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This one is equally helpful for experienced leaders and students first grasping the principles of strategicthinking. The author clarifies the strategic process while guiding the reader through it to create a new strategic mindset. Unusually, he has accolades for both customer service and human resources.
Minimise meetings – Find alternative ways to communicate and/or ensure meetings are kept short by producing papers in advance and showing what decisions are required in meetings. Help cross-pollinate ideas between teams with internal communication. Communicate aims and outcomes. spray and pray” communications).
We communicate differently with procurement professionals than other decision-makers and users of professional services. But it also prompted discussion about the need for more strategicthinking to change business models and focus on new product and service development. Often, pricing becomes the focus of these negotiations.
Stephanie Olson, Strategic Planning and Performance Manager, opened her presentation by sharing the main takeaway: Making strategicthinking part of Raleigh’s organizational culture improved the budget-strategy process. Stephanie emphasized their culture of strategicthinking helped them navigate this in a short amount of time.
And mentions that the CIPD bought out three research reports between 2012 and 2014 describing the impact that neuroscience will have on learning. The author has included some research on the value of skills (e.g. people skills are worth £88 billion to UK industry alone).
Particularly to equip M&BD teams with the skills needed to add strategic value : Strong technical capabilities Ability to develop strong relationships with key stakeholders Detailed knowledge of the business Advanced communication skills Inquisitive and commercial mindset Ability to influence Emotional intelligence Strategic and lateral thinker (..)
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