N2Growth Blog

JUNE 29, 2010

I am working on a consulting project where we have run into "Crazy", We had started down the path you outlined here, but we appreciate the clarity of your message. Agree wholeheartedly about positive conflict, though [link] mikemyatt Hi Bob: Thanks for your comment and I'm glad we're in agreement.

Blog 313

Blog Brand CEO Consultative 313

N2Growth Blog

OCTOBER 18, 2010

What if the costs exceed projections, and the benefits fall short of projections? Have you sought counsel and/or feedback before making your decision? Conduct a Cost/Benefit Analysis : Do the potential benefits derived from the decision justify the expected costs?

Blog 416

Blog Analysis CEO Brand 416

Strategy Driven

AUGUST 3, 2018

No, he has the problem and is projecting it on the paying customers. Where mid-managers buy the hype of the marketing slogans but stonewall the progress that would enable the company to live up to its claims. How important is it to build an organization well, rather than constantly spend time in managing conflict?

Company 51

Company Self-aware Creativity Marketing 51

N2Growth Blog

APRIL 5, 2010

The most important decision a leader can make with regard to any implementation, initiative, project, objective, goal, task, etc. One of the reasons I think some organizations end up charging sub-par leaders with mission critical objectives is that leaders of projects are all too often chosen based on position in their hierarchy.

Bottom-up 366

Bottom-up Blog Objective Brand 366

Strategy Driven

AUGUST 5, 2016

Duties, activities, tasks, behaviors, attitudes, contracting, project fulfillment. You employ state-of-the-art technology and are in the vanguard of your industry. Study and utilize marketing and business development techniques. Equipment, tools, materials, schedules. Skills and Tasks. Role and Job. Systems and Processes.

Leadership 50

Leadership Benchmarking Learning-by-Doing Ethics 50

N2Growth Blog

SEPTEMBER 1, 2010

I'm not sure Godin's work classifies as leadership…though I do read it every day, it's more for marketing tips and deep thoughts. Engineering Manager with Adobe Systems). But I have been doing people and project management for years. And I believe that management is about applying common sense.

Blog 411

Blog Leadership Follow-up Media 411

N2Growth Blog

AUGUST 12, 2010

I think your approach makes most sense in project teams. One just left to lead a new project so now there are three of us.) Here I'll just add a couple thoughts. Where levels of responsibility and consequences for success or failure fall differently on various participants. In my case. I work with a small group of leaders.

Consensus 388

Consensus Team Building Blog Team 388

N2Growth Blog

DECEMBER 16, 2010

He was on the creative planning team for catalyst, works with leadership development of Chick-Fil-A, and is quarterbacking many projects for well known leaders. but you’ll not find that here. He has recently aquired ownership of The Whiteboard Sessions (a conference designed for leaders & strategy).

Blog 321

Blog Covey Learning-by-Doing Video 321

N2Growth Blog

DECEMBER 28, 2010

Anyone who has ever launched a new initiative understands the inevitability of running into numerous barriers over the life-cycle of any project. With strong will, and relentless enthusiasm, he pursued his goal and achieved it.

Blog 415

Blog Brand Reputation Crisis Management 415

N2Growth Blog

SEPTEMBER 14, 2010

Rebel Brown : I’ve been a consultant for over 20 years now, focused on helping international clients in areas of business and market strategy, positioning and market launches. They didn’t want this book – they wanted a tactical book on sales and marketing. Defy Gravity is every person’s guide to challenging their status quo.

Open-book 272

Open-book Greenleaf Blog Marketing 272

Strategy Driven

AUGUST 1, 2014

We’ve got the latest technology. We have annual sales projections. Our company has got the most up to date technology. Companies spend disproportionate amounts of money on technology and neglect their people, processes and policies. Technology represents less than 1% of an organization’s pie chart.

Budgeting 77

Budgeting Risk Management Quality Strategic Planning 77

N2Growth Blog

JANUARY 13, 2011

Be careful of high level, pie-in-the-sky projections. Every task should be assigned and managed according to a plan and in the light of day. David Locke Innovation fails because of management, not the innovation. Accountability : Any new ideas should contain accountability provisions. Thanks David.

Blog 413

Blog Innovation Brand Strategic Planning 413

Strategy Driven

JANUARY 3, 2014

We recall compiling the case notes or sales projections just before the presentation meeting. Though I wrote all my books on computers, I wrote the modern technology chapters on the typewriter, to make points to myself that the readers could never have grasped. I watch them to experience the magical energy of live performances.

Energy 58

Energy Strategic Planning Succession Humphrey 58

Harvard Business Review

MARCH 21, 2011

In the long term, however, multinational firms cannot afford to stay away from Japan, considering its advanced technology and established market access. Dr. Tomoko Hosoe is a project specialist at the East-West Center in Honolulu, Hawaií.

Crisis 9

Crisis Power Management Short-term 9

N2Growth Blog

SEPTEMBER 6, 2010

While I encourage my team to do their best to make sure we have covered everything before we launch a new product, I would rather get the product to market and make a few small "improvements" than get beat to the punch. I completely agree with General Patton. Thanks for the encouragement.

Blog 419

Blog Leadership Competitive Advantage Brand 419

N2Growth Blog

MAY 17, 2010

being pushed into the market is reaching truly overwhelming proportions. It’s been my experience that regardless of the subject, it is precisely when the noise becomes the loudest, that it’s most difficult for the consumer to extract quality and value from the market. Thanks for your candor Mary.

Blog 333

Blog Leadership Consultative Follow-up 333