Everyone is creative: we can all innovate given time, freedom, autonomy, experience to draw on, perhaps a role model to emulate and the motivation to get on with it.
But there are times when even the most creative person gets bored, starts going round in circles, or hits a cul-de-sac. So here are 7 unusual creativity boosters that research has shown will increase creativity.
Every year we go through the process of setting the next year’s marketing budget.
Even though we know it’s coming, we are seldom prepared. As a result, the budgeting process becomes a defensive scramble to justify spend, and often the way it’s approached is to open this year’s budget spreadsheet and click on “File/Save As” to create next year’s template.
Besides the fact that the document you just copied is probably not an accurate reflection of spend to date, just re-spinning last year’s model isn’t going to help drive your marketing organization to greater levels of efficiency and effectiveness.
Here are a few suggestions for getting the budgeting process off to a better start
The Red Queen gets an undeservedly bad rap in most modern theatrical presentations.
Remember though, she is still a queen, able to move in any direction over the entire surface of the chess board, and despite all this talk of running in place, she is there at the end to celebrate Alice’s own promotion to queen as she reaches the edge of the board. This treadmill economy won’t last forever, and with proper preparation, you may even be able to step off yourself before the rest of your industry catches on.
Mike Tyson probably said it best: “Everyone has a plan ’till they get punched in the mouth.”
The future of business is the martial arts CEO, the jujitsu strategist. Far too many organizations approach business with an American football mentality, complete with scripted plays, huddles and time outs, but the real world isn’t quite so convenient and accommodating.
Tom Kindem of BAE Systems presented a more traditional look at strategy by way of a military analogy (as would befit a defense contractor), the Battle of Gaugamela in 331 BCE between Alexander the Great and Darius of Persia. But I still kept Clarence’s point of view in mind as Tom described Alexander’s “strategy” for defeating chariots – The Mouse Trap.
The execution of the Mouse Trap involves the center of the line raising their spears to vertical and retreating somewhat. The chariot horses will not charge a lowered spear, but will instead enter the U-shaped indentation in the front line, at which moment the spears will be lowered and ranks closed in from both sides, trapping the helpless charioteer.
As the new CFO of a publicly held company, somewhere on your extensive “to do” list is implementing an effective investor relations program.
Whether or not the IR function was a well-oiled machine when you arrived, or virtually non-existent, there are key areas you need to address immediately to ensure that you are effectively taking the IR reins. So here are six steps for success as you accept responsibility for the IR function.
Do CFOs spend less time being strategic partners than HR leaders do? Do Finance and HR professionals report on or accomplish their strategic influence differerently? John Boudreau digs deeper to find out.
What distinguishes strong from weak leaders?
Having all the knowledge means nothing without the right types of people. One person can make a big difference. They can be someone who somehow gets it altogether and changes the fabric of an organization’s culture not through mandating change but by engaging and motivating others.
[But] for some leaders irritating people is not only a sport but it is their personal entertainment.
In my last article I argued the case for an EPM framework that would provide a clear definition of what EPM is and how to identify systems that support it. The reason is that for many, EPM has become synonymous with planning and reporting, and while these are some of the capabilities of an EPM solution, unless their implementation is linked to strategic goals and driven through continuous management processes, the result will fall far short of what is actually required.
In this article I’m going to outline the components of an EPM Framework.
Over lunch, Jacob and Marilyn discussed some of the frustrations they were experiencing on one of their current projects. Jacob was a business analyst on the project and Marilyn was the subject matter expert. Jacob turned to Marilyn and said to her, “If you could say just one thing to Tom our project manager, what would it be?” Without hesitation Marilyn replied, “Please, make a decision.”