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Deep Dive into Customer Segmentation (Part 1 of 2)

Tom Spencer

Designing an optimal channel distribution strategy (e.g. Differences in interests, values, and preferences vary dramatically across cities, states, and countries, so it is important for consultants to recognize these differences and customize marketing strategies accordingly. Assessing the progress of your marketing strategy.

Apparel 103
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Using the Right Performance Metrics: Watch out for P&Ls

Kates Kesler

We regularly work with CEO’s that are frustrated with leader behaviors that undermine enterprise strategy. Simple financial measures, like P&Ls, are an effective way to visibly drive leader accountability, yet they frequently do not match the complexity of today’s strategies.

Metrics 100
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To Little, Too Late: Why many Diversity and Inclusion efforts fall short

Kates Kesler

Talent problems are result of organization design decisions related to organization strategy and broader organization design issues. The Star Model provides a holistic view of to look at the diversity opportunity and it starts with strategy. They start with a discussion of Talent and Leadership. Capabilities.

Talent 65
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To Little, Too Late: Why many Diversity and Inclusion efforts fall short

Kates Kesler

Talent problems are result of organization design decisions related to organization strategy and broader organization design issues. The Star Model provides a holistic view of to look at the diversity opportunity and it starts with strategy. They start with a discussion of Talent and Leadership. Capabilities.

Talent 65
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Chief Ecosystem Officer – Taking Customer Centricity to the Next Level

Kates Kesler

Customer centricity is defined here as creating unique product value propositions and strategies to deliver against unmet customer needs. While such a role solves an integration challenge, it also creates potential complexity regarding boundaries and decision rights with existing, more traditional roles on the leadership team.

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Have you designed your change and project management capabilities?

Kates Kesler

Where do we need leadership and management? . F lexible talent pool s, including contingent la bor and external partnerships , are used to quickly ramp up/down based on demand. . Leaders complete a change management leadership learning experience to build knowledge and advocacy skills on this new capability. . . .

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Embracing Healthy Tensions in a Matrixed Organization

Kates Kesler

As a company strategy becomes more dynamic and ambitious, leaders will often shift to a matrixed organization model to help the business excel at doing more than one thing simultaneously. What is most important is thoughtful, intentional, and consistent management routines that make new leadership behaviors and outcomes possible.