How Top CMOs Connect with Customers in a Digital World

retro pa repeat: lucia jonova by olivia frolich for elle denmark april 2013

See on Scoop.itDesigning design thinking driven operations

In 1954, Peter Drucker was famously quoted as saying, “The purpose of a business is to create and keep a customer”.  Five decades later this timeless message is stronger than ever.

See on www.forbes.com

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The Dumbest Idea In The World: Maximizing Shareholder Value – Forbes

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<p>(by jabbeltubel)” />Found at <a href=The Dumbest Idea In The World: Maximizing Shareholder Value – Forbes.

There is only one valid definition of a business purpose: to create a customer.

Peter Drucker, The Practice of Management

“Imagine an NFL coach,” writes Roger Martin, Dean of the Rotman School of Management at the University of Toronto, in his important new book,Fixing the Game, “holding a press conference on Wednesday to announce that he predicts a win by 9 points on Sunday, and that bettors should recognize that the current spread of 6 points is too low

Read all at The Dumbest Idea In The World: Maximizing Shareholder Value – Forbes.

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DRUCKER on the DIAL: From Top to Bottom–What Makes an Effective Organization?

Cycle Chic Photo Shoot for Velorbis

 

Host Phalana Tiller interviews author Justin Menkes and management professor Paul Adler about what makes organizations highly effective – from the very top, all the way through the lower rungs.

And Bloomberg Businessweek online columnist Rick Wartzman delivers a piece on Vizio‘s innovative management mode

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DRUCKER ON THE DIAL: The Importance of Work

 

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Host Phalana Tiller interviews Geoffrey Brewer, co-editor of Decade of Change: Managing in Times of Uncertainty and Pulitzer Prize-winning novelist Richard Ford. Also, Bloomberg Businessweek online columnist Rick Wartzman delivers a piece on a new model for refocusing healthcare on results rather than activity

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DRUCKER ON THE DIAL: Design Thinking, Collective Action and Peter Drucker

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“Drucker on the Dial” host Phalana Tiller interviews authors Roger Martin and James Quigley. And Bloomberg Businessweek online columnist Rick Wartzman delivers a piece on Cisco and “smart growt

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Social CRM at a crossroads: Where to next?

Maybe I am a puritan with regard to Social CRM. The given examples are for me proof that social media has become part of business. But, I agree with the possible option and that there is indeed only one viable option. But – as stated by Peter Drucker a long time ago- please be aware that value is always created outside firm.

Found at http://www.mycustomer.com/topic/social-crm/social-crm-srossroads-where-next/121240

Social CRM has evolved from a novelty used by only a few organisations, to a powerful tool that practically all use. Much of this evolution has been powered by the hype cycle. Social CRM is now at a crossroads. It can go in three directions: it can become just another communications channel, it can become a technology solution, or it can become a way to co-create more value together with customers.

Read more at http://www.mycustomer.com/topic/social-crm/social-crm-srossroads-where-next/121240

Photocredit:  theblueprint

 

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Why Best Practices Don’t Work for Knowledge Work

Found at Why Best Practices Don’t Work for Knowledge Work.

I don’t recall having put together a blog post over here on the specific topic of capturing “Best Practices”; so after reading last Friday’s blog post by my good friend Oscar Berg on this very same topic (Under the title “Forget about copying best practices“)

To be continued at Why Best Practices Don’t Work for Knowledge Work.

Photocredit: popacademia

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Recovering from information overload – McKinsey Quarterly – Organization – Talent

alimaysubici:  You are not stuck in traffic, you are traffic. Get a bike. Break Free!

Found at Recovering from information overload – McKinsey Quarterly – Organization – Talent.

For all the benefits of the information technology and communications revolution, it has a well-known dark side: information overload and its close cousin, attention fragmentation.

To be continued at Recovering from information overload – McKinsey Quarterly – Organization – Talent.

Photocredit: alimaysubic


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