-in
performance management system to allow
successful execution.
The essence of business is to be clear
on the why, who, what and where you are
in relation to your customers in your environment,
to be clear on what you want to
achieve, to develop the most appropriate
strategy, processes, technology and plans
and then to execute these ..
Action plan
Cite
Citations (0)
<p class="MsoBodyTextIndent" style="line-height: normal; text-indent: 0in; margin: 0in 0.5in 0pt; mso-pagination: none;"><span style="font-size: 10pt;"><span style="font-family: Times New Roman;">The business plan is the product of a strategic thinking or planning process.<span style="mso-spacerun: yes;"> </span>The strategic direction developed in that process can then be communicated in the form of a business plan to lenders, potential investors and associates within your company.<span style="mso-spacerun: yes;"> </span>The development of a strategic direction is a critical step for your company.<span style="mso-spacerun: yes;"> </span>It allows your business to leverage the knowledge and competence of its management team, staff and advisors to develop a strategic direction for the organization that will lead to its best chance for success.<span style="mso-spacerun: yes;"> </span>This gives you an opportunity to use the advising team you have put together.<span style="mso-spacerun: yes;"> </span></span></span></p>
Product line
Leverage (statistics)
Business plan
Cite
Citations (20)
DuPont is involved in a systematic effort to improve the overall return from its investment in new business development (NBD) by developing and implementing a set of processes, tools and organizational structures to help business management and project teams significantly enhance NBD performance. The objective of this effort is to find or develop a set of benchmarked best practices to support/manage the full range of NBD tasks, from strategy development through to full market launch, with a particular focus on alliance formation and management. In Part I of this article (1) we presented an overview of DuPont's Business Initiative Process (BIP)--one of a number of frameworks DuPont has developed and implemented to structure/organize both the NBD decision making of the business leadership team and the work of development teams driving specific NBD projects. This process was built on the foundation of DuPont's existing corporate best practice for product/ process development--(PACE, for Product And Cycle-time Excellence (2)--but expanded on it to incorporate a broad array of NBD best practice tools and frameworks. BIP has been used with more than two dozen venture projects, including more than 10 in China (an area of major NBD activity for DuPont). In this article we present a more comprehensive view of the work that an NBD team must complete as it executes a project using BIP. In particular, we describe the key steps (blocks of work) that a project team completes as it moves through the five phases of BIP (see Figure 1) and we describe some of the tools that facilitate the team's work. This work has been detailed in the BIP Guideline Manual and a number of task-specific guides, templates and procedures that are available to DuPont's NBD teams. Our purpose in this article is to provide a picture of a team does as it follows the process. [FIGURE 1 OMITTED] Business Case Phase The first step in launching an NBD initiative (once an opportunity has been identified) is to build the business case. The NBD project team must define potential strategies and assess their fit with the overall strategic direction of the business. At this point, the NBD team develops options for what the new business venture might look like when fully commercialized and develops a preliminary plan of how the organization will reach that point. The flow of work to develop a business case is shown in Figure 2. [FIGURE 2 OMITTED] Key questions that the team needs to explore (and options identified) include: * Target Customers--Who are the organizations/ individuals you are targeting to purchase your product/ service? Identify the end-user and the people who control the direct buy decision for your product/service: assess the entire chain down to the end user. * Value Proposition--What is the value you are offering your target customers that they will be willing and eager to pay for? Capture what differentiates your offering from your competitors: what is it that customers are buying from you that they cannot get elsewhere? * Program Objectives and Criteria for Success--What are the goals/targets for the program in terms of scale, market penetration, growth rate, competitive position, etc? * Business Model--How do you plan to organize/ structure the pieces of the enterprise to develop-produce-support-deliver your proposition to your target customers? * Business Strategies--Identify potential business strategies; explore, as appropriate, technology protection, country issues, infrastructure, entry barriers, legal restrictions, etc. * Development Plan--Show a high-level view of the work required to build/establish an ongoing business based on an assessment of the capabilities currently in place vs. capabilities required to win in the marketplace (strategic gaps analysis, next page). * Business Case--Describe how the business will make money with this NBD initiative. …
Best practice
Pace
Excellence
Cite
Citations (6)