organisational behaviour

What Is the Purpose of a Business?

What is the purpose of a business? Not sure? Consider this.

In Peter Drucker's The Daily Drucker, which contains 366 daily insights (excerpts from his books; see original text I'll refer to from The Practice of Management in the image to the left), each one ending with an action item to put that day's concept to use, he writes:

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Implementing Change Is Difficult and Time Consuming - Whatever It Is

Just been reading an article in HR magazine why companies find it difficult to implement 'wellbeing' within their organisations. I am not sure I really understand what 'wellbeing' is all about but it sounds like it is something that we should have.

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CRM, Customer Experience, and Digital Business Require Culture Change

What I notice is that in order for an organisation to be effective in the games of CRM (building profitable relationships with customers), Customer Experience (competing on the basis of a superior customer experience) and/or digital business (rethinking the business through the lens of what digital technologies enable) require culture change: a change in the way that people think, in their expectations, and in the way that they go about doing things.

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Circle the Wagons and Shoot Inward

Does this describe your company's culture? 

One of the funniest phrases I've ever heard  - and I first heard this one about 20 years ago - to describe an organization's culture was to "circle the wagons and shoot inward." You have to think about it for about a half a second, but then you say, "Oooooh, that's not a good thing." And it's not funny, either.

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Does "Employees More First" Disparage Customers?

What does "employees more first" really mean?

A while back, I wrote a post called Putting Employees More First. It's based on the well-publicized quote from Hal Rosenbluth, where he states, "... if you genuinely want to put customers first, you must put employees more first."

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Why CIOs Are Smarter Than CMOs

If I wanted to know how well-managed and successful your company was, I would only need the (honest) answers to three questions:

1) How tolerant of IT risk is your company?
2) How committed is the executive team to using IT as a strategic enabler/differentiator?
3) How well-aligned and coordinated is IT with other business functions?

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Be Your Brand

My colleagues over at Bulldog Drummond have assembled an informative, inspiring collection of pieces entitled, “Be the Brand.” All are related to the central tenet that, “Brand is not a logo or a tagline. It’s a multidimensional platform that can be your greatest differentiator and competitive edge.

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A Culture of Distrust

What does a culture of distrust look like?

I've written a lot about trust in my blog over the last several years, much of it devoted to how it relates to the customer experience and customer relationships; there have been a few posts about trust and the employee experience, as well. But I think it's time to punctuate this latter thought.

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If You Can’t Prove the ROI of Your Customer Experience Effort Then Consider This Option

Where is Customer Experience Management At?

What are the highlights of the Harvard Business Review Analytic Services study: Lessons from the Leading Edge of Customer Experience Management? It occurs to me that there are many. And for the purposes of this post I want to concentrate on a subset.

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You've Achieved #CX Greatness. What's Next?

Can customer experience leaders fall from grace? How can they maintain their greatness?

Last fall, Sarah Hines wrote a blog post that posed the question: Is there such a thing as a customer experience ceiling? What happens when companies are receiving awards for customer experience? How do they take it to the next level? Is there a next level?

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