Data is everywhere and data is everything. If you aren’t leveraging the data your business is collecting today you’re not giving your business the best environment to grow.
The smart business today wields data wisely to create a long-term competitive advantage, not just better short-term profits.
Use this morning’s sales data to inform this afternoon’s marketing decisions. Don’t just motivate your sales teams with target quotas, incentivise them with the right blend of key sales metrics that reflect the strategic priorities of the company.
Train your employees to use data so that they can prioritise the right things in management, marketing and everyday work.
Reduce waste by understanding your business and your industry better than you imagined possible.
If you’re not using data to drive decision-making in your organisation, you’re at risk of becoming obsolete. Can you afford that?
You endanger the entire future by making bad decisions.
The big decisions are infrequent but have a profound effect on the future. Big bad decisions end careers and kill companies. Making them is like jumping off a cliff.
The little decisions happen daily, about every minute or so, and they’re called habits. Making small, but bad, decisions day after day will nibble away at the quality of work and erode output of any organisation. Making these is like slowly suffocating.
I’m here to help you make better decisions. Come with me as I explore the three core components of decision-making: the people, the process and the principles.
Learn to recognise cognitive biases that cloud your judgement, get the tools for making good decisions as a team and learn how to evaluate proposals given to you.
After reading this, you’ll understand how to take the principles of good decision-making out of the boardroom and into the whole organisation.
You’re only one decision away from a completely different outcome. Have you given up on taking your work to the next level?
While some leaned into this change, others were dragged in kicking and screaming. Regardless of which side you were on, our lives are becoming increasingly digital and marketing has evolved to keep pace even if you haven’t.
The last ten years gave us SEOs, inbound marketers, CRO experts, growth hackers and Instagram influencers.
Marketing was transformed over the last ten years and at the start of a new decade, we’re going through another transformation. As the last decade was ruled by platforms, so the next decade will be ruled by data.
This isn’t a revelation because the use and abuse of data have been at the forefront of the global conversation in recent years.
The distinction between a technical and a traditional marketer first blurred and then vanished. Now, the same transformation is happening between marketers who think data-analytically and those who don’t.
Are you on the side that’s going extinct?
Strategy statements are meant to be inspirational and ooze ambition. Perhaps that’s why mission, vision and strategy statements are often a little ambiguous.
Apple – Think different.
Samsung – Create the future.
Bayer – Science for a better life.
A good mission statement is a powerful marketing tool, on the one hand, it communicates your brand’s position and differentiation and on the other, it’s a source of inspiration for your customers and employees.
While powerful and effective at telling people where the organisation is headed they don’t say much about how that ambition is realised.
That’s where metrics come in.
Setting an ambitious goal is never enough. In reality despite all the grand presentations most businesses never reach their strategic objectives.
You might feel inclined to look for a weak link among your managers or your team but the real culprit is a lot more devious. Believe it or not what’s really keeping you from working on your most important work is your most urgent work.
And why shouldn’t it? Striking things off your to-do list is whole lot quicker than waiting for months or years to see your strategy come to fruition.
How you keep track and measure your urgent and important work matters. In this article I will share a story about how poor metrics can keep you reaching your goals despite your best efforts and what you can do to avoid it.
This is a story of a chance conversation with a client and a TED Talk that lead me to discover the Eisenhower Matrix. I’ve been using it for over a year and it’s been the most effective tool for getting my most important work done.
This article also includes a link to my worksheet based on the Eisenhower Matrix.
Chances are that your company, like many others, start each year with inspiring strategy presentations and ambitious plans. Teams are reshuffled, new roles are created and people are rallied to focus on a new strategy. It’s just as likely that despite every good intention and excitement, deadlines are missed, plans are forgotten, people are disappointed and by the end of first quarter your new strategy is lost to the wind. If you can relate to this, you’re not alone.
Objectives & Key Results is a management methodology famously known as the engine behind the explosive growth of many Silicon Valley start-ups including Google and LinkedIn. OKRs provide a framework for focusing on a handful of highly impactful Objectives and achieving them following specific and measurable Key Results. An effective OKR is both unambiguous and actionable. It includes an objective plus 3 – 5 key results. A good objective needs to be inspirational and challenging, while the key results need […]
Deciding how often you should evaluate your progress is a crucial part of getting started with the OKR methodology. The most commonly used OKR evaluation cycle or cadence is weekly or monthly check-ins with quarterly and annual review. While this approach works for most organisations, it may not be the best option for you. In this article, I’ll walk you through the process of finding an OKR cadence that works the best for you.
This is the story of where I went wrong when I first started using Objectives and Key Results and what I learnt from my experience. After the initial setback, I went back to the 4 managerial disciplines or the Four OKR Superpowers necessary for a successful OKR adoption.