Strategy Dynamics Briefing 87: The end – or the beginning?

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We hope you have enjoyed this series of briefings on Strategy Dynamics and found the ideas useful. The story we have told matches the structure of the textbook Strategic Management Dynamics (Wiley, 2008), and the shorter e-book Strategy Dynamics Essentials.

  1. We should be concerned with how performance improves over time, not in static ratio comparisons (Chapter 1 and Briefings 1-6).
  2. Resources drive performance, so we need to understand and specify these items (Chapter 2 and Briefings 7-10).
  3. Resources accumulate and deplete over ...
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System dynamics transforms Coca-Cola brand planning

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A great article by Ram Krishnamurthy, Group Director, Marketing Strategy & Insights at Coca-Cola + others … see more on Vittorio Raimondi and Dave Exelby who head the work. As Krishnamurthy says . “The benefits go beyond the forecasts … it is about enabling foresight – the ability to create plausible quantified scenarios and to provide sufficient clues on how to realize the chosen strategic path. Driven by the ...

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HR gets dynamics

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See recording of a live workshop, including working models you can use. This session at the People Analytics conference showed how dynamic modeling can help HR strategy and planning. The HR community seems to have got the Analytics and Big Data bug, and plenty of other sessions at the conference showed a range of sophisticated approaches offering big value for the organisations using them. (I keep meeting ...

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Getting better value from the value-curve

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An example of a framework with widespread relevance … Just had an enquiry from a professor taking the online course, wanting to know if the customer ‘choice pipeline‘ and loyalty states could help assess the impact of a summer school initiative on reducing the high drop-out rate of students.

A framework I need to add to the course is the concept of the value-curve. It is usually used in a crude way to understand why some companies ...
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HR with data

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Organisation View‘s Andrew Marritt tells me top firms’ want to model workforce planning and talent pipelines, reflecting increasingly data-driven HR management. Syngenta, ABB, Nestlé and others have very large teams across multiple functions and business units, and small changes to hiring, turnover, promotion, transfer and age profiles make a big difference to their ability to grow and support their businesses … and management in other functions expect HR to figure out what to do, not just to meet short-term needs ...

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