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jerryking : moments   6

One given moment
Apr 2nd 2016 | The Economist |
Johan Cryuff believed that true beauty of the world’s most beautiful game, didn’t lie in tricksy technique. If a man could juggle a ball a thousand times, it proved only that he ought to join the circus. Of course, it was great when Rudolf Nureyev said he should have been a dancer. But Cryuff was not just using his long, lean body when he played football. He was mostly using his brain....

Strategic nous - "practical intelligence/good judgement/shrewdness" = "high-octane business acumen"

As a coach of Barcelona, Cryuff instigated their junior academy, La Masia, the imitated the one he had set up to at Club Ajax. There a new generation of players—Messi, Iniesta, Xavi and the rest—learned to play in the swift, precise and total Cruyff style.

Soccer clubs that hired Cryuff, as a director or adviser were berated when things were not done as they had to be, his way. “Before I make a mistake, I don’t make that mistake,” he said.

Match analysts almost made him into a scholar of the turf, “a Pythagoras in boots”, as he was called once. For him, it was all just instinct.

Cryuff usually played forward, but his philosophy of “total football”—in which he had been coached himself by Rinus Michels at Ajax, before he became its most celebrated “conductor”, as of an orchestra—allowed any player to take any position on the field. Left-wingers could be right-wingers, and a goalie could even be an attacker, using his feet for a change. (Why not? It was a waste of a position otherwise.) Switching and swapping was a neat way to confound the opposition,

His rules of the game were simple. (Geometrical, some said, even mystical.) If he had the ball, the space on the pitch had to be made as large as possible. If he didn’t have it, the space had to become threatening and small. He adjusted his perspective continually with the movement of the ball. At one given moment—neither too early nor too late, en un momento dado, his catchphrase when he shaped Barcelona into the world’s top team—the ball and he would meet.
business_acumen  coaching  FC_Barcelona  fingerspitzengefühl  Johan_Cryuff  moments  obituaries  soccer  spatial_awareness  strategic_thinking 
september 2016 by jerryking
Decisions, decisions ... the five most critical for a leader - The Globe and Mail
Nov. 26, 2015 | Special to The Globe and Mail | ROY OSING

How do you spend your decision-making time? There are numerous possibilities when it comes to which decisions to make yourself and those that you leave for others.

How do you determine the “my decision” areas?

The criteria I used was payback. Where could I add the greatest value to the organization?

It’s not about what you enjoy doing or where your strengths are; it’s about where others will realize the maximum benefit if you focus your decision-making time there.

....Decide on these five strategic issues. These must be owned by the leader and no one else.

(1) The strategic game plan for the organization
(2) The values that shape culture
(3) The talent that gets recruited
(4) The “customer moment” architecture
(5) Aligning activities to the game plan

+++++++++++++++++++++++++++++++
On a basic level, a “customer moment” is any interaction between an employee and a customer. Needless to say, customer moments can occur at any time, and with this in mind, businesses are employing strategies to make sure every customer moment is a positive one. With the world becoming more and more connected, via the internet and social media, the potential for customer moments increases exponentially. When you factor in other recent innovations, such as the rise of smart phones and tablets, the sheer amount of potential customer moments becomes astronomical. This has led to the rise of self-service portals, where customers can receive help on many common customer service issues, such as troubleshooting. Businesses have opened up other channels for customer service as well, such as email and chat support.
leaders  decision_making  priorities  focus  serving_others  payback  talent  strategies  values  customer_experience  CEOs  value_creation  moments  organizational_culture  value_added  ROI  criteria  Roy_Osing 
may 2016 by jerryking
Marketing in the Moments, to Reach Customers Online - The New York Times
JAN. 17, 2016 | NYT | By ROBERT D. HOF .

MOMENTS are having a moment in advertising. Or at least a micro moment.....It is not just a matter of reaching people at a particular time of day, a capability advertisers have employed for decades. Randy Wootton, chief executive of the ad technology firm Rocket Fuel, which recently announced a “marketing in the moment” approach, refers to ancient Greek concepts of time: chronos, or sequential time, and kairos, a moment of opportunity independent of linear time. The latter, of course, is the one his company claims to employ for marketers.

Another key, said Brian Solis, a principal analyst at Altimeter Group, a market research firm, is that the ads need to be more useful than they are attention-getting. According to a Google survey, 51 percent of smartphone owners have bought from a different company than they intended on the basis of information found online.....However, to build brands, an effort that accounts for the majority of ad spending, companies need more than a moment. And few marketers currently have all the skills needed for moments-based marketing, such as ethnographic studies of their customers and the ability to match customer data to the right context,
intentionality  immediacy  GPS  location_based_services  Greek  LBMA  advertising  instant_gratification  purchase_decisions  brands  branding  marketing  ephemerality  impulse_purchasing  contextual  Ram_Charan  P&G  real-time  Flybits  moments  linearity  seminal_moments  chronological  kairos 
february 2016 by jerryking
Pulling More Meaning from Big Data
August 2013 | Retail Leader | By Ed Avis

"A.G. Lafley [Procter & Gamble's CEO] spoke of the two moments of truth," says John Ross, president of Inmar Analytics based in Winston-Salem, N.C. "The first occurs when a consumer buys a product, and the second when they use it. Much of the data today is about orchestrating and understanding those two moments. But two additional moments of truth are emerging to bookend Lafley's. One occurs when a consumer is planning to make a purchase. The other happens following use, when the consumer talks about his or her experience with the product. All of these activities leave a 'data wake' that describes how the consumer is moving down the path to purchase." (jk: going to assume that data wake = exhaust data).

Like most consumer packaged goods companies, Procter & Gamble relies on data to determine what consumers are looking for. "Consumer insight is at the core of our business model. We approach every brand we make by asking the question, 'What do people really need and want from this product? What does this mean to their lives?' Let me be clear – this is not casual observation. We employ teams of behavioral scientists, researchers, psychologists, even anthropologists to uncover true insight based on intensive research and exploration," said Marc Pritchard, P&G's global marketing and brand building officer, speaking at the Association of National Advertisers' 2012 Annual Conference....Most firms haven't advanced beyond localized analytics and don't fully capitalize on the existing data they have at hand – such as POS data, loyalty club data and social media traffic – according to a 2012 Deloitte study for the Grocery Manufacturers Association.
massive_data_sets  Sobeys  grocery  supermarkets  Safeway  P&G  A.G._Lafley  Kroger  point-of-sale  loyalty_management  customer_insights  insights  CPG  exhaust_data  psychologists  psychology  anthropologists  anthropology  ethnography  behavioural_science  hiring-a-product-to-do-a-specific-job  data  information_sources  moments  moments_of_truth 
december 2013 by jerryking
Malcolm Gladwell says the Occupy movement needs to get more Machiavellian - The Globe and Mail
Dec. 02, 2011 | G&M | Ian Bailey.

"I am interested in, obviously, military power. I am interested in economic power. I am interested in any sort of situation. We're always in situations where power is an issue, where we're not equally matched with our competitors, compatriots, colleagues. Whenever there is a kind of disequilibrium, it's interesting. It's kind of puzzling and complex. That's what I am interested in exploring. Those moments of disequilibrium. "
Malcolm_Gladwell  asymmetrical  disequilibriums  economic_clout  protest_movements  political_power  Niccolò_Machiavelli  moments  Occupy_Wall_Street 
february 2012 by jerryking
Corner Office - Tachi Yamada and the Importance of Undivided Attention - Question - NYTimes.com
Feb. 27, 2010 | NYT | Adam Bryant's interview of Tachi Yamada,
M.D., president of the Bill & Melinda Gates Foundation’s Global
Health Program.
* Don’t micromanage, but have microinterests.
* Every moment counts, be 100 % in the moment.
* Intelligence = complex abstract thinking = human relationships. Look
for people who’ve moved.
* Humour, is an underestimated and important value.
* Leadership, in order to connect with groups of people, requires giving
of yourself.
* Turn battleships by making directional commitments and staying the
course,
* In giving feedback, the positive messages get lost in the one negative
message, and the negative message gets garbled.
* Figure out what your North Star is.
* Be open to new challenges.
* If there are 10 tasks in an overall project, identify the most
critical task among those 10. What is the one thing that everything
else hinges on (i.e. the linchpin)? Invest time in understanding that one thing. Then,
if/when the problem occurs, it usually occurs there.
billgates  philanthropy  CEOs  linchpins  Managing_Your_Career  career  feedback  hiring  leadership  focus  slight_edge  rate-limiting_steps  affirmations  humour  commitments  priorities  bottlenecks  abstractions  moments  attention  North_Star  monotasking  mindfulness  living_in_the_moment 
march 2010 by jerryking

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