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| Subject: Why Do Some Firms Get Better Results From The Same Methods | |
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Author: Dennis S. Vogel |
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Date Posted: 23:56:27 12/30/08 Tue I shared more insight in another web site, you check the article & comment I responded to. The title is “Stymied CMOs Can Turn Sow's Ear Into Silk Purse”. The URL is http://www.mediapost.com/publications/?fa=Articles.showArticle&art_aid=96119#comments Alan has a good point—data without actions may be mentally stimulating, but not profitable. In defense of Karl’s reporting, he has limited space. In a multipart series, he could include process & management details—if anybody is willing to reveal what they did, are doing or plan to do (to use the data). In most case studies I’ve read, these details are absent. Some process & management details are externally evident, but others are internal & proprietary. Revealing them could help competitors—if the competitors are skilled & motivated enough to implement what they learn. But revealing some of these details could be a stealthy trick because competitors may try to copy them & fail miserably. The best processes & management practices for specific situations depend on a firm’s resources & values. Imitation can’t replicate everything. There are many case studies of highly successful firms—many of which won awards & praise—that failed later. (I won’t embarrass authors of books & articles who used these firms as shining examples. The firm’s names have been published enough, so I don’t need to list them here.) A firm’s resources include people with their talents, knowledge & wisdom. People can inspire others & use their talents to reach the heights of success. After they leave, it’d seem their knowledge & wisdom would still be in a firm. The processes & management practices are still in place—unless somebody changes them. But because of external &/or internal changes, a sensational success becomes a fizzling failure. Before leaving, executives, managers & workers may think they’ve passed on everything people need to know to maintain the level of success. Some assumptions—thoughts, values & beliefs—are so subtle they go unnoticed, especially by those to whom they seem natural. People don’t even realize they’re assuming others know something. Somebody can spend a lot of time explaining things, then ask, “Do you understand?” The listeners may respond, “Yes.” They think they understand because it seems clear to them. But they may misunderstand what they heard. When you read about successful firms & their optimal processes & management practices, realize those are optimal in a specific situation. You should consider how you should test those. Don’t fully implement them “as is”. Don’t roll them out (full implementation) until you have an optimal implementation. Test what you learn in small ways that won’t hurt a firm or customers. You may think you understand all essential details, but you may miss important nuances. It can be like a one digit difference in a web address. It can make an advertising campaign worthless & frustrate people who wanted to buy & who will buy from a competitor. The differences may seem subtle, but the results can be much different. Even in what would seem to be the most complete case study, some details won’t be included because some are hard to identify as significant. The absence of a combination of “minor” details can be the difference between profitable success & bankrupt failure. Many people are disgusted by the latest business fad because they learn (some) of what made a firm successful. Many business leaders imitate what they read & hear about, then are disappointed. Dennis S. Vogel thrivingbusiness@email.com The difference between results you get from implementing optimal methods compared to results from mediocre methods can literally be complete success or bankruptcy. You need more information & methods to help you help more customers. Help yourself to some of that information & those methods by using these URLs. http://www.voy.com/31049/ http://www.lakefield.net/~thrivingbusiness/ [ Next Thread | Previous Thread | Next Message | Previous Message ] |
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