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Business901 2020 LinkedIn Slidedeck Slide 1 Business901 2020 LinkedIn Slidedeck Slide 2 Business901 2020 LinkedIn Slidedeck Slide 3 Business901 2020 LinkedIn Slidedeck Slide 4 Business901 2020 LinkedIn Slidedeck Slide 5 Business901 2020 LinkedIn Slidedeck Slide 6 Business901 2020 LinkedIn Slidedeck Slide 7 Business901 2020 LinkedIn Slidedeck Slide 8 Business901 2020 LinkedIn Slidedeck Slide 9 Business901 2020 LinkedIn Slidedeck Slide 10 Business901 2020 LinkedIn Slidedeck Slide 11 Business901 2020 LinkedIn Slidedeck Slide 12 Business901 2020 LinkedIn Slidedeck Slide 13 Business901 2020 LinkedIn Slidedeck Slide 14 Business901 2020 LinkedIn Slidedeck Slide 15 Business901 2020 LinkedIn Slidedeck Slide 16 Business901 2020 LinkedIn Slidedeck Slide 17 Business901 2020 LinkedIn Slidedeck Slide 18 Business901 2020 LinkedIn Slidedeck Slide 19 Business901 2020 LinkedIn Slidedeck Slide 20 Business901 2020 LinkedIn Slidedeck Slide 21 Business901 2020 LinkedIn Slidedeck Slide 22 Business901 2020 LinkedIn Slidedeck Slide 23 Business901 2020 LinkedIn Slidedeck Slide 24 Business901 2020 LinkedIn Slidedeck Slide 25 Business901 2020 LinkedIn Slidedeck Slide 26 Business901 2020 LinkedIn Slidedeck Slide 27 Business901 2020 LinkedIn Slidedeck Slide 28 Business901 2020 LinkedIn Slidedeck Slide 29 Business901 2020 LinkedIn Slidedeck Slide 30 Business901 2020 LinkedIn Slidedeck Slide 31 Business901 2020 LinkedIn Slidedeck Slide 32 Business901 2020 LinkedIn Slidedeck Slide 33 Business901 2020 LinkedIn Slidedeck Slide 34 Business901 2020 LinkedIn Slidedeck Slide 35 Business901 2020 LinkedIn Slidedeck Slide 36 Business901 2020 LinkedIn Slidedeck Slide 37 Business901 2020 LinkedIn Slidedeck Slide 38 Business901 2020 LinkedIn Slidedeck Slide 39 Business901 2020 LinkedIn Slidedeck Slide 40 Business901 2020 LinkedIn Slidedeck Slide 41 Business901 2020 LinkedIn Slidedeck Slide 42 Business901 2020 LinkedIn Slidedeck Slide 43 Business901 2020 LinkedIn Slidedeck Slide 44 Business901 2020 LinkedIn Slidedeck Slide 45 Business901 2020 LinkedIn Slidedeck Slide 46 Business901 2020 LinkedIn Slidedeck Slide 47 Business901 2020 LinkedIn Slidedeck Slide 48 Business901 2020 LinkedIn Slidedeck Slide 49 Business901 2020 LinkedIn Slidedeck Slide 50 Business901 2020 LinkedIn Slidedeck Slide 51 Business901 2020 LinkedIn Slidedeck Slide 52 Business901 2020 LinkedIn Slidedeck Slide 53 Business901 2020 LinkedIn Slidedeck Slide 54 Business901 2020 LinkedIn Slidedeck Slide 55 Business901 2020 LinkedIn Slidedeck Slide 56 Business901 2020 LinkedIn Slidedeck Slide 57 Business901 2020 LinkedIn Slidedeck Slide 58 Business901 2020 LinkedIn Slidedeck Slide 59 Business901 2020 LinkedIn Slidedeck Slide 60 Business901 2020 LinkedIn Slidedeck Slide 61
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Business901 2020 LinkedIn Slidedeck

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This is a collection of LinkedIn pictures that I used in my LinkedIn post. There are around 60 in total.

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Business901 2020 LinkedIn Slidedeck

  1. 1. BRANOPS Operations (Experiments/Campaigns) Branding (Shared Value/Experiences)
  2. 2. Decide Experiment Outcome A Decision is the Creation of an Experiment
  3. 3. Change Does Not Happen Without Changing Structure Picture credit: Manu Cornet www.bonkersworld.net Once a structure exists, energy moves through that structure by the path of least resistance. In other words, energy moves where it is easiest for it to go.” - Robert Fritz Quotes (Author of The Path of Least Resistance) Conway's law is an adage stating that organizations design systems that mirror their own communication structure. Team Architecture is more than just changing the color.
  4. 4. Nobody Cares, Work Harder What can startups learn from Lamar Jackson?
  5. 5. Influencers Platforms CustomersProspects Partners Messages What’s Your Big Six?
  6. 6. Comfort Zone Find purpose and live dreams Set new goals Conquer objectives Extend your comfort zone Deal with challenges and problems Affected by other’s opinions Find excuses Lack self confidence Growth ZoneLearning ZoneFear Zone The Comfort Zone Feels safe & in control Acquire new skills Are your Sales and Marketing people getting out of their comfort zone? Comfort Fear Learning Growth
  7. 7. Funnel of Opportunity: Empower, Engage, Explore Build Learning Zones
  8. 8. Architecture can't force people to connect, it can only plan the crossing points, remove barriers, and make the meeting places useful and attractive. - Denise Scott Brown
  9. 9. The Wisdom of Dialogue
  10. 10. Price • Best for Std. Offering • Acceptable Quality Relational • Personalized • Integrated • Service Performance • Superior • Innovative • Hi-Quality • Fashion/Style What Does Your Customer Value ? What Do You Deliver? What is our winning aspiration? • Purpose • Motivation Where will we play? • People • Geo/Platforms • Industries How will we win? • Business Promise • Uniqueness What capabilities are needed? • Activities • Competencies What systems are required? • Structures • Support Cascade of Choices Adapted from Playing to Win: How Strategy Really Works by A.G. Lafley and Roger L. Martin Aligned?
  11. 11. Feedback is a Fundamental Pattern in Today’s Marketing It provides the stability to your marketing efforts
  12. 12. Which will create more sales? Testify Yes No
  13. 13. Digital Marketing Funnel Need Marketing Funnel Expert Request for Proposal: This is our existing marketing funnel. Please provide an outline on how you would improve it and the actions you would take. Provide approximate time needed for completion, budget and expected outcomes. Include examples of three similar past jobs describing the actions, methods used, required budget and results that were achieved.
  14. 14. - from the USAID Program Cycle Technical Note in USAID’s 2014 Local System Framework Paper The 5 RS Framework in The Program Cycle
  15. 15. A Massive Chicken Wing Surplus in the United States
  16. 16. Straight line Moving step- by-step Always moving forward Broken down into subtopics A leading to B; B leading to C Interlocking circles Moving in a repeated cycle Always returning to a conceptual question Distinct contexts united by concepts Each context larger/more complicated than the previous one Iterative Learning Linear Learning Sales Conversations of the Future LEARNING SOURCE: Adapted from Paul & Elder (2013). Sales Conversations of the Past
  17. 17. Problem: Three Critical Gaps Knowledge Gap: What we know vs. what we would like to know Effects Gap: What we aspect to achieve vs. what we achieve Alignment Gap: What we want people to do vs. what they do Usual Reactions Knowledge Gap: More Detailed Information Effects Gap: more detailed controls Alignment Gap: More detailed instruction Adapted from The Art of Action by Stephen Bungay Will You Get Caught in the Usual Reaction?
  18. 18. Connect thru SHARED VALUES Connect thru SHARED EXPERIENCES Product Positioning (Defines Product) Customer Journey (Show Needs) Brand Strategy (Discover Purpose) Customer Insight (Find Desires) Strategic Pillars Adapted from the book STORYSCAPING: Stop Creating Ads, Start Creating Worlds by Legorburu & McColl The diagrams are from Jeanne Liedtka and Tim Ogilvie’s Designing for Growth: A Design Thinking Tool Kit for Managers. BRANOPS Operational Experiments
  19. 19. DON’T FORGET THE 3RD-PERSON IN YOUR VIRTUAL MEETINGS
  20. 20. Sustainability Launch Launch is About Vertical Integration (& Timing); Sustainability is Horizontal Integration
  21. 21. Listening is Our Gift to the World Adapted from the book You're Not Listening: What You're Missing and Why It Matters by Kate Murphy
  22. 22. Don’t Buy Before building a Product Roadmap Check for the obstacles that you have in place.
  23. 23. Interweaving Shaping Your Outcomes
  24. 24. Most Opportunities Are Not Created They Are Discovered
  25. 25. Creative Process Germination • Energizing Assimilation • Learning Completion • Acknowledging PMBOX Guide Process Project Initiation • Charter • Kickoff Planning • Scope, Risk, Plans • Cost and Schedule Estimates Executing • Prototypes • Creation of Deliverables • Scope Verification Controlling • Feedback Processes • Lesson Learned Project Closeout • Acceptance • Lessons Learned The Creative Process is adapted from Robert E. Fritz, The Path of Least Resistance for Managers Diagram adapted from Figure 8.1 Creative Nature of PMBOK guide process, and the book The Strategic Project Leader by Jack Ferraro Find Meaning in Creating Rather Than Problem Solving
  26. 26. Jim Kalbech Table of Contents • Chapter 1: Understanding JTBD • Chapter 2: Working with JTBD • Chapter 3: Discovering Value • Chapter 4: Defining Value • Chapter 5: Designing Value • Chapter 6: Delivering Value • Chapter 7: (Re-)Developing Value • Chapter 8: JTBD Formulas Published by Rosenfield Media
  27. 27. CAS-Related DDAE Model Attributes • Boundaries • Coherence • The Edge of Chaos • Signals • Self-Org Innovation and Emergence • Adaptive Agents • Signal Strengths • Feedback Loops • ResilienceTactical Adaptable Loop Strategic Adaptable Loop Emergence FeedbackEmergence Feedback Demand Driven Adaptable Model Development Path Adapted from the book The Demand Driven Adaptive Enterprise by Carol Ptak and Chad Smith More information on this model at https://www.demanddriveninstitute.com/
  28. 28. Unpacking Assumptions
  29. 29. And so, my fellow Americans: ask not what your country can do for you — ask what you can do for your country. - John F. Kennedy's Inaugural Address, January 20, 1961
  30. 30. The Understanding Map from The Cultures of Thinking project as Project Zero, Harvard Graduate School of Education Observing Closely & Describing What’s There Wondering & Asking Questions Making Connections Considering Different Viewpoints Building Explanations & Interpretations Reasoning with Evidence Uncovering Complexity & Going Deeply Capturing the Heart & Forming Conclusions How do we build Understanding?
  31. 31. Adapted from TEACHING FOR DEEPER LEARNING: Tools to Engage Students in Meaning Making by Jay McTighe and Harvey Silver 7 New Thinking Skills: 1. Conceptualizing 2. Note Making and Summarizing 3. Comparing/Contrasting 4. Understanding 5. Predicting and hypothesizing 6. Visualizing and Graphic Representation 7. Perspective Taking and Empathizing Spending Enough Time on Big Ideas Prioritize Around a Smaller Number of Conceptually Larger Transferable Ideas
  32. 32. “You can’t read the label when you are sitting inside the jar.” – John K. Coyle Your Brand
  33. 33. A Blue Ocean Strategy will fail if you do not connect new knowledge with prior Customers use Prior Experiences to connect New Information and Ideas. Even the best Blue Ocean Strategy will fail if you do not connect new knowledge with prior knowledge. Your Sales & Marketing Effort
  34. 34. What is The Future of Outside Sales? ?
  35. 35. Is your Engineering Process Collaborative? Drawing from Mastering Lean Product Development by Ronald Mascitelli http://www.design-for-lean.com/ Is Your System Designed to include Stakeholders & Customers?
  36. 36. Forget the Fence; Pave the Path.
  37. 37. Constructing A Performance Task Scenario Using GRASPS Adapted from page 172, Understanding by Design Professional Development Workbook by Jay McTighe and Grant Wiggins. Publisher ASCD Standards and Criteria for Success: Your performance needs to Your work will be judged by Youi product must meet the following standards: A successful result will Product, Performance, and Purpose: You will create a ____ in order to You need to develop ____ so that Situation: The context you find yourself in is The challenge involves dealing with Audience: Your clients are The target audience is You need to convince Role: You are You have been asked to Your job is Goal: Your task is The goal is to The problem or challenge is The obstacles to overcome are
  38. 38. 1. What has challenged you? 2. What has been reaffirmed? 3. What will you do moving forward? Marketing Plans are not created; They evolve.Marketing Plans are not created; They evolve.
  39. 39. Does Your Marketing Processes Highlight Pockets of Opportunities?
  40. 40. Data-Driven Marketing
  41. 41. Connect thru SHARED VALUES Connect thru SHARED EXPERIENCES Product Positioning (Defines Product) Customer Journey (Show Needs) Brand Strategy (Discover Purpose) Customer Insight (Find Desires) Strategic Pillars Adapted from the book STORYSCAPING: Stop Creating Ads, Start Creating Worlds by Legorburu & McColl The diagram is from Jeanne Liedtka and Tim Ogilvie’s Designing for Growth: A Design Thinking Tool Kit for Managers. BRANOPS
  42. 42. Wearing a Headset in a Zoom Meeting is A Selfless act
  43. 43. Success Starters • High Interest = Relevant and Value-Driven • Micro-Script = Clear and Concise • Connects and Challenges Prior Knowledge • Sets up the Rest of the Conversation
  44. 44. Success Starters Externality-Tangibility Model of Human Performance (source. Why doers do-part 3: External-intangible elements of Human Performance, by D. Wile, 2014). Does your Sales/Marketing/OnBoarding Empower Your Customers Performance? Can you describe how your product/service compliments each of these areas?
  45. 45. Will your Product Launch have enough… • Capital • Capabilities • Creativity
  46. 46. Present Living Brand Future Imagined Brand Past Constructed Brand Internal Environment External Environment Pivot I don’t what I will do next? I don’t’ know how to look for work anymore? Adapted from Figure 6: Working in the Moment with Identities Narrative Coaching: The Definitive Guide to Bringing New Stories to Life
  47. 47. Sales Processes Smart Customers
  48. 48.  Powerful  Easy  Emotionally Compelling  Reachable  Student (Customer) - Focused PEERS Goals Adapted from Knight, Jim. The Impact Cycle (p. 97). SAGE Publications. Kindle Edition.
  49. 49. Marketing Campaigns are Only Experiments What you need is  Hunch about a difference you make  Community to render the difference  Strategy to engage in trial and error Marketing Processes are not prescribed.  The path is full of choices and near misses  Your hunch can lead to other differences  The impact can be Functional, Emotional, Social Adapted from the book Innovating by Louis Perez-Breva
  50. 50. When a tree falls in the woods and you are the only one to hear it, how do you feel? When you receive an online order and you are the only one to see it, how do you feel?
  51. 51. Adapted from Table 2: Narrative Coaching: Where Transformation Meets Innovation Strengthen Your Narrative Coaching Phase Transformational Learning Design Thinking Situate Aware of Presuppositions Observe what is Search Challenge assumptions Imagine what if Shift Test new perspectives Prototype what matters Sustain Decide, take action Implement what works
  52. 52. Adapted from Table 9.1 Qualities of different research methods Using Narrative Inquiry as a Research Method, 2nd edition by Patricie Mertova and Leonard Webster Strengthen Your Narrative Quantitative Methods Qualitative Methods Narrative Inquiry Measurable Human element Human experience Descriptive/inferential Logical deduction Convey/understand knowledge Systematic Content analysis Critical events Generalizable Narrowing Broadening Large Numbers Small Numbers Small Numbers
  53. 53. Most people winging their marketing thinks it looks like this. In reality, what they have is this.
  54. 54. Evaporating Cloud One of the six Thinking Processes in the Theory of Constraints. Often called a “Conflict Resolution Diagram.” How Do You Handle Opposing Views?
  55. 55. The only real voyage of discovery consists not in seeking new landscapes but in having new eyes. - Marcel Proust
  56. 56. Operational Experiments aka Learning Launches To have a great idea, have a lot of them. - Thomas A. Edison or Linus Pauling You also need to be able to test them efficiently & effectively. The diagrams are from Jeanne Liedtka and Tim Ogilvie’s Designing for Growth: A Design Thinking Tool Kit for Managers. BRANOPS
  57. 57. Idea to Project Project to Product Product to Market Fit Idea to Market
  58. 58. Best Wishes for your BranOps Efforts in 2021
  59. 59. A Ritual Worth Keeping?
  60. 60. Thank You
  • HaileyHarrington

    Jul. 19, 2021

This is a collection of LinkedIn pictures that I used in my LinkedIn post. There are around 60 in total.

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