THE PRODUCTIVITY INSTITUTE NEWSLETTER
Thursday, June 4, 2009
This Issue's Featured Organization: Online4Offline
Why Even Good Marketing Fails – And
How To Fix It
The Fundamental Trilogy not surprisingly, is comprised of three parts:
1. Do you know exactly what you’re
If your competitors can’t answer these questions, you have a potential advantage. (continue)
Newsletter topics: Critical Factor Needs Analysis (CFNA), Knowledge Management, Productivity, Enterprise Resource Planning (ERP), Organization Structure, Priority Management
by Bruce Newman
It is next to impossible to impartially evaluate all aspects of a business. Whether that business is a non-profit organization or a for-profit business is irrelevant - it must still run as a business. As such, both entities must generate income, manage expenses and deal with a gamut of business issues every day.
Determining productive and non-productive costs can greatly affect a company’s positive cash flow. Productive costs are those functions that produce revenues that are essential to the operation of a business. One such example is the cost of research and development. Conversely, non-productive costs are simply expenses.
by Galen McPherson
And contrary to popular expression, neither it is it whom you know. I want to offer you a new mantra for successfully competing in the knowledge economy, and for developing a successful knowledge strategy.
it’s how fast you can access all the things you need to know.
When you can get your access time down to a few seconds, you can effectively know everything. Provided, of course, that you know where it resides, and it is accessible. And that is the key to effective knowledge strategy.
A knowledge management policy is not a knowledge strategy. A knowledge strategy should not stop with knowledge management. A knowledge strategy should not start with knowledge management. A knowledge strategy should begin with a strategy for extracting value from knowledge.
by Yossi Feigenson
How often are we told, it’s all in the details?
If you’ve ever misspelled the URL of your favorite website, you know you will not find it and occasionally end up on a site that would make many of us blush. All you missed was one tiny little character and yet, you are nowhere near your destination. Although we intuitively realize the importance of small details, we often take their presence for granted, frequently not even recognizing the major role they play in everything we do. You can have the most cleverly designed and flawlessly organized presentation and yet, one small oversight, one misspoken word, food stuck between two teeth, showing up five minutes late, and all your efforts are in vain. Does this sound familiar? Good; you’re human.(continue)
People Drive ERP Systems' Performance
by John McGrann
Why do people who ostensibly have the same start in the career race perform at different levels? Despite the same standards of academic achievement, similar backgrounds, the same training, shared social skills and work experience, some individuals perform much better than others. Recent studies have shown that our natural and learned skills through training and experience - the basics - only represent at best a 20% contribution to our performance. The remaining 80% which affects our performance comes from our personal skills - those crucial other elements such as our thinking and our behavioral aspects.
Defining A Company's Identity
by Patrick Seaton
Internal positioning is the process of identifying who and what the organization is at three levels – the organization as a whole, the individual departments, and the individual employees – documenting the information in written documents, communicating the information across the organization, and maintaining the documents as information changes in the organization. After reading this article, I hope to have given you some good reasons for going through an internal positioning process.
Identifying who and what the organization is at three levels:
A Violinist In The Metro -- Washington, D.C.
A man sat at a metro station in Washington DC and started to play the violin; it was a cold January morning. He played six Bach pieces for about 45 minutes. During that time, since it was rush hour, it was calculated that thousand of people went through the station, most of them on their way to work.(continue)
Three minutes went by and a middle aged man noticed there was musician playing. He slowed his pace and stopped for a few seconds and then hurried up to meet his schedule. A minute later, the violinist received his first dollar tip: a woman threw the money in the till and without stopping continued to walk. A few minutes later, someone leaned against the wall to listen to him.
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Bruce Newman is the editor-in-chief of the PI Newsletter.
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