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Why CEO’s Hire Consultants and Coaches: The REAL Value They Bring with Brad Rex

Consulting Matters

He is a strategic and operational leader, having led strategic planning, finance and business development teams for these companies, as well as leading large operating units of over $500 million and $1 billion in revenue.

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Top Power Skills Every Organizational Consultant Needs

Consulting Matters

They get super aspirational in their marketing, thinking that they will attract clients who want to create purpose-driven, people-centered organizations. It includes: HR practices such as training, staffing and communication, performance metrics and rewards, and performance management and coaching. The people strategy is about the WHO.

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How Blockchain Can Help Marketers Build Better Relationships with Their Customers

Harvard Business

Blockchain has important implications for marketing and advertising. But according to The CMO Survey , only 8% of firms rate the use of blockchain in marketing as moderately or very important. This combination creates a natural barrier to entry and has likely caused marketers to take a “wait and see” approach.

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What Creativity in Marketing Looks Like Today

Harvard Business

What makes marketing creative? Is a creative marketer more artist or entrepreneur? Historically, the term “marketing creative” has been associated with the words and pictures that go into ad campaigns. But marketing, like other corporate functions, has become more complex and rigorous.

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7 Data-Driven Characteristics of Teams that make Better Decisions

Organizational Talent Consulting

A good working definition of what it means to embrace data-driven decision-making is: Using facts extracted from data and metrics to guide business decisions that support business goals rather than relying on experience, intuition, and stories alone. Using data enables organizations to optimize operations.

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Digital Leadership Is Not an Optional Part of Being a CEO

Harvard Business

One large media organization faces large incumbent players and operates in a market that is growing quickly. Rather than using traditional top-down management practices, the company organized itself into small business units, each of which operates in a local geography. It’s not a good position to be in.

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There Are Two Types of Performance — but Most Organizations Only Focus on One

Harvard Business

Every step of the process was measured, and real-time metrics were easily accessible. In Precision’s case, good tactical performance required developing rules, checklists, and standard operating procedures and then following them closely. Metrics emphasized speed. We made a number of operational changes to the call center.

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