Vi este libro en una noticia de un diario y lo compré casi impulsivamente. Más que un libro me parece un ensayo, tanto por la extensión como por la forma de escribirlo.
Me parece un buen ensayo, pero no me parece un libro. Invita a leerlo conjuntamente con más personas y reflexionar sobre los puntos de vista que apunta.
Lo comparo con “La Conquista de la Felicidad” de Bertrand Russell (cuidado que no van de lo mismo) y este se queda en ensayo.
When I do massive use of a campaign, I have sometimes the problem that some e-mails are not sent.
There is not user report that enables you to get them, so I have gone through phpMyAdmin to find and analyze them. The table used are:
1.- e-mail messages not sent:
SELECT * FROM`emailmessage`WHERE`sentdatetime`is
2.- Select specific campaign items:
SELECT * FROM`campaignitem`WHERE`campaign_id`=’27’
I have removed the emailmessages without sentdatetime and its respective campaignitem.
Campaigns status values
- Active = 2
- Processing = 3
- Completed = 4
Learning about lean principles, I finish myself looking into different Toyota Production System principles reading about concepts, culture and behavior.
I started this diagram to remind these concepts and link them with a well-known methodology to me: Six-Sigma.
Any suggestion to add?
Gemba Japanese term means “the real place”, in business “the place where value is created”.
To solve a problem, you have to go to the “Gemba” or to the workplace, the machine, the plant, … the place where the root cause of a problem is happening.
The combination of Kaizen & Gemba are clear: continuous improvement in the workplace.
In large hierarchical organizations, when the data, situation are not coming from “the place where value is created
“,the situational awareness is low. This provokes the decision making process is executed with the wrong data and/or wrong situation, provoking wrong management and strategic decisions. When this happens in long term period, all decisions are “political” decisions instead of being data-driven decisions.
I have seen this challenging sentence, and the arguments used to reach this conclusion are very basic and naive: the complexity of the current IT architecture is so high and the purpose of IT is just to keep the IT processes up and running.
I believe that this is a good goal that traditional banks should pursue: 1 billion customers.
Why? The situation today is that traditional banks are now seeing how new transaction markets, new ways to access to credit, new other banking services are growing up around the traditional banks services. For sure the core of bank activities has a strong regulation that supposes a big barrier for enabling others to compete in the market. Right now is not a big competence, so traditional banks are not needed to react to it. This status-quo is still not threaten, so there’s no need to move from it.
But, look at the marketing industry, there are IT consulting companies taking part of the market to the traditional agencies (Ogilvy, DigitasLab, RazorFish…) because they are understanding better the digital consumer behavior and how to reach them. Traditional marketing is died digital marketing is the new market, and here IT companies and consulting firms are playing an important role, and taking a big part of the pie.
Paypal is a good example, but it is not a thread to the traditional banks. Companies as Google and Apple are starting to define their vision and strategy about how to get into the banking business, they are working at long term, and evaluating regulation hurdles they have to overcome; to me this is a serious thread to some of the traditional banks.
Do you really want have 1B customers? traditional banks probably no, but Google and Facebook probably think in a different way.
To me, the only way to reach the 1 billion customers is through technology: building services for customers at different niches of the market, understanding how to take the digital consumers, addressing new needs of a global citizens…
I need to remind this post of Simon Wardley’s blog which contains a great explanation of how to define a strategy, how to assess it.
“Situational awareness: the strategy always starts from WHERE, then you can clearly articulate WHY you are making a specific choice.”
“Using visual representation (the board, the map) to articulate encounters both present and past, you learn from those visualizations to anticipate others moves and prepare counters.”
The best part of the article is the one which explain how the people with low understanding of the situation acts:
“Those with low levels of situational awareness often talk about the HOW, WHAT and WHEN of action (e.g. the combination of presses). They tend to focus on execution as the key. They poorly articulate the WHY having little or no understanding of potential WHEREs.”
To me the use of big-data in strategy without situational awareness is similar to the use of technical analysis in stock-market without a fundamental analysis of a given company: it’s just an theoretical exercise based in the past.
Wine box done during a rainy Saturday morning.
The next “do it yourself” will be based on this fantastic project: www.opendesk.cc
This is the situation we are living during last couple of years:
- You go to Linkedin and you will find the traditional Marketing companies hiring a good bunch of UX specialists, developers, mobile architects, sdlc project managers…
- IT companies are acquiring marketing agencies, and adding new practice to their consulting portfolio.
- Big corporations are defining the role of CMO, what? yes, Chief Marketing Officer
What the hell is happening?
Digital is transforming the way businesses operate, and marketing business is under a huge transformation. Adoption of digital devices by consumers has unlocked new opportunities (and challenges) for businesses.
In one side we have marketing agencies trying to adapt their business models to the digital world the consumers are accessing to. On the other side IT firms and management consultants have found a new niche to explore and increase their businesses. By the moment there have been some partnerships, but there has not been any major acquisition or partnership.
This is the situation of the traditional market, being in grey IT services and management consultant firms:
The market is recognizing 4 main segments:
- Digital strategy, discovery, analysis… of digital marketing assets, activities, channels….
- Creative/branding, design, development of traditional and digital marketing campaigns to evolve a brand
- Advertising & analytics, advertising actions, measure the ROI, look for combined actions, analysis of impact in different platforms, devices…
Web / mobile / e-commerce: implementation of specific channels for corporations to satisfy the consumer demand, and put in place the strategies,
For the people thinking that IT is not part of the core processes of a company, this is a good example where with the evolution of the years, an industry which had no dependency on IT in the past, today is core part of the company.
I found this series of 3 videos in Strategy& (just 16 minutes)
Part 1: Why strategy matters,
Part 2: Take your strategy from paper to pavement,
Part 3: Transform your company and your industry.
This launched me to look for Capabilities-Driven Strategy:
It’s June, I finished the book, I liked the examples and the differentiation of concepts (assets vs capabilities that they do). I see some of the aspects to be simplistic for a business strategy, but the essential direction of looking for coherence is clearly defined and clearly reviewed.
I continue making changes in the way I work, this time a change in the office for improve the ergonomic aspects of my day to day.
Before start, to find the right size for a 192 cm person was not easy at all. The second hurdle was to blow-up with the right pressure so the position is the right one.
Once done, this is how it’s evolving:
- First days, I have been looking for balance, feeling weird sited on the ball, trying to cross the legs with more or less success.
3 months later: I have learned to keep the back straight and the shoulders relaxed. Sometimes I lose the posture and I use to balance myself back and forward or from one side to other to remind that I need to be in the right posture. Some days I changed to the seat, and now it’s weird.