STRENGTH BASED SALES AND MARKETING Strength Based Sales and Marketing. Strength-Based Approaches and Appreciative Inquiry are a shift from looking at problems and deficiencies and instead focusing on strengths and successes. I always use the example that is about obtaining the flow of what and how versus the drilling down of why. In sales and marketing when you

analyze your wins

CREATING FLOW IN LEAN Creating Flow in Lean. The Lean definition of flow goes something like this, the accomplishment of steps within a value stream so that a product or service proceeds from the beginning of the value stream to the customer without waste. Most Lean transformations first step is thinking and improving flow. They start many times with 5S (Sort ESTABLISHING PULL IN LEAN Establishing Pull in Lean. After you create flow, the next Lean step is to establish pull. This is not any more difficult than the other Lean steps but may be the one most understood. Pull will not work unless you have created flow and our working to takt time (takt time sets the pace of production to match the rate of customer demand).

LSW - BUSINESS901

LSW. Leader standard work is a concept in Lean Management, popularized by David Mann in his book “Creating a Lean Culture”, that creates standard work for managers. For many in the Agile community, the notion of “standard work” brings a repellent idea of standardization and work standards, and the oppressive boot-jack

command culture

THE OXFORD-REVIEW

It is titled The 2016/17 Oxford Review of Organisational Research and is available on Amazon and other book outlets in the paperback version. The annual review is a compilation of top 250 most practical and useful research findings of the past year. Between one to three research briefings every week. Monthly review containing between

twelve and

PDCA THE TOYOTA WAY

PDCA The Toyota Way. Dr. Liker is a nationally recognized authority on lean manufacturing methods and Professor of Industrial and Operations Engineering at the University of Michigan. He is an expert on U.S. and Japanese differences in manufacturing and supply chain management, and co-founded the Japan Technology Management Program at UM. PRODUCT/SERVICE INTRODUCTION WORKSHEET Product/Service Introduction Worksheet. Posted on. July 19, 2015. November 12, 2017 Author. business901 Leave a comment. Most of us recognize SDCA and PDCA as tenants of Lean Thinking. Standard Work (SDCA) creates a can-do attitude and frees up time for problem-solving. Applying Continuous Improvement (PDCA), allows you to

“see

THEORY OF CONSTRAINTS = BUFFER MANAGEMENT Theory of Constraints = Buffer Management. Posted on. February 21, 2014. November 11, 2017 Author. business901 Leave a comment. Dr. Eli Goldratt, founder of the Theory of Constraints, said Reaching The Goal: How Managers Improve a Services Business Using Goldratt’s Theory of Constraints was one of the best books ever written on TOC. USING 6S IN YOUR DATA MANAGEMENT 5s is a systematic corrective action technique to clean up, get organized and make this the way you do business. 5s stands for Sort, Set in order, Shine, Standardize, and Sustain. 5s was popularized by quality professionals to organize their workplace, predominantly in the manufacturing industry. DO’S AND DON’TS OF EXPERIMENTATION In The Market Research Toolbox book the author, Edward F. McQuarrie lists a section of do’s and don’ts for experimentation: Don’t be over hasty in arranging to do an experiment. You have to know quite a lot about customers and the market before an experiment can be valuable. If conducted prematurely, you risk getting wonderfully

precise

STRENGTH BASED SALES AND MARKETING Strength Based Sales and Marketing. Strength-Based Approaches and Appreciative Inquiry are a shift from looking at problems and deficiencies and instead focusing on strengths and successes. I always use the example that is about obtaining the flow of what and how versus the drilling down of why. In sales and marketing when you

analyze your wins

CREATING FLOW IN LEAN Creating Flow in Lean. The Lean definition of flow goes something like this, the accomplishment of steps within a value stream so that a product or service proceeds from the beginning of the value stream to the customer without waste. Most Lean transformations first step is thinking and improving flow. They start many times with 5S (Sort ESTABLISHING PULL IN LEAN Establishing Pull in Lean. After you create flow, the next Lean step is to establish pull. This is not any more difficult than the other Lean steps but may be the one most understood. Pull will not work unless you have created flow and our working to takt time (takt time sets the pace of production to match the rate of customer demand).

LSW - BUSINESS901

LSW. Leader standard work is a concept in Lean Management, popularized by David Mann in his book “Creating a Lean Culture”, that creates standard work for managers. For many in the Agile community, the notion of “standard work” brings a repellent idea of standardization and work standards, and the oppressive boot-jack

command culture

THE OXFORD-REVIEW

It is titled The 2016/17 Oxford Review of Organisational Research and is available on Amazon and other book outlets in the paperback version. The annual review is a compilation of top 250 most practical and useful research findings of the past year. Between one to three research briefings every week. Monthly review containing between

twelve and

PDCA THE TOYOTA WAY

PDCA The Toyota Way. Dr. Liker is a nationally recognized authority on lean manufacturing methods and Professor of Industrial and Operations Engineering at the University of Michigan. He is an expert on U.S. and Japanese differences in manufacturing and supply chain management, and co-founded the Japan Technology Management Program at UM. PRODUCT/SERVICE INTRODUCTION WORKSHEET Product/Service Introduction Worksheet. Posted on. July 19, 2015. November 12, 2017 Author. business901 Leave a comment. Most of us recognize SDCA and PDCA as tenants of Lean Thinking. Standard Work (SDCA) creates a can-do attitude and frees up time for problem-solving. Applying Continuous Improvement (PDCA), allows you to

“see

THEORY OF CONSTRAINTS = BUFFER MANAGEMENT Theory of Constraints = Buffer Management. Posted on. February 21, 2014. November 11, 2017 Author. business901 Leave a comment. Dr. Eli Goldratt, founder of the Theory of Constraints, said Reaching The Goal: How Managers Improve a Services Business Using Goldratt’s Theory of Constraints was one of the best books ever written on TOC. USING 6S IN YOUR DATA MANAGEMENT 5s is a systematic corrective action technique to clean up, get organized and make this the way you do business. 5s stands for Sort, Set in order, Shine, Standardize, and Sustain. 5s was popularized by quality professionals to organize their workplace, predominantly in the manufacturing industry. DO’S AND DON’TS OF EXPERIMENTATION In The Market Research Toolbox book the author, Edward F. McQuarrie lists a section of do’s and don’ts for experimentation: Don’t be over hasty in arranging to do an experiment. You have to know quite a lot about customers and the market before an experiment can be valuable. If conducted prematurely, you risk getting wonderfully

precise

STRENGTH BASED SALES AND MARKETING Strength Based Sales and Marketing. Strength-Based Approaches and Appreciative Inquiry are a shift from looking at problems and deficiencies and instead focusing on strengths and successes. I always use the example that is about obtaining the flow of what and how versus the drilling down of why. In sales and marketing when you

analyze your wins

THE OXFORD-REVIEW

It is titled The 2016/17 Oxford Review of Organisational Research and is available on Amazon and other book outlets in the paperback version. The annual review is a compilation of top 250 most practical and useful research findings of the past year. Between one to three research briefings every week. Monthly review containing between

twelve and

LSW - BUSINESS901

LSW. Leader standard work is a concept in Lean Management, popularized by David Mann in his book “Creating a Lean Culture”, that creates standard work for managers. For many in the Agile community, the notion of “standard work” brings a repellent idea of standardization and work standards, and the oppressive boot-jack

command culture

LEARNING LEAN PDCA

Learning Lean PDCA. Planning is important. Maybe even more is the ability to EXECUTE ACCORDING TO PLAN. This does not mean that plans are not adaptable, good ones are. This means though that when we are “in the moment,” we must believe in what we are doing and execute within our existing capabilities. Or in other words, Standard Work. THE RIGHT SIDE OF THE A3 Follow-up. Was the activity/problem a success: Sing your praise! One of the main purposes of using A3 in marketing is that we start providing quantified and measured data to others. Was the gap closed according to the target metrics: Demonstrate the difference in the gap that you identified.

MARKETING WITH PDCA

Marketing with PDCA is about managing a value stream using PDCA (Plan-Do-Check-Act). Using the new SALES PDCA Framework throughout the marketing cycle will provide constant feedback from customers, and can only occur if they are part of the process. A ROADMAP FOR YOUR VALUE PROPOSITION A Roadmap for Your Value Proposition. The general thinking around developing a value proposition is that we all gather in this room and create a wall of post-it-notes through a brainstorming exercise, and then we (sometimes) iterate through testing our value proposition with

customers.

START W JOURNEY VS VALUE STREAM MAPPING Start w Journey vs Value Stream Mapping. Value Stream Mapping is a process most consider an exercise for finding and removing waste. It is a foundational Lean Tool that typically gets introduced early in a Lean Transformation. A Systems2win Excel template is depicted below: NEED A MARKETING FUNNEL EXPERT Need a Marketing Funnel Expert. People seldom start with a simple system. They start with a complex system and try to work back from it tweaking and modifying. There are better ways. I usually respond with Gall’s Law: “A complex system that works is invariably found to have evolved from a simple system that worked. HAVE YOU PLAYED MOUSE TRAP? Jamie: Sure. Well, the Mouse Trap experience, it is one of our more popular simulations. It’s based on the long-standing board game Mouse Trap. So we leverage this three-dimensional contraption that makes Mouse Trap what it is as a platform for experimentation, and the way we run it, it’s nice and short. It’s about 90 minutes, and

it’s

STRENGTH BASED SALES AND MARKETING Strength Based Sales and Marketing. Strength-Based Approaches and Appreciative Inquiry are a shift from looking at problems and deficiencies and instead focusing on strengths and successes. I always use the example that is about obtaining the flow of what and how versus the drilling down of why. In sales and marketing when you

analyze your wins

CREATING FLOW IN LEAN Creating Flow in Lean. The Lean definition of flow goes something like this, the accomplishment of steps within a value stream so that a product or service proceeds from the beginning of the value stream to the customer without waste. Most Lean transformations first step is thinking and improving flow. They start many times with 5S (Sort ESTABLISHING PULL IN LEAN Establishing Pull in Lean. After you create flow, the next Lean step is to establish pull. This is not any more difficult than the other Lean steps but may be the one most understood. Pull will not work unless you have created flow and our working to takt time (takt time sets the pace of production to match the rate of customer demand).

LSW - BUSINESS901

LSW. Leader standard work is a concept in Lean Management, popularized by David Mann in his book “Creating a Lean Culture”, that creates standard work for managers. For many in the Agile community, the notion of “standard work” brings a repellent idea of standardization and work standards, and the oppressive boot-jack

command culture

THE OXFORD-REVIEW

It is titled The 2016/17 Oxford Review of Organisational Research and is available on Amazon and other book outlets in the paperback version. The annual review is a compilation of top 250 most practical and useful research findings of the past year. Between one to three research briefings every week. Monthly review containing between

twelve and

PDCA THE TOYOTA WAY

PDCA The Toyota Way. Dr. Liker is a nationally recognized authority on lean manufacturing methods and Professor of Industrial and Operations Engineering at the University of Michigan. He is an expert on U.S. and Japanese differences in manufacturing and supply chain management, and co-founded the Japan Technology Management Program at UM. PRODUCT/SERVICE INTRODUCTION WORKSHEET Product/Service Introduction Worksheet. Posted on. July 19, 2015. November 12, 2017 Author. business901 Leave a comment. Most of us recognize SDCA and PDCA as tenants of Lean Thinking. Standard Work (SDCA) creates a can-do attitude and frees up time for problem-solving. Applying Continuous Improvement (PDCA), allows you to

“see

THEORY OF CONSTRAINTS = BUFFER MANAGEMENT Theory of Constraints = Buffer Management. Posted on. February 21, 2014. November 11, 2017 Author. business901 Leave a comment. Dr. Eli Goldratt, founder of the Theory of Constraints, said Reaching The Goal: How Managers Improve a Services Business Using Goldratt’s Theory of Constraints was one of the best books ever written on TOC. USING 6S IN YOUR DATA MANAGEMENT 5s is a systematic corrective action technique to clean up, get organized and make this the way you do business. 5s stands for Sort, Set in order, Shine, Standardize, and Sustain. 5s was popularized by quality professionals to organize their workplace, predominantly in the manufacturing industry. DO’S AND DON’TS OF EXPERIMENTATION In The Market Research Toolbox book the author, Edward F. McQuarrie lists a section of do’s and don’ts for experimentation: Don’t be over hasty in arranging to do an experiment. You have to know quite a lot about customers and the market before an experiment can be valuable. If conducted prematurely, you risk getting wonderfully

precise

STRENGTH BASED SALES AND MARKETING Strength Based Sales and Marketing. Strength-Based Approaches and Appreciative Inquiry are a shift from looking at problems and deficiencies and instead focusing on strengths and successes. I always use the example that is about obtaining the flow of what and how versus the drilling down of why. In sales and marketing when you

analyze your wins

CREATING FLOW IN LEAN Creating Flow in Lean. The Lean definition of flow goes something like this, the accomplishment of steps within a value stream so that a product or service proceeds from the beginning of the value stream to the customer without waste. Most Lean transformations first step is thinking and improving flow. They start many times with 5S (Sort ESTABLISHING PULL IN LEAN Establishing Pull in Lean. After you create flow, the next Lean step is to establish pull. This is not any more difficult than the other Lean steps but may be the one most understood. Pull will not work unless you have created flow and our working to takt time (takt time sets the pace of production to match the rate of customer demand).

LSW - BUSINESS901

LSW. Leader standard work is a concept in Lean Management, popularized by David Mann in his book “Creating a Lean Culture”, that creates standard work for managers. For many in the Agile community, the notion of “standard work” brings a repellent idea of standardization and work standards, and the oppressive boot-jack

command culture

THE OXFORD-REVIEW

It is titled The 2016/17 Oxford Review of Organisational Research and is available on Amazon and other book outlets in the paperback version. The annual review is a compilation of top 250 most practical and useful research findings of the past year. Between one to three research briefings every week. Monthly review containing between

twelve and

PDCA THE TOYOTA WAY

PDCA The Toyota Way. Dr. Liker is a nationally recognized authority on lean manufacturing methods and Professor of Industrial and Operations Engineering at the University of Michigan. He is an expert on U.S. and Japanese differences in manufacturing and supply chain management, and co-founded the Japan Technology Management Program at UM. PRODUCT/SERVICE INTRODUCTION WORKSHEET Product/Service Introduction Worksheet. Posted on. July 19, 2015. November 12, 2017 Author. business901 Leave a comment. Most of us recognize SDCA and PDCA as tenants of Lean Thinking. Standard Work (SDCA) creates a can-do attitude and frees up time for problem-solving. Applying Continuous Improvement (PDCA), allows you to

“see

THEORY OF CONSTRAINTS = BUFFER MANAGEMENT Theory of Constraints = Buffer Management. Posted on. February 21, 2014. November 11, 2017 Author. business901 Leave a comment. Dr. Eli Goldratt, founder of the Theory of Constraints, said Reaching The Goal: How Managers Improve a Services Business Using Goldratt’s Theory of Constraints was one of the best books ever written on TOC. USING 6S IN YOUR DATA MANAGEMENT 5s is a systematic corrective action technique to clean up, get organized and make this the way you do business. 5s stands for Sort, Set in order, Shine, Standardize, and Sustain. 5s was popularized by quality professionals to organize their workplace, predominantly in the manufacturing industry. DO’S AND DON’TS OF EXPERIMENTATION In The Market Research Toolbox book the author, Edward F. McQuarrie lists a section of do’s and don’ts for experimentation: Don’t be over hasty in arranging to do an experiment. You have to know quite a lot about customers and the market before an experiment can be valuable. If conducted prematurely, you risk getting wonderfully

precise

STRENGTH BASED SALES AND MARKETING Strength Based Sales and Marketing. Strength-Based Approaches and Appreciative Inquiry are a shift from looking at problems and deficiencies and instead focusing on strengths and successes. I always use the example that is about obtaining the flow of what and how versus the drilling down of why. In sales and marketing when you

analyze your wins

THE OXFORD-REVIEW

It is titled The 2016/17 Oxford Review of Organisational Research and is available on Amazon and other book outlets in the paperback version. The annual review is a compilation of top 250 most practical and useful research findings of the past year. Between one to three research briefings every week. Monthly review containing between

twelve and

LSW - BUSINESS901

LSW. Leader standard work is a concept in Lean Management, popularized by David Mann in his book “Creating a Lean Culture”, that creates standard work for managers. For many in the Agile community, the notion of “standard work” brings a repellent idea of standardization and work standards, and the oppressive boot-jack

command culture

LEARNING LEAN PDCA

Learning Lean PDCA. Planning is important. Maybe even more is the ability to EXECUTE ACCORDING TO PLAN. This does not mean that plans are not adaptable, good ones are. This means though that when we are “in the moment,” we must believe in what we are doing and execute within our existing capabilities. Or in other words, Standard Work. THE RIGHT SIDE OF THE A3 Follow-up. Was the activity/problem a success: Sing your praise! One of the main purposes of using A3 in marketing is that we start providing quantified and measured data to others. Was the gap closed according to the target metrics: Demonstrate the difference in the gap that you identified.

MARKETING WITH PDCA

Marketing with PDCA is about managing a value stream using PDCA (Plan-Do-Check-Act). Using the new SALES PDCA Framework throughout the marketing cycle will provide constant feedback from customers, and can only occur if they are part of the process. A ROADMAP FOR YOUR VALUE PROPOSITION A Roadmap for Your Value Proposition. The general thinking around developing a value proposition is that we all gather in this room and create a wall of post-it-notes through a brainstorming exercise, and then we (sometimes) iterate through testing our value proposition with

customers.

START W JOURNEY VS VALUE STREAM MAPPING Start w Journey vs Value Stream Mapping. Value Stream Mapping is a process most consider an exercise for finding and removing waste. It is a foundational Lean Tool that typically gets introduced early in a Lean Transformation. A Systems2win Excel template is depicted below: NEED A MARKETING FUNNEL EXPERT Need a Marketing Funnel Expert. People seldom start with a simple system. They start with a complex system and try to work back from it tweaking and modifying. There are better ways. I usually respond with Gall’s Law: “A complex system that works is invariably found to have evolved from a simple system that worked. HAVE YOU PLAYED MOUSE TRAP? Jamie: Sure. Well, the Mouse Trap experience, it is one of our more popular simulations. It’s based on the long-standing board game Mouse Trap. So we leverage this three-dimensional contraption that makes Mouse Trap what it is as a platform for experimentation, and the way we run it, it’s nice and short. It’s about 90 minutes, and

it’s

STRENGTH BASED SALES AND MARKETING Strength Based Sales and Marketing. Strength-Based Approaches and Appreciative Inquiry are a shift from looking at problems and deficiencies and instead focusing on strengths and successes. I always use the example that is about obtaining the flow of what and how versus the drilling down of why. In sales and marketing when you

analyze your wins

CREATING FLOW IN LEAN Creating Flow in Lean. The Lean definition of flow goes something like this, the accomplishment of steps within a value stream so that a product or service proceeds from the beginning of the value stream to the customer without waste. Most Lean transformations first step is thinking and improving flow. They start many times with 5S (Sort ESTABLISHING PULL IN LEAN Establishing Pull in Lean. After you create flow, the next Lean step is to establish pull. This is not any more difficult than the other Lean steps but may be the one most understood. Pull will not work unless you have created flow and our working to takt time (takt time sets the pace of production to match the rate of customer demand).

LSW - BUSINESS901

LSW. Leader standard work is a concept in Lean Management, popularized by David Mann in his book “Creating a Lean Culture”, that creates standard work for managers. For many in the Agile community, the notion of “standard work” brings a repellent idea of standardization and work standards, and the oppressive boot-jack

command culture

THE OXFORD-REVIEW

It is titled The 2016/17 Oxford Review of Organisational Research and is available on Amazon and other book outlets in the paperback version. The annual review is a compilation of top 250 most practical and useful research findings of the past year. Between one to three research briefings every week. Monthly review containing between

twelve and

PDCA THE TOYOTA WAY

PDCA The Toyota Way. Dr. Liker is a nationally recognized authority on lean manufacturing methods and Professor of Industrial and Operations Engineering at the University of Michigan. He is an expert on U.S. and Japanese differences in manufacturing and supply chain management, and co-founded the Japan Technology Management Program at UM. PRODUCT/SERVICE INTRODUCTION WORKSHEET Product/Service Introduction Worksheet. Posted on. July 19, 2015. November 12, 2017 Author. business901 Leave a comment. Most of us recognize SDCA and PDCA as tenants of Lean Thinking. Standard Work (SDCA) creates a can-do attitude and frees up time for problem-solving. Applying Continuous Improvement (PDCA), allows you to

“see

THEORY OF CONSTRAINTS = BUFFER MANAGEMENT Theory of Constraints = Buffer Management. Posted on. February 21, 2014. November 11, 2017 Author. business901 Leave a comment. Dr. Eli Goldratt, founder of the Theory of Constraints, said Reaching The Goal: How Managers Improve a Services Business Using Goldratt’s Theory of Constraints was one of the best books ever written on TOC. USING 6S IN YOUR DATA MANAGEMENT 5s is a systematic corrective action technique to clean up, get organized and make this the way you do business. 5s stands for Sort, Set in order, Shine, Standardize, and Sustain. 5s was popularized by quality professionals to organize their workplace, predominantly in the manufacturing industry. DO’S AND DON’TS OF EXPERIMENTATION In The Market Research Toolbox book the author, Edward F. McQuarrie lists a section of do’s and don’ts for experimentation: Don’t be over hasty in arranging to do an experiment. You have to know quite a lot about customers and the market before an experiment can be valuable. If conducted prematurely, you risk getting wonderfully

precise

STRENGTH BASED SALES AND MARKETING Strength Based Sales and Marketing. Strength-Based Approaches and Appreciative Inquiry are a shift from looking at problems and deficiencies and instead focusing on strengths and successes. I always use the example that is about obtaining the flow of what and how versus the drilling down of why. In sales and marketing when you

analyze your wins

CREATING FLOW IN LEAN Creating Flow in Lean. The Lean definition of flow goes something like this, the accomplishment of steps within a value stream so that a product or service proceeds from the beginning of the value stream to the customer without waste. Most Lean transformations first step is thinking and improving flow. They start many times with 5S (Sort ESTABLISHING PULL IN LEAN Establishing Pull in Lean. After you create flow, the next Lean step is to establish pull. This is not any more difficult than the other Lean steps but may be the one most understood. Pull will not work unless you have created flow and our working to takt time (takt time sets the pace of production to match the rate of customer demand).

LSW - BUSINESS901

LSW. Leader standard work is a concept in Lean Management, popularized by David Mann in his book “Creating a Lean Culture”, that creates standard work for managers. For many in the Agile community, the notion of “standard work” brings a repellent idea of standardization and work standards, and the oppressive boot-jack

command culture

THE OXFORD-REVIEW

It is titled The 2016/17 Oxford Review of Organisational Research and is available on Amazon and other book outlets in the paperback version. The annual review is a compilation of top 250 most practical and useful research findings of the past year. Between one to three research briefings every week. Monthly review containing between

twelve and

PDCA THE TOYOTA WAY

PDCA The Toyota Way. Dr. Liker is a nationally recognized authority on lean manufacturing methods and Professor of Industrial and Operations Engineering at the University of Michigan. He is an expert on U.S. and Japanese differences in manufacturing and supply chain management, and co-founded the Japan Technology Management Program at UM. PRODUCT/SERVICE INTRODUCTION WORKSHEET Product/Service Introduction Worksheet. Posted on. July 19, 2015. November 12, 2017 Author. business901 Leave a comment. Most of us recognize SDCA and PDCA as tenants of Lean Thinking. Standard Work (SDCA) creates a can-do attitude and frees up time for problem-solving. Applying Continuous Improvement (PDCA), allows you to

“see

THEORY OF CONSTRAINTS = BUFFER MANAGEMENT Theory of Constraints = Buffer Management. Posted on. February 21, 2014. November 11, 2017 Author. business901 Leave a comment. Dr. Eli Goldratt, founder of the Theory of Constraints, said Reaching The Goal: How Managers Improve a Services Business Using Goldratt’s Theory of Constraints was one of the best books ever written on TOC. USING 6S IN YOUR DATA MANAGEMENT 5s is a systematic corrective action technique to clean up, get organized and make this the way you do business. 5s stands for Sort, Set in order, Shine, Standardize, and Sustain. 5s was popularized by quality professionals to organize their workplace, predominantly in the manufacturing industry. DO’S AND DON’TS OF EXPERIMENTATION In The Market Research Toolbox book the author, Edward F. McQuarrie lists a section of do’s and don’ts for experimentation: Don’t be over hasty in arranging to do an experiment. You have to know quite a lot about customers and the market before an experiment can be valuable. If conducted prematurely, you risk getting wonderfully

precise

STRENGTH BASED SALES AND MARKETING Strength Based Sales and Marketing. Strength-Based Approaches and Appreciative Inquiry are a shift from looking at problems and deficiencies and instead focusing on strengths and successes. I always use the example that is about obtaining the flow of what and how versus the drilling down of why. In sales and marketing when you

analyze your wins

THE OXFORD-REVIEW

It is titled The 2016/17 Oxford Review of Organisational Research and is available on Amazon and other book outlets in the paperback version. The annual review is a compilation of top 250 most practical and useful research findings of the past year. Between one to three research briefings every week. Monthly review containing between

twelve and

LSW - BUSINESS901

LSW. Leader standard work is a concept in Lean Management, popularized by David Mann in his book “Creating a Lean Culture”, that creates standard work for managers. For many in the Agile community, the notion of “standard work” brings a repellent idea of standardization and work standards, and the oppressive boot-jack

command culture

LEARNING LEAN PDCA

Learning Lean PDCA. Planning is important. Maybe even more is the ability to EXECUTE ACCORDING TO PLAN. This does not mean that plans are not adaptable, good ones are. This means though that when we are “in the moment,” we must believe in what we are doing and execute within our existing capabilities. Or in other words, Standard Work. THE RIGHT SIDE OF THE A3 Follow-up. Was the activity/problem a success: Sing your praise! One of the main purposes of using A3 in marketing is that we start providing quantified and measured data to others. Was the gap closed according to the target metrics: Demonstrate the difference in the gap that you identified.

MARKETING WITH PDCA

Marketing with PDCA is about managing a value stream using PDCA (Plan-Do-Check-Act). Using the new SALES PDCA Framework throughout the marketing cycle will provide constant feedback from customers, and can only occur if they are part of the process. A ROADMAP FOR YOUR VALUE PROPOSITION A Roadmap for Your Value Proposition. The general thinking around developing a value proposition is that we all gather in this room and create a wall of post-it-notes through a brainstorming exercise, and then we (sometimes) iterate through testing our value proposition with

customers.

START W JOURNEY VS VALUE STREAM MAPPING Start w Journey vs Value Stream Mapping. Value Stream Mapping is a process most consider an exercise for finding and removing waste. It is a foundational Lean Tool that typically gets introduced early in a Lean Transformation. A Systems2win Excel template is depicted below: NEED A MARKETING FUNNEL EXPERT Need a Marketing Funnel Expert. People seldom start with a simple system. They start with a complex system and try to work back from it tweaking and modifying. There are better ways. I usually respond with Gall’s Law: “A complex system that works is invariably found to have evolved from a simple system that worked. HAVE YOU PLAYED MOUSE TRAP? Jamie: Sure. Well, the Mouse Trap experience, it is one of our more popular simulations. It’s based on the long-standing board game Mouse Trap. So we leverage this three-dimensional contraption that makes Mouse Trap what it is as a platform for experimentation, and the way we run it, it’s nice and short. It’s about 90 minutes, and

it’s

STRENGTH BASED SALES AND MARKETING Strength Based Sales and Marketing. Strength-Based Approaches and Appreciative Inquiry are a shift from looking at problems and deficiencies and instead focusing on strengths and successes. I always use the example that is about obtaining the flow of what and how versus the drilling down of why. In sales and marketing when you

analyze your wins

LSW - BUSINESS901

LSW. Leader standard work is a concept in Lean Management, popularized by David Mann in his book “Creating a Lean Culture”, that creates standard work for managers. For many in the Agile community, the notion of “standard work” brings a repellent idea of standardization and work standards, and the oppressive boot-jack

command culture

CREATING FLOW IN LEAN Creating Flow in Lean. The Lean definition of flow goes something like this, the accomplishment of steps within a value stream so that a product or service proceeds from the beginning of the value stream to the customer without waste. Most Lean transformations first step is thinking and improving flow. They start many times with 5S (Sort ESTABLISHING PULL IN LEAN Establishing Pull in Lean. After you create flow, the next Lean step is to establish pull. This is not any more difficult than the other Lean steps but may be the one most understood. Pull will not work unless you have created flow and our working to takt time (takt time sets the pace of production to match the rate of customer demand). SERVICE DOMINANT LOGIC Let me start by listing the foundational principles of Service Dominant Logic described in the before mentioned book. These principles were later developed into 10 (Vargo and Lusch, 2008a) Service is the fundamental basis of exchange. Indirect exchange masks the fundamental basis of exchange. Goods are a distribution mechanism

for service

PRODUCT/SERVICE INTRODUCTION WORKSHEET Product/Service Introduction Worksheet. Posted on. July 19, 2015. November 12, 2017 Author. business901 Leave a comment. Most of us recognize SDCA and PDCA as tenants of Lean Thinking. Standard Work (SDCA) creates a can-do attitude and frees up time for problem-solving. Applying Continuous Improvement (PDCA), allows you to

“see

A ROADMAP FOR YOUR VALUE PROPOSITION A Roadmap for Your Value Proposition. The general thinking around developing a value proposition is that we all gather in this room and create a wall of post-it-notes through a brainstorming exercise, and then we (sometimes) iterate through testing our value proposition with

customers.

THEORY OF CONSTRAINTS = BUFFER MANAGEMENT Theory of Constraints = Buffer Management. Posted on. February 21, 2014. November 11, 2017 Author. business901 Leave a comment. Dr. Eli Goldratt, founder of the Theory of Constraints, said Reaching The Goal: How Managers Improve a Services Business Using Goldratt’s Theory of Constraints was one of the best books ever written on TOC. DO’S AND DON’TS OF EXPERIMENTATION In The Market Research Toolbox book the author, Edward F. McQuarrie lists a section of do’s and don’ts for experimentation: Don’t be over hasty in arranging to do an experiment. You have to know quite a lot about customers and the market before an experiment can be valuable. If conducted prematurely, you risk getting wonderfully

precise

USING 6S IN YOUR DATA MANAGEMENT 5s is a systematic corrective action technique to clean up, get organized and make this the way you do business. 5s stands for Sort, Set in order, Shine, Standardize, and Sustain. 5s was popularized by quality professionals to organize their workplace, predominantly in the manufacturing industry. STRENGTH BASED SALES AND MARKETING Strength Based Sales and Marketing. Strength-Based Approaches and Appreciative Inquiry are a shift from looking at problems and deficiencies and instead focusing on strengths and successes. I always use the example that is about obtaining the flow of what and how versus the drilling down of why. In sales and marketing when you

analyze your wins

LSW - BUSINESS901

LSW. Leader standard work is a concept in Lean Management, popularized by David Mann in his book “Creating a Lean Culture”, that creates standard work for managers. For many in the Agile community, the notion of “standard work” brings a repellent idea of standardization and work standards, and the oppressive boot-jack

command culture

CREATING FLOW IN LEAN Creating Flow in Lean. The Lean definition of flow goes something like this, the accomplishment of steps within a value stream so that a product or service proceeds from the beginning of the value stream to the customer without waste. Most Lean transformations first step is thinking and improving flow. They start many times with 5S (Sort ESTABLISHING PULL IN LEAN Establishing Pull in Lean. After you create flow, the next Lean step is to establish pull. This is not any more difficult than the other Lean steps but may be the one most understood. Pull will not work unless you have created flow and our working to takt time (takt time sets the pace of production to match the rate of customer demand). SERVICE DOMINANT LOGIC Let me start by listing the foundational principles of Service Dominant Logic described in the before mentioned book. These principles were later developed into 10 (Vargo and Lusch, 2008a) Service is the fundamental basis of exchange. Indirect exchange masks the fundamental basis of exchange. Goods are a distribution mechanism

for service

PRODUCT/SERVICE INTRODUCTION WORKSHEET Product/Service Introduction Worksheet. Posted on. July 19, 2015. November 12, 2017 Author. business901 Leave a comment. Most of us recognize SDCA and PDCA as tenants of Lean Thinking. Standard Work (SDCA) creates a can-do attitude and frees up time for problem-solving. Applying Continuous Improvement (PDCA), allows you to

“see

A ROADMAP FOR YOUR VALUE PROPOSITION A Roadmap for Your Value Proposition. The general thinking around developing a value proposition is that we all gather in this room and create a wall of post-it-notes through a brainstorming exercise, and then we (sometimes) iterate through testing our value proposition with

customers.

THEORY OF CONSTRAINTS = BUFFER MANAGEMENT Theory of Constraints = Buffer Management. Posted on. February 21, 2014. November 11, 2017 Author. business901 Leave a comment. Dr. Eli Goldratt, founder of the Theory of Constraints, said Reaching The Goal: How Managers Improve a Services Business Using Goldratt’s Theory of Constraints was one of the best books ever written on TOC. DO’S AND DON’TS OF EXPERIMENTATION In The Market Research Toolbox book the author, Edward F. McQuarrie lists a section of do’s and don’ts for experimentation: Don’t be over hasty in arranging to do an experiment. You have to know quite a lot about customers and the market before an experiment can be valuable. If conducted prematurely, you risk getting wonderfully

precise

USING 6S IN YOUR DATA MANAGEMENT 5s is a systematic corrective action technique to clean up, get organized and make this the way you do business. 5s stands for Sort, Set in order, Shine, Standardize, and Sustain. 5s was popularized by quality professionals to organize their workplace, predominantly in the manufacturing industry. BRANOPS: MAKING YOUR STORY YOUR STRATEGY The company story is the company strategy,” says Ben Horowitz.. In the book, Storyscaping: Stop Creating Ads, Start Creating Worlds by Gaston Legorburu and Dareen McColl, they capture the idea of what I would call today’s branding. It is no longer about segmentation and channels. It is about connecting through shared values and

experiences.

STRENGTH BASED SALES AND MARKETING Strength Based Sales and Marketing. Strength-Based Approaches and Appreciative Inquiry are a shift from looking at problems and deficiencies and instead focusing on strengths and successes. I always use the example that is about obtaining the flow of what and how versus the drilling down of why. In sales and marketing when you

analyze your wins

LSW - BUSINESS901

LSW. Leader standard work is a concept in Lean Management, popularized by David Mann in his book “Creating a Lean Culture”, that creates standard work for managers. For many in the Agile community, the notion of “standard work” brings a repellent idea of standardization and work standards, and the oppressive boot-jack

command culture

SERVICE DOMINANT LOGIC Let me start by listing the foundational principles of Service Dominant Logic described in the before mentioned book. These principles were later developed into 10 (Vargo and Lusch, 2008a) Service is the fundamental basis of exchange. Indirect exchange masks the fundamental basis of exchange. Goods are a distribution mechanism

for service

THE OXFORD-REVIEW

It is titled The 2016/17 Oxford Review of Organisational Research and is available on Amazon and other book outlets in the paperback version. The annual review is a compilation of top 250 most practical and useful research findings of the past year. Between one to three research briefings every week. Monthly review containing between

twelve and

THE RIGHT SIDE OF THE A3 Follow-up. Was the activity/problem a success: Sing your praise! One of the main purposes of using A3 in marketing is that we start providing quantified and measured data to others. Was the gap closed according to the target metrics: Demonstrate the difference in the gap that you identified. A ROADMAP FOR YOUR VALUE PROPOSITION A Roadmap for Your Value Proposition. The general thinking around developing a value proposition is that we all gather in this room and create a wall of post-it-notes through a brainstorming exercise, and then we (sometimes) iterate through testing our value proposition with

customers.

NEED A MARKETING FUNNEL EXPERT Need a Marketing Funnel Expert. People seldom start with a simple system. They start with a complex system and try to work back from it tweaking and modifying. There are better ways. I usually respond with Gall’s Law: “A complex system that works is invariably found to have evolved from a simple system that worked. START W JOURNEY VS VALUE STREAM MAPPING Start w Journey vs Value Stream Mapping. Value Stream Mapping is a process most consider an exercise for finding and removing waste. It is a foundational Lean Tool that typically gets introduced early in a Lean Transformation. A Systems2win Excel template is depicted below: HAVE YOU PLAYED MOUSE TRAP? Jamie: Sure. Well, the Mouse Trap experience, it is one of our more popular simulations. It’s based on the long-standing board game Mouse Trap. So we leverage this three-dimensional contraption that makes Mouse Trap what it is as a platform for experimentation, and the way we run it, it’s nice and short. It’s about 90 minutes, and

it’s

BRANOPS: MAKING YOUR STORY YOUR STRATEGYBUSINESS901901 BLOGABOUTLEAN MARKETING LABMARKETING EXPERIMENTS (PROJECTS) The company story is the company strategy,” says Ben Horowitz.. In the book, Storyscaping: Stop Creating Ads, Start Creating Worlds by Gaston Legorburu and Dareen McColl, they capture the idea of what I would call today’s branding. It is no longer about segmentation and channels. It is about connecting through shared values and

experiences.

LEARNING LEAN PDCA

Learning Lean PDCA. Planning is important. Maybe even more is the ability to EXECUTE ACCORDING TO PLAN. This does not mean that plans are not adaptable, good ones are. This means though that when we are “in the moment,” we must believe in what we are doing and execute within our existing capabilities. Or in other words, Standard Work. STRENGTH BASED SALES AND MARKETING Strength Based Sales and Marketing. Strength-Based Approaches and Appreciative Inquiry are a shift from looking at problems and deficiencies and instead focusing on strengths and successes. I always use the example that is about obtaining the flow of what and how versus the drilling down of why. In sales and marketing when you

analyze your wins

SERVICE DOMINANT LOGIC Let me start by listing the foundational principles of Service Dominant Logic described in the before mentioned book. These principles were later developed into 10 (Vargo and Lusch, 2008a) Service is the fundamental basis of exchange. Indirect exchange masks the fundamental basis of exchange. Goods are a distribution mechanism

for service

LSW - BUSINESS901

LSW. Leader standard work is a concept in Lean Management, popularized by David Mann in his book “Creating a Lean Culture”, that creates standard work for managers. For many in the Agile community, the notion of “standard work” brings a repellent idea of standardization and work standards, and the oppressive boot-jack

command culture

CREATING FLOW IN LEAN Creating Flow in Lean. The Lean definition of flow goes something like this, the accomplishment of steps within a value stream so that a product or service proceeds from the beginning of the value stream to the customer without waste. Most Lean transformations first step is thinking and improving flow. They start many times with 5S (Sort ESTABLISHING PULL IN LEAN Establishing Pull in Lean. After you create flow, the next Lean step is to establish pull. This is not any more difficult than the other Lean steps but may be the one most understood. Pull will not work unless you have created flow and our working to takt time (takt time sets the pace of production to match the rate of customer demand).

PDCA THE TOYOTA WAY

PDCA The Toyota Way. Dr. Liker is a nationally recognized authority on lean manufacturing methods and Professor of Industrial and Operations Engineering at the University of Michigan. He is an expert on U.S. and Japanese differences in manufacturing and supply chain management, and co-founded the Japan Technology Management Program at UM. SERVANT LEADERSHIP IN THE TOYOTA CULTURE of Toyota Culture: The Heart and Soul of the Toyota Way. In Mike’s presentation, he discussed the idea of Servant Leadership which does not mean that they hand over the reins of the company to self-directed work teams but rather develop a culture which can effectively delegate to and trust teams to produce excellent results.Another insight was the ineffectiveness of a leader the further USING 6S IN YOUR DATA MANAGEMENT 5s is a systematic corrective action technique to clean up, get organized and make this the way you do business. 5s stands for Sort, Set in order, Shine, Standardize, and Sustain. 5s was popularized by quality professionals to organize their workplace, predominantly in the manufacturing industry. BRANOPS: MAKING YOUR STORY YOUR STRATEGYBUSINESS901901 BLOGABOUTLEAN MARKETING LABMARKETING EXPERIMENTS (PROJECTS) The company story is the company strategy,” says Ben Horowitz.. In the book, Storyscaping: Stop Creating Ads, Start Creating Worlds by Gaston Legorburu and Dareen McColl, they capture the idea of what I would call today’s branding. It is no longer about segmentation and channels. It is about connecting through shared values and

experiences.

LEARNING LEAN PDCA

Learning Lean PDCA. Planning is important. Maybe even more is the ability to EXECUTE ACCORDING TO PLAN. This does not mean that plans are not adaptable, good ones are. This means though that when we are “in the moment,” we must believe in what we are doing and execute within our existing capabilities. Or in other words, Standard Work. STRENGTH BASED SALES AND MARKETING Strength Based Sales and Marketing. Strength-Based Approaches and Appreciative Inquiry are a shift from looking at problems and deficiencies and instead focusing on strengths and successes. I always use the example that is about obtaining the flow of what and how versus the drilling down of why. In sales and marketing when you

analyze your wins

SERVICE DOMINANT LOGIC Let me start by listing the foundational principles of Service Dominant Logic described in the before mentioned book. These principles were later developed into 10 (Vargo and Lusch, 2008a) Service is the fundamental basis of exchange. Indirect exchange masks the fundamental basis of exchange. Goods are a distribution mechanism

for service

LSW - BUSINESS901

LSW. Leader standard work is a concept in Lean Management, popularized by David Mann in his book “Creating a Lean Culture”, that creates standard work for managers. For many in the Agile community, the notion of “standard work” brings a repellent idea of standardization and work standards, and the oppressive boot-jack

command culture

CREATING FLOW IN LEAN Creating Flow in Lean. The Lean definition of flow goes something like this, the accomplishment of steps within a value stream so that a product or service proceeds from the beginning of the value stream to the customer without waste. Most Lean transformations first step is thinking and improving flow. They start many times with 5S (Sort ESTABLISHING PULL IN LEAN Establishing Pull in Lean. After you create flow, the next Lean step is to establish pull. This is not any more difficult than the other Lean steps but may be the one most understood. Pull will not work unless you have created flow and our working to takt time (takt time sets the pace of production to match the rate of customer demand).

PDCA THE TOYOTA WAY

PDCA The Toyota Way. Dr. Liker is a nationally recognized authority on lean manufacturing methods and Professor of Industrial and Operations Engineering at the University of Michigan. He is an expert on U.S. and Japanese differences in manufacturing and supply chain management, and co-founded the Japan Technology Management Program at UM. SERVANT LEADERSHIP IN THE TOYOTA CULTURE of Toyota Culture: The Heart and Soul of the Toyota Way. In Mike’s presentation, he discussed the idea of Servant Leadership which does not mean that they hand over the reins of the company to self-directed work teams but rather develop a culture which can effectively delegate to and trust teams to produce excellent results.Another insight was the ineffectiveness of a leader the further USING 6S IN YOUR DATA MANAGEMENT 5s is a systematic corrective action technique to clean up, get organized and make this the way you do business. 5s stands for Sort, Set in order, Shine, Standardize, and Sustain. 5s was popularized by quality professionals to organize their workplace, predominantly in the manufacturing industry. BRANOPS: MAKING YOUR STORY YOUR STRATEGY The company story is the company strategy,” says Ben Horowitz.. In the book, Storyscaping: Stop Creating Ads, Start Creating Worlds by Gaston Legorburu and Dareen McColl, they capture the idea of what I would call today’s branding. It is no longer about segmentation and channels. It is about connecting through shared values and

experiences.

STRENGTH BASED SALES AND MARKETING Strength Based Sales and Marketing. Strength-Based Approaches and Appreciative Inquiry are a shift from looking at problems and deficiencies and instead focusing on strengths and successes. I always use the example that is about obtaining the flow of what and how versus the drilling down of why. In sales and marketing when you

analyze your wins

STEP 1: IDENTIFY TARGET, KEY CUSTOMERS Step 1: Identify Target Customers, Key Accounts interviewing to develop an Outside-In Perspective. If anything comes out of this exercise the understanding of Key accounts may be enough to create value out of the process. Key accounts are customers that we believe have a strategic importance. It does just not mean that they are just

are largest

CREATING A LEAN SCALE UP BUDGET Creating a Lean Budget for Growth: SDCA Budget: When we look at a budget it is much easier to create one from a standardized business model. A repeatable one that, pun intended, we can take to the bank. Having this well-defined allows for us to provide the fuel for future growth. It allows us to understand how growth will be funded. THE RIGHT SIDE OF THE A3 Follow-up. Was the activity/problem a success: Sing your praise! One of the main purposes of using A3 in marketing is that we start providing quantified and measured data to others. Was the gap closed according to the target metrics: Demonstrate the difference in the gap that you identified. DO’S AND DON’TS OF EXPERIMENTATION In The Market Research Toolbox book the author, Edward F. McQuarrie lists a section of do’s and don’ts for experimentation: Don’t be over hasty in arranging to do an experiment. You have to know quite a lot about customers and the market before an experiment can be valuable. If conducted prematurely, you risk getting wonderfully

precise

THEORY OF CONSTRAINTS = BUFFER MANAGEMENT Theory of Constraints = Buffer Management. Posted on. February 21, 2014. November 11, 2017 Author. business901 Leave a comment. Dr. Eli Goldratt, founder of the Theory of Constraints, said Reaching The Goal: How Managers Improve a Services Business Using Goldratt’s Theory of Constraints was one of the best books ever written on TOC. THE 5 B’S OF MARKETING? The 5 B’s of Marketing? In 1960, E. Jerome McCarthy introduced the 4 P’s of Marketing as a way to describe the mix of factors required to successfully market a product. McCarthy labeled the 4 P’s as Product, Price, Place (distribution), and Promotion. The idea was that if you could identify the right combination of these elements, your THE HITCHHIKERS GUIDE TO LEAN REVIEW The Hitchhikers Guide to Lean Review. I recently was introduced through Mark Graban @leanblog to Jamie @flinchbaugh author of “The Hitchhiker’s Guide to Lean” and co-founder of the Lean Learning Center . I ended up doing a podcast with both of them, Mark’s will be posted July 29th and Jamie’s on August 4th. CAN YOU DEVELOP AN INTERNAL CHAMPION? Can you Develop an Internal Champion? Educating our customers we often believe is the path for sales success. We rely on that old Henry Ford saying, “’ If I had asked people what they wanted, they would have said faster horses ”, that puts us in the teacher position, a BRANOPS: MAKING YOUR STORY YOUR STRATEGYBUSINESS901901 BLOGABOUTLEAN MARKETING LABMARKETING EXPERIMENTS (PROJECTS) The company story is the company strategy,” says Ben Horowitz.. In the book, Storyscaping: Stop Creating Ads, Start Creating Worlds by Gaston Legorburu and Dareen McColl, they capture the idea of what I would call today’s branding. It is no longer about segmentation and channels. It is about connecting through shared values and

experiences.

LEARNING LEAN PDCA

Learning Lean PDCA. Planning is important. Maybe even more is the ability to EXECUTE ACCORDING TO PLAN. This does not mean that plans are not adaptable, good ones are. This means though that when we are “in the moment,” we must believe in what we are doing and execute within our existing capabilities. Or in other words, Standard Work. STRENGTH BASED SALES AND MARKETING Strength Based Sales and Marketing. Strength-Based Approaches and Appreciative Inquiry are a shift from looking at problems and deficiencies and instead focusing on strengths and successes. I always use the example that is about obtaining the flow of what and how versus the drilling down of why. In sales and marketing when you

analyze your wins

SERVICE DOMINANT LOGIC Let me start by listing the foundational principles of Service Dominant Logic described in the before mentioned book. These principles were later developed into 10 (Vargo and Lusch, 2008a) Service is the fundamental basis of exchange. Indirect exchange masks the fundamental basis of exchange. Goods are a distribution mechanism

for service

LSW - BUSINESS901

LSW. Leader standard work is a concept in Lean Management, popularized by David Mann in his book “Creating a Lean Culture”, that creates standard work for managers. For many in the Agile community, the notion of “standard work” brings a repellent idea of standardization and work standards, and the oppressive boot-jack

command culture

CREATING FLOW IN LEAN Creating Flow in Lean. The Lean definition of flow goes something like this, the accomplishment of steps within a value stream so that a product or service proceeds from the beginning of the value stream to the customer without waste. Most Lean transformations first step is thinking and improving flow. They start many times with 5S (Sort ESTABLISHING PULL IN LEAN Establishing Pull in Lean. After you create flow, the next Lean step is to establish pull. This is not any more difficult than the other Lean steps but may be the one most understood. Pull will not work unless you have created flow and our working to takt time (takt time sets the pace of production to match the rate of customer demand).

PDCA THE TOYOTA WAY

PDCA The Toyota Way. Dr. Liker is a nationally recognized authority on lean manufacturing methods and Professor of Industrial and Operations Engineering at the University of Michigan. He is an expert on U.S. and Japanese differences in manufacturing and supply chain management, and co-founded the Japan Technology Management Program at UM. SERVANT LEADERSHIP IN THE TOYOTA CULTURE of Toyota Culture: The Heart and Soul of the Toyota Way. In Mike’s presentation, he discussed the idea of Servant Leadership which does not mean that they hand over the reins of the company to self-directed work teams but rather develop a culture which can effectively delegate to and trust teams to produce excellent results.Another insight was the ineffectiveness of a leader the further USING 6S IN YOUR DATA MANAGEMENT 5s is a systematic corrective action technique to clean up, get organized and make this the way you do business. 5s stands for Sort, Set in order, Shine, Standardize, and Sustain. 5s was popularized by quality professionals to organize their workplace, predominantly in the manufacturing industry. BRANOPS: MAKING YOUR STORY YOUR STRATEGYBUSINESS901901 BLOGABOUTLEAN MARKETING LABMARKETING EXPERIMENTS (PROJECTS) The company story is the company strategy,” says Ben Horowitz.. In the book, Storyscaping: Stop Creating Ads, Start Creating Worlds by Gaston Legorburu and Dareen McColl, they capture the idea of what I would call today’s branding. It is no longer about segmentation and channels. It is about connecting through shared values and

experiences.

LEARNING LEAN PDCA

Learning Lean PDCA. Planning is important. Maybe even more is the ability to EXECUTE ACCORDING TO PLAN. This does not mean that plans are not adaptable, good ones are. This means though that when we are “in the moment,” we must believe in what we are doing and execute within our existing capabilities. Or in other words, Standard Work. STRENGTH BASED SALES AND MARKETING Strength Based Sales and Marketing. Strength-Based Approaches and Appreciative Inquiry are a shift from looking at problems and deficiencies and instead focusing on strengths and successes. I always use the example that is about obtaining the flow of what and how versus the drilling down of why. In sales and marketing when you

analyze your wins

SERVICE DOMINANT LOGIC Let me start by listing the foundational principles of Service Dominant Logic described in the before mentioned book. These principles were later developed into 10 (Vargo and Lusch, 2008a) Service is the fundamental basis of exchange. Indirect exchange masks the fundamental basis of exchange. Goods are a distribution mechanism

for service

LSW - BUSINESS901

LSW. Leader standard work is a concept in Lean Management, popularized by David Mann in his book “Creating a Lean Culture”, that creates standard work for managers. For many in the Agile community, the notion of “standard work” brings a repellent idea of standardization and work standards, and the oppressive boot-jack

command culture

CREATING FLOW IN LEAN Creating Flow in Lean. The Lean definition of flow goes something like this, the accomplishment of steps within a value stream so that a product or service proceeds from the beginning of the value stream to the customer without waste. Most Lean transformations first step is thinking and improving flow. They start many times with 5S (Sort ESTABLISHING PULL IN LEAN Establishing Pull in Lean. After you create flow, the next Lean step is to establish pull. This is not any more difficult than the other Lean steps but may be the one most understood. Pull will not work unless you have created flow and our working to takt time (takt time sets the pace of production to match the rate of customer demand).

PDCA THE TOYOTA WAY

PDCA The Toyota Way. Dr. Liker is a nationally recognized authority on lean manufacturing methods and Professor of Industrial and Operations Engineering at the University of Michigan. He is an expert on U.S. and Japanese differences in manufacturing and supply chain management, and co-founded the Japan Technology Management Program at UM. SERVANT LEADERSHIP IN THE TOYOTA CULTURE of Toyota Culture: The Heart and Soul of the Toyota Way. In Mike’s presentation, he discussed the idea of Servant Leadership which does not mean that they hand over the reins of the company to self-directed work teams but rather develop a culture which can effectively delegate to and trust teams to produce excellent results.Another insight was the ineffectiveness of a leader the further USING 6S IN YOUR DATA MANAGEMENT 5s is a systematic corrective action technique to clean up, get organized and make this the way you do business. 5s stands for Sort, Set in order, Shine, Standardize, and Sustain. 5s was popularized by quality professionals to organize their workplace, predominantly in the manufacturing industry. BRANOPS: MAKING YOUR STORY YOUR STRATEGY The company story is the company strategy,” says Ben Horowitz.. In the book, Storyscaping: Stop Creating Ads, Start Creating Worlds by Gaston Legorburu and Dareen McColl, they capture the idea of what I would call today’s branding. It is no longer about segmentation and channels. It is about connecting through shared values and

experiences.

STRENGTH BASED SALES AND MARKETING Strength Based Sales and Marketing. Strength-Based Approaches and Appreciative Inquiry are a shift from looking at problems and deficiencies and instead focusing on strengths and successes. I always use the example that is about obtaining the flow of what and how versus the drilling down of why. In sales and marketing when you

analyze your wins

STEP 1: IDENTIFY TARGET, KEY CUSTOMERS Step 1: Identify Target Customers, Key Accounts interviewing to develop an Outside-In Perspective. If anything comes out of this exercise the understanding of Key accounts may be enough to create value out of the process. Key accounts are customers that we believe have a strategic importance. It does just not mean that they are just

are largest

CREATING A LEAN SCALE UP BUDGET Creating a Lean Budget for Growth: SDCA Budget: When we look at a budget it is much easier to create one from a standardized business model. A repeatable one that, pun intended, we can take to the bank. Having this well-defined allows for us to provide the fuel for future growth. It allows us to understand how growth will be funded. THE RIGHT SIDE OF THE A3 Follow-up. Was the activity/problem a success: Sing your praise! One of the main purposes of using A3 in marketing is that we start providing quantified and measured data to others. Was the gap closed according to the target metrics: Demonstrate the difference in the gap that you identified. DO’S AND DON’TS OF EXPERIMENTATION In The Market Research Toolbox book the author, Edward F. McQuarrie lists a section of do’s and don’ts for experimentation: Don’t be over hasty in arranging to do an experiment. You have to know quite a lot about customers and the market before an experiment can be valuable. If conducted prematurely, you risk getting wonderfully

precise

THEORY OF CONSTRAINTS = BUFFER MANAGEMENT Theory of Constraints = Buffer Management. Posted on. February 21, 2014. November 11, 2017 Author. business901 Leave a comment. Dr. Eli Goldratt, founder of the Theory of Constraints, said Reaching The Goal: How Managers Improve a Services Business Using Goldratt’s Theory of Constraints was one of the best books ever written on TOC. THE 5 B’S OF MARKETING? The 5 B’s of Marketing? In 1960, E. Jerome McCarthy introduced the 4 P’s of Marketing as a way to describe the mix of factors required to successfully market a product. McCarthy labeled the 4 P’s as Product, Price, Place (distribution), and Promotion. The idea was that if you could identify the right combination of these elements, your THE HITCHHIKERS GUIDE TO LEAN REVIEW The Hitchhikers Guide to Lean Review. I recently was introduced through Mark Graban @leanblog to Jamie @flinchbaugh author of “The Hitchhiker’s Guide to Lean” and co-founder of the Lean Learning Center . I ended up doing a podcast with both of them, Mark’s will be posted July 29th and Jamie’s on August 4th. CAN YOU DEVELOP AN INTERNAL CHAMPION? Can you Develop an Internal Champion? Educating our customers we often believe is the path for sales success. We rely on that old Henry Ford saying, “’ If I had asked people what they wanted, they would have said faster horses ”, that puts us in the teacher position, a

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* Marketing Your Value Stream * Building a Funnel of Opportunity * The Simplicity of Lean * Expanding The Use of Freelancers As Part Of Your Strategy * Strength Based Sales and Marketing BRANOPS: MAKING YOUR STORY YOUR STRATEGY “With tactics in the driver’s seat, everything changes: long-term vs. short-term becomes meaningless; prediction is still possible as an activity, but probably futile in its results; action beats analyzing-, correctable replaces dependable. The one thing that we know is that it’s in the learning rather than the deciding.” The Death of Strategy – Forbes.com

BRANDING

The company story is the company strategy,” says Ben Horowitz. In the book, Storyscaping: Stop Creating Ads, Start Creating Worlds by Gaston Legorburu and Dareen McColl, they capture the idea of what I would call today’s branding. It is no longer about segmentation and channels. It is about connecting through shared values and experiences. > Storyscaping is more than a philosophy; it is a methodology and > approach that you can apply to your business today. We further > define Storyscaping as a landscape of emotional and transactional > experiences, where each connection inspires engagement with another, > so the brand becomes part of the consumer’s story. When you use > the Storyscaping model, it will enable you to evolve your craft in a > way that makes it easier to connect to the physical, virtual, and > emotional Experience Space that surrounds the customer. Today’s marketing is about being there….in the space of your customer. Conversion is a result of relevance. Relevance opens the doors to experiences that matter, surprise, and bring value to our prospects and customers. Starting that conversation, even on a website is determined by how relevant you are to that person. Relevance is the key to that door. Without it, you can’t experience the value that you have to offer. With it, your customer will enter. The power of relevance is not how connected you are to what they already know. The power is in the experiences that you offer. Marketing is a messy subject. It is not linear. It is not a deterministic process; you do this and this happens, cause and effect. Anyone can come up with a great marketing strategy and in the same vein anyone can come up with a marketing idea. As long as you build plans, websites and develop strategies in isolation of customers your chance of success is minimized. To do this, you must turn off the Solution Machine. Design thinking is perfect for situations where we’re looking at a future that doesn’t exist yet, i.e. sales. Analytic tools break down very quickly. Design thinking is the tool for defining that messy middle through prototyping alternative futures. Rather than creating data for them, we simply target users experience. We can then observe from behaviors and preferences which ones are working better than others.

OPERATIONS

> The core of what’s in a design thinking approach is extreme focus > on the user and their experience; visualizing multiple options, > testing those in the hands of the users, and iterating very quickly > from less appealing options to more appealing options. It just > relies on experimentation which analytic problem solving processes > don’t need to rely on those as much because, in the world of > analytics, we have source data from which to work – Tim Ogilvie.

>

>

No longer are we using linear tools that are used to measure and support well-defined end to end processes. Today’s world has introduced more and more uncertainty. As a result, it has forced us to get closer and closer to our customers reducing reaction and decision time. This type of thinking is best supported through the concepts of Design Thinking. As good as an overview that I have found is contained in the book, Designing for Growth: A Design Thinking Toolkit for Managers (Columbia Business School Publishing)

.

The tool set described: * VISUALIZATION: using imagery to envision possible future

conditions

* JOURNEY MAPPING: assessing the existing experience through the

customer’s eyes

* VALUE CHAIN ANALYSIS: assessing the current value chain that supports the customer’s journey * MIND MAPPING: generating insights from exploration activities and using those to create design criteria * BRAINSTORMING: generating new alternatives to the existing

business model

* CONCEPT DEVELOPMENT: assembling innovative elements into a coherent alternative solution that can be explored and evaluated * ASSUMPTION TESTING: isolating and testing the key assumptions that will drive success or failure of a concept * RAPID PROTOTYPING: expressing a new concept in a tangible form for exploration, testing, and refinement * CUSTOMER CO-CREATION: enrolling customers to participate in creating the solution that best meets their needs * LEARNING LAUNCH: creating an affordable experiment that lets customers experience the new solution over an extended period of time, so you can test key assumptions with market data In BRANOPS, we scale by looking at marketing from a Growth Mindset. We don’t start with a complex market and try to work back by tweaking and modifying it. Think about Gall’s Law: > A complex system that works is invariably found to have evolved from > a simple system that worked. A complex system designed from scratch > never works and cannot be patched up to make it work. You have to > start over with a working simple system. We spend to much time, money and knowledge trying to be clever or manipulate customers through these magical sales funnels. The alternative path is to think of them as learning zones. My practice is to differentiate between clusters and provide value within those groups through learning launches. My conversations do not center on personas, link bait, and manipulation. You don’t change mindsets in an auto-responder. It is conversations about real people, moments, patterns, and opportunities. Starting this way allows the qualitative to guide the quantitative that old USA principle: Understand, Simplify, then Automate. I approach your efforts by carrying out five to twelve experiments (sprints/marketing campaigns) on three to five different ideas (or versions of a similar idea). The number of experiments should be aligned with the consequences of failure. That may sound like a lot of experimenting, but typically should not take more than a couple of weeks – less time than what most teams would spend to write a marketing plan or a road map. How much tactical execution I need to do is what really consumes the time. Give me an idea of what a weekly budget would look like based on these four questions: * How much are you willing to invest? * How much time or money can you afford to lose if it doesn’t work

out?

* How much certainty do you need before making a decision? * Are the results from other experiments you’ve run so far conclusive or inconclusive? * How much of the actual work are you willing to do? You could even call this a soft launch if you would like. But it can be done quickly and with little overhead and evolve into something much bigger. The idea is to create a strategic direction through small incremental iterations. It is less about theorizing and planning and more about designing and deploying in a type of a sprint. Below is the reference material for the tools that I use in my work. There are multiple ways to go about the described process such as Scrum, Story Branding, Design Sprints, etc. This is not meant to be prescriptive. Let me know if you have an interest in pursuing.

REFERENCE:

Forbes: ‘Your Story Is Your Strategy’ Says VC Who Backed Facebook And Twitter by Carmine Gallo Forbes: The Death of Strategy by Bill Fischer

AMAZON:

Storyscaping: Stop Creating Ads, Start Creating Worlds by Gaston Legorburu and Dareen McColl The Art of Relevance by Nina Simmon The Designing for Growth Fieldbook by Jeanne Liedtka and Tim Ogilvie Designing for Growth by Jeanne Liedtka and Tim Ogilvie The Physics of Business Growth: Mindsets, System, and Processes by Jeanne Liedtka and Edward Hess The Right It: Why So Many Ideas Fail and How to Make Sure Yours Succeed by Alberto Savoia There are over 3,000 Blog Posts that you can search, use the Category drop-down or just scroll back. Please browse at your leisure. Subscribe to the Business901 Blog -------------------------

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