CO2
JANUARY 2, 2011
The Empathy Map looks like this: In this chapter the authors walk you through processes to arrive a enhanced design like Customer Insights, ideation, providing an introduction to the value of visual thinking, how to use prototyping, story telling, and Scenario Planning. Showing you how you can shift your perspective.
CO2
DECEMBER 10, 2010
By doing this, you will accelerate the entire planning process and the manner decisions are being made throughout the organization. SWOTCreator by Model Creator – The origins of SWOT are not well known and a bit interesting. What many forget to do is to name the vision or target before they begin the process.
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In the CEO Afterlife
OCTOBER 17, 2011
by John • October 17, 2011 • Branding , Human Resources , Leadership , Marketing , Strategy • 3 Comments. The conversation in the 2011 branding world is well beyond product and service brand discussion by marketers and ad agencies. Today’s economy screams for change in the process of branding. About John.
CO2
DECEMBER 10, 2010
By doing this, you will accelerate the entire planning process and the manner decisions are being made throughout the organization. SWOTCreator by Model Creator – The origins of SWOT are not well known and a bit interesting. What many forget to do is to name the vision or target before they begin the process.
Roundtable Talk
JUNE 22, 2010
Rather than delivering a “sermon from the mount&# , Max provided his time-tested structure as a great way to involve your team in the planning process. Opening the discussion to group, depending on the players, can delay or stall the planning process. And, be sure to plan for enough time for the discussion.
In the CEO Afterlife
JUNE 26, 2011
by John • June 27, 2011 • Leadership , Strategy • 4 Comments. The process that started in the 1950’s evolved through various strategic analyses including SWOT (Strengths, Weaknesses, Opportunities, and Threats), Michael Porter’s competitive strategy model, core competencies, strategic intent and business transformation.
Harvard Business Review
MARCH 21, 2011
She told me repeatedly: you need to better articulate the business plan, especially the decision-making process. In neglecting to craft a detailed business plan, however, we not only hadn't charted a path to profitability, we didn't have processes in place that would allow us to effectively make tough decisions. No, no, no , I cried.
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