Melior Tempus

Disruption for leadership! See whether you grasp the disruptive definition. We have to agree first on the definition of disruptive. It's incredible that hardly everyone in even big companies understands the term. Certain people interpret disruptive as "different." Some take it as "away from our core activities." Some interpret it in terms of "big" or "who has an impact." This ambiguity in defining a word that is fundamental to the aim of the entity has to be settled since it is quite ineffective. A project classified as "disruptive" is one that uses a business model different from the present paradigm of the company. The company model includes the value proposition (VP), the profit formula (FP), resources, procedures, and values (RPV) needed to provide the first while honouring the latter. Should a key element change, the project becomes disruptive. What is disruptive for one player is not necessarily disruptive for another. For what purposes may invention serve? Though there is no magic solution, we can stress numerous elements holistically. First of all, one should understand that continuity does not always contradict disruptiveness at the beginning of a project. If seen as an apparently benign effort, depending on business model factors, it could become disruptive. Once more, the disruptive character of a project is defined by the business model, not by the project itself. Beginning with minor deeds and aiming for little successes helps you to use your achievements while making mistakes less likely and less important. Starting little initiatives also means helping people inside the company and, so, establishing a sense of legitimacy for the team working with the issue, which will be quite vital in a few years. Innovations are group projects. We have to also recognise that invention is a social activity at last. Executives are driven by ROI regardless of personal preferences for a reason. The entity handling innovation is normal to lack credibility from first. It is fitting to show this. It will accomplish this by means of small victories like we observed as well as by building a network of interested individuals. Rather than trying to persuade people of the benefits of its projects, it should focus on getting important players to fund them. Being a great innovator requires one to be desired. Most of the problems innovators face result from their lack of intimate knowledge of the company, especially the leaders, and from their ignorance of the elements of the business. Though they are engaged in an activity of people, they consider they are engaged in an activity of ideas ("Look at our great project!"). The economic unit must commit a lot of time to build these ties. These ties will inspire ideas that will be more welcomed if they were co-created instead of "pushed" by geniuses." So let us be real disruptors who make a difference, take market share, and establish ourselves as leaders. #leadership #disruption

Digital life isn't always flawless. Governments and NGOs encourage businesses to go digital by providing financial incentives. It's just as important today as business cards were forty years ago. Still, has the digital revolution solved all of our problems? Has it consistently increased sales and income? Although many firms, particularly large ones, have benefitted from the digital transformation, smaller enterprises have often had less success. A static website will rarely deliver results without professional administration. The return on investment (ROI) for digital marketing has fluctuated dramatically over the last five years, particularly since the pandemic. Web agencies must also take responsibility for this, as it is not only a company-specific issue. Branding, innovation, and audience awareness are all important factors. Strategic marketing is a dynamic field that precedes advertising campaigns. Businesses must recognise this. Depending solely on outdated tactics will be ineffective. Contracting with specialists may provide the fresh perspective required to stand out in a crowded market. Then, a skilled digital agency can focus on perfecting tools, designs, and messages to ensure success. Finally, it's about creating a distinct, durable brand and consistently satisfying your target customer. Only then will your digital efforts be truly worthwhile. #digitalmarketing #digitalagencies #marketing #strategy

I am sure that you ask yourself why? Sales effectiveness may suffer as more transactional, digital interactions replace more traditional approaches for creating relationships. In the past, contracts were sometimes sealed over lunch or dinner in a laid-back setting when rapport and trust were developed. These in-person meetings allow salespeople to fully understand client needs, create enduring relationships, and negotiate transactions depending on mutual confidence. Long-lasting business meals where we were learning a more personal side of our interlocutor, discussing hobbies, sports, economics and family and children abound. Most salesmen today limit their efforts to internet contacts in the fast-paced, technologically advanced environment of today. Even if digital communication is scalable and fast, it lacks the personal touch that fosters emotional connection and loyalty. Mostly depending on emails, virtual meetings, and automation, interactions can seem transactional, impersonal, and less exciting, therefore deleting the client relationship. Big contracts cannot be signed this way; big projects cannot begin just through letters and phone calls. All of it is about developing human relationships and trust. This digital disconnect reduces possibilities to develop reputation and separate out from competitors. Salespeople may consequently find it challenging to complete agreements even with their technological initiatives. Reverting to a more personal approach and applying digital technology with traditional relationship-building strategies will help to rebuild client contacts and momentum. Send your sales staff outside the office; you don't need them inside. Instruct them to report once a week from the office in detail. And certainly, consider performance in terms of economic ratios rather than absolute numbers. Good hunting #sales #management #growth

As a result of our years of experience advising CEOs and senior executives in European nations, we have identified a significant issue that all our interlocutors encountered: they were alone. Whether or not executives expressed it, this sentiment was always present, heightening the pressure they face daily. In their positions at the apex of the organizational hierarchy, CEOs frequently encounter a degree of isolation. Isolation may arise due to a multitude of factors. CEOs, in fact, are ultimately accountable for the decisions that determine the trajectory of the organisation. This responsibility may result in feelings of seclusion, as individuals may perceive a scarcity of peers with whom they can candidly deliberate on their choices. However, due to the hierarchical nature of organisations, CEOs have a reduced number of colleagues within the firm. Notwithstanding the presence of a board of directors or executive team, the intricacies of these interpersonal connections may engender a feeling of seclusion. Primarily since professional and hierarchical relationships were seldom honest and transparent. CEOs frequently face significant public scrutiny, especially in the current era of social media. They may experience feelings of isolation as they navigate public opinion and media attention in the face of this scrutiny. However, personal isolation follows professional isolation. This results in a sense of estrangement from family and friends, as they have little time for personal relationships beyond work due to their frequent travel and extended work hours. The unwavering dedication to the company's achievements may at times restrict their availability for personal growth or self-care pursuits, thereby intensifying this sentiment. CEOs may perceive themselves as having to handle elevated levels of stress and anxiety on their own due to the continuous performance pressure. Occasionally, it results in burnout, which typically affects the most resilient individuals. CEOs may exhibit a reluctance to disclose emotional distress or seek assistance, given the expectation that they uphold a persona of fortitude and assurance. Irrespective of the emotional toll of leadership, the personal sacrifices demanded by the position, or the professional burden of decision-making, they frequently confront pressures and obstacles that are beyond the comprehension of the public. In our capacity as esteemed personal advisors, we have the distinct capability to surpass the mundane and adopt the persona of a renowned "grey eminence." We function as an equivalence, personifying both confidence and inspiration for the CEO. Our proficiency transcends the limitations of traditional modes of communication, comprising an extensive collection of knowledge and the ability to intervene in diverse fields when necessary. Top executives in Europe have approved and tested this as our mission. #ceo