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For many strategy engagements, a lot of attention is paid to the detailed analysis framework. For example, should a benchmarking framework be used? Or perhaps value-chain or Blue Ocean-like analysis should be used here? Or will that framework lead us down a path of mediocrity? What are your experiences with scorecards?
Grounding in Enough Data and Analysis While the level of analysis depends on the complexity of the situation, data-driven strategies can help to inspire confidence by building a common strategic foundation. Highlighting trends, benchmarks, and potential challenges reinforces the business case for change and bolsters trust.
For this reason, organizational transformation is uniquely suited to the analysis, prediction, and experimental research approach of the people analytics field. One people analytics team in an engineering company was struggling to help develop the company’s managers, for example. It’s not easy.
Consider deploying a “red team” to explicitly function as devil’s advocates to present alternative viewpoints and push toward a well-rounded analysis. Tips to Mitigate Overconfidence Bias Foster a culture of humility, benchmarking, continuous learning. Ask “How might we sabotage our current thinking?”
How effectively has the company adapted its legacy business to change and disruption, giving it new life? How have the firm’s growth, profits, and stock performance compared to a relevant benchmark (NASDAQ for a tech company, for example, or DAX Index for a German firm) during the transformation period? Financial performance.
Consider examples like data analysis experts, Google search engine advisors, and CRM strategists. For example, if you are planning a changemanagement project, you’ll want a diplomatic person who’s attentive to the needs of others. Independent consultants aren’t likely to have benchmark data on hand.
The conference will cover a range of topics – emerging technologies, diversity, soft skills development, inspiration for project managers, and more. The event will be of interest to project controls engineers, project leaders/managers, resource managers, changemanagement experts, risk managers, business consultants, and more.
But, there was no special analysis that they could have done beforehand to figure that out. No market research or benchmarking data would have suggested it. And once they found it, it didn’t need careful changemanagement to extend it to the rest of Customer Support.
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