CO2

NOVEMBER 26, 2023

Based on a national survey we conducted, 33% of bosses rarely or never ask for their subordinates’ advice. At CO2 Partners, we use a variety of surveys and tools to gather this critical information from employees, customers, vendors, and other key stakeholders. Try to involve many employees at every level.

Strategic Planning 78

Strategic Planning Planning Balanced Scorecard Mission Statement 78

Harvard Business Review

OCTOBER 5, 2012

So why do companies spend millions on big data and big-data-based market research while continuing to ignore the simple things that make customers happy? Hound you with robocalls until you answer a survey? Big data is today's panacea, the great new hope for unlocking the mysteries of marketing. We all have.

CAPEX 15

CAPEX Balanced Scorecard Hedge Software 15

Harvard Business Review

DECEMBER 23, 2014

.” We need better, more specific data – not just aggregate statistics on whether companies have any women in management, or a certain percentage of female employees. Such broad datasets obscure the important question of how many companies manage to balance their senior leadership teams, and by how much.

Company 8

Company Balanced Scorecard Report Metrics 8

Harvard Business Review

DECEMBER 19, 2012

According to a survey of social media users by the joint Nielsen-McKinsey venture NM Incite, 33% of respondents say they'd recommend a brand that offered a quick but ineffective response, nearly double the number (17%) who'd recommend a brand providing a slow but effective solution. Here are four steps we've seen work: The map. The playbook.

Balanced Scorecard 8

Balanced Scorecard McKinsey Media Metrics 8

Harvard Business Review

NOVEMBER 23, 2010

Its the managers responsibility to lead their employees, manage performance, and provide guidance. Yes, managers often interview job candidates or identify the most talented employees as part of a talent management program. I would guess 90% of all managers believe in their ability to undertake professional interviews.

CIO 15

CIO Guidelines Telecommunications Emotional Intelligence 15

Harvard Business Review

NOVEMBER 24, 2010

The most disruptive, unforeseen, and just plain awesome breakthroughs, that reimagine, reinvent, and reconceive a product, a company, a market, an industry, or perhaps even an entire economy rarely come from the single-minded pursuit of the busier and busier busywork of "business."

Short-term 15

Short-term Guidelines Mass Marketing Telecommunications 15