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Airlines routinely rank near the bottom of customer satisfaction surveys. But we would wager that most customers, like us, find that the time on the plane — the “sit back, relax, and enjoy the flight” part — is the least awful piece of their experience. The nightmare is everything else: prices that change from minute… 
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Many political observers have argued for years that the federal government, with its multitrillion-dollar budget, should be run more like a business with the president acting as a de facto CEO. Enter President-elect Donald Trump, a candidate with no background in politics or public administration but decades of experience as a captain of industry. His upcoming term renews interest in the whole question. Peter Conti-Brown, a Wharton professor of legal studies in business ethics, and Philip Joyce, professor of public policy at the University of Maryland, consider the merits of his business experience as he steps into the White House. Via David Hain
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Some governance experts argue that when it comes to a company’s strategy, the buck stops with the CEO. They say the board’s most important purpose is to choose the CEO, evaluate his or her performance, and make a change if and when necessary. Their view is that inserting the board into the company’s strategy just muddies the CEO’s accountability. But most CEOs see value in having their boards actively involved in strategy, and most directors want to spend more time on their companies’ strategies, too. This makes perfect sense. Often by design, boards are usually stacked with people who have experience, contacts, knowledge, and perspective that can be tremendously helpful to guiding a company’s strategy.
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I have just read a great report from PwC in which they highlight the essential eight technologies that matter now and in the near future. Here they are:
Technology is the biggest challenge/opportunity for CEO's according to PwC Via David Hain
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How analytically-driven are today’s leading companies? It’s a question more and more organizations are asking themselves as they struggle to transform their data into actionable insights in order to drive growth. And while businesses of all shapes and sizes inspire to be analytically driven, most are not sure what that looks like. We surveyed over …
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Miklos Szilagyi's curator insight,
March 27, 2015 3:27 AM
Don’t count money until it’s in the bank.Great products succeed in spite of, not because of, an executive team.Being profitable is incredibly important.Sometimes there is no solution, only an optimization.Don’t swing at balls in the dirt. (Great site with more resources...) |
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In my recent paper published in the Journal of Financial Economics, Can analysts assess fundamental risk and valuation uncertainty? An empirical analysis of scenario-based value estimates, my co-authors and I find that there is a better way to present a fuller picture of future possibilities by putting multiple scenarios on the table, instead of limiting predictions to a single-point outcome. We used the setting of equity research to demonstrate this. We find that scenario-based forecasting helps analysts improve the overall risk picture surrounding the firms in their coverage as well as enhancing their forecast accuracy and reducing their optimistic biases.
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These days, few people expect to work for a single company throughout their career. But what about the expectation that companies will remain in one industry forever? Is that, too, becoming an artifact of the past? Via David Hain
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The Future 100 takes a snapshot of emerging trends for 2017, spanning culture, tech and innovation, travel and hospitality, brands and marketing, food and drink, beauty, retail, health, lifestyle, and luxury. As we look ahead to 2017, markets are confident, even though assumptions have been questioned and narratives overturned. Amid the massive shifts that are … Via Cambridge Marketing College
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How is the central role of advertising as a business model shifting? John Hagel, co-chairman for Deloitte’s Center for the Edge, shares his insights. In a blog post earlier this year, I explored the emergence and evolution of new business models enabled by digital technology infrastructures. At the very end of that blog post, as a teaser, I mentioned in passing that advertising business models are unlikely to be sustainable as the Big Shift unfolds. Now, that’s a pretty bold statement given that it’s one of the most widespread business models, especially in the media business and Internet businesses. This business model is also being aided by technology that helps advertisers to target their audiences more precisely and to follow people in physical space through their smartphones, rather than simply waiting for them to get in front of their TV or their computer. How could I possibly suggest that the advertising business model may not be sustainable?
Via Marielvi Piñero
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A step-by-step process for attracting, converting and monetising the most profitable customers in your market. Let’s start with a simple premise: all customers are not created equal. Some are dramatically more profitable than others. Via Daniel Watson
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