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?
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.
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.
Since you’re here I’m sure you’ve already heard (or read) about how LinkedIn, Intel, YouTube, Bill & Melinda Gates and perhaps most notably Google have used OKRs to achieve exponential growth. “Culture eats strategy for breakfast.” Peter Drucker Beyond delivering growth OKRs has also given them to tools to build a remarkable organisational culture that nourishes performance, collaboration and accountability. In this article I’ll introduce the OKR management methodology, give examples of good vs bad OKRs and share advice on […]
Objectives and Key Results is a management methodology may have been popularised by the explosive growth stories of Silicon Valley startups but today more and more organisations are using it to improve performance and reach their Wildly Important Goals. If you’re interested in exploring performance management built on a culture of collaboration and accountability then there’s no better place to start than John Doerr’s Measure What Matter. It’s an invaluable resource filled with practical advice and case studies to help […]
Successful businesses are good at doing two things better than the rest. They’re good at creating value. They’re good at capturing value created by others. The best among them are good at doing both simultaneously and consistently. True power lies in knowing what you’re good at right now and where you need to improve.
I think of myself as an objective and rational person. In reality like most people I’m biased. Having biases is human. No one is above that. Acknowledging and correcting them is also human. It’s this act that makes us better people and better leaders. Here are several ways in which your biases can influences your strategies.