Your Business Development Team’s Post

In January MIT Sloan Management Review refreshed some predictions for the workplace of 2025 they made years ago. Now we are in the last quarter of 2024 how many are looking like they will come true? The one we could all guess is “expect the unexpected. And when it comes, be prepared to observe closely, pivot quickly, and experiment widely” What are you predicting for next year? https://buff.ly/3U2jVRr #salessuccess #salesconversion #salesconsulting #businessgrowth #businessdevelopment

Those who know me are well aware of this: #results and their measurement are essential for me, because they represent not just a destination, but also a new beginning. In fact, setting and reaching goals allows not only for #motivation, but also for continuous improvement, especially if the process is complemented with clear and authentic #feedback.   A conviction that I recently found confirmed in this McKinsey & Company research ➡️ https://lnkd.in/dmKtE-_U

I’m increasingly beginning to realize that the way I think about strategy is not whether it will be A or B but whether we have the built-in flexibility to do A or B. -Nandan Nilekhni I like the quote he said during his interview with McKinsey. I have always believed that teams are more likely to experiment and innovate when they are not boxed into a single strategy. This openness can lead to breakthrough ideas and improvements in: Products, services, and processes. #strategy #product #service #process

Article of the month: How to Set Transformation Targets That Actually Drive Change Many target-driven transformation programs fail to deliver lasting results. Based on research, Mankins and his team found that only 1 out of 12 companies had successful target-driven transformations that resulted in performance improvement. Based on the successful transformations, they discovered the differences between companies that succeeded and those that did not. These are the 4 key actions they found to improve success rate are: 1. Change leadership’s mindset around targets 2. Specify targets in absolute — not relative — terms 3. Use the company’s budget or operating plan to monitor success 4. Set more than cost-based targets By adopting these strategies, companies can better align their transformation efforts with long-term performance improvement! Click on the link to read the article: https://lnkd.in/gn_T3JDW #August2024 #ArticleoftheMonth #NewQuest #TargetDriven #Transformation #BusinessSuccess

Six key principles to transformational success: A Bain & Company's 2023 study reveals that companies embracing at least three of six key practices see higher success rates in their transformation efforts. They point out that those adopting five or more practices experience even greater success. Key Practices: - Treat transformation as a continuous process - Build it into the company’s operating rhythm - Explicitly manage organizational energy - Use aspirations, not just targets, to set expectations - Drive change from the middle out - Access substantial external capital from the start In my point of view most of those principles point to the team. Maintaining a constant dynamic while taking care of people's "change-capacity" is key to transformations of all kind. #digitaltransformation #productivity #bestpractice

Strategic foresight is a vital skill in today's rapidly changing world, enabling individuals and organizations to anticipate and prepare for future challenges and opportunities. It involves a systematic exploration of possible futures to inform decision-making and strategic planning. Unlike traditional forecasting, which often relies on extending past trends, strategic foresight embraces uncertainty and complexity, considering multiple scenarios and the interplay of various forces. At its core, strategic foresight involves several key components: horizon scanning, trend analysis, scenario planning, and visioning. Horizon scanning identifies emerging issues, trends, and signals of change across different domains such as technology, economics, society, and politics. This broad view helps to capture weak signals that might indicate significant shifts. Trend analysis delves deeper into these signals, examining how they evolve over time and interact with each other. This step helps to understand potential drivers of change and their implications. Scenario planning then constructs diverse, plausible future scenarios based on different combinations of these drivers. By exploring these scenarios, organizations can test their strategies against a range of possible futures, identifying strengths, vulnerabilities, and strategic options. Visioning, the final component, involves creating a clear and compelling picture of a desired future. This vision guides strategic decision-making, ensuring that actions taken today are aligned with long-term goals and aspirations. It helps organizations to remain resilient and adaptive, capable of navigating uncertainty with confidence. The skill of strategic foresight is increasingly sought after in various fields, from business and government to non-profits and academia. It fosters a proactive rather than reactive mindset, enabling leaders to shape the future rather than merely respond to it. By integrating strategic foresight into their practices, organizations can enhance their capacity for innovation, improve risk management, and achieve sustainable success in an unpredictable world. In essence, strategic foresight empowers individuals and organizations to think long-term, adapt to change, and create resilient strategies that thrive in an uncertain future. #StrategicForesight #FutureReady #AnticipateChange #Innovation #Leadership #ForesightTraining #FutureThinking #Strategy #BusinessStrategy #ScenarioPlanning #TrendAnalysis #ChangeManagement #FutureTrends #RiskManagement #StrategicPlanning #LongTermPlanning #DecisionMaking #AdaptiveStrategies #FutureInsights #StrategicVision #BusinessForecasting #VisionaryLeadership #OrganizationalDevelopment #StrategicDecisions #Futuristic #ThinkAhead #PlanForSuccess #BusinessIntelligence #ForesightLeadership #NavigateTheFuture

Executives face constant challenges from technology disruptions, market shifts, and geopolitical instability. Strategic foresight is increasingly essential for leaders. Yet many struggle to incorporate it into their decision-making. To overcome this, we must prioritize future-focused thinking, delegate operational tasks, and leverage tools like AI-powered platforms to streamline scenario planning and trend analysis. Empowering teams with the right tools and fostering strategic thinking across the organization ensures we can stay ahead in an unpredictable landscape. Read more from Portage founder Chris Dury: https://ow.ly/4KOC50TzQrB #StrategicForesight #FuturesThinking

#aboutlastnight I had the privilege of sitting down with Dr. Keith Keating this week to discuss how L&D professionals can elevate their role, enhance their strategic influence, and align with business transformation. However, what struck me is that this roadmap applies to any professional looking to strengthen their strategic impact. #TheTrustedLearningAdvisor

𝗣𝗢𝗜𝗡𝗧𝗦 𝗢𝗙 𝗩𝗜𝗘𝗪 - #𝟬𝟲 - 𝗧𝗥𝗔𝗡𝗦𝗙𝗢𝗥𝗠𝗔𝗧𝗜𝗢𝗡𝗦 𝗧𝗛𝗔𝗧 𝗪𝗢𝗥𝗞 This POV was taken from an HBR article written by Michael C. Mankins and Patrick Litre in May/June 2024 … https://lnkd.in/g5dTEHYK More than a third of large organizations have some type of transformation program underway at any given time, and many launch one major change initiative after another. Though they kick off with a lot of fanfare, most of these efforts fail to deliver. Only 12% produce lasting results, and that figure hasn’t budged in the past two decades, despite everything we’ve learned over the years about how to lead change. Clearly, businesses need a new model for transformation. In this article the authors present one based on research with dozens of leading companies that have defied the odds, such as Ford, Dell, Amgen, T-Mobile, Adobe, and Virgin Australia. The successful programs, the authors found, employed six critical practices: treating transformation as a continuous process; building it into the company’s operating rhythm; explicitly managing organizational energy; using aspirations, not benchmarks, to set goals; driving change from the middle of the organization out; and tapping significant external capital to fund the effort from the start. #ronleeman #thehighwayofchange #changemanagement #changemanagementtraining

Where to begin reading up on Business Strategy? Well if I were to suggest to anyone, these are my starting recommendations 1. Michael Porter - What is Strategy https://lnkd.in/eJ8Pi5jH 2. Bruce Henderson - The Origin of Strategy https://lnkd.in/eCKtVj9X 3. Roger Martin - Where to start with Strategy https://lnkd.in/eNzUPUNJ While Porter's article and thoughts were the starting point of my understanding of Strategy while studying in B-school, it was later during my time at BCG that I understood the massive contribution Bruce Henderson has had to the world of Strategy. Of late, Roger Martin is the modern day thought leader on this very subject. Hope you enjoy! #businessstrategy #topreads