thefunnel » Organizational development

Web / Internet Governance

Tomas Berghall — Sat, 09 Jan 2010 23:07:26 +0000

Internet / Web governance – Who’s in command?

One of the topics frequently debated in marketing (but probably in other functions as well) is that of the role of the Internet to a business, and how the Web and decisions related to the Web should be prioritized and governed, in addition to what the most effective organizational structures are to fully utilize the Web.

Marketing Functions

Tomas Berghall — Mon, 04 Jan 2010 20:57:44 +0000

This one is a continuation to a couple my earlier posts in relation to the different functions of marketing. On it’s simplest level some organizations have a hard time figuring out where to draw the line between outbound and inbound marketing, in addition to understanding how tasks should be split up between “creating value”, “providing value” and “communicating value”. Not intentionally, but in large organizations, with a lot of change, if roles and responsibilities aren’t clear it will create a problem. But things gets more complex than this, because marketing also interacts with both sales and business development and there’s the grey zone between marketing – sales, sales – business development, and business development – marketing, as illustrated. I think the obvious areas that warrants some more conversations are: The role of marketing in customer retention activities versus sales as a “farmer” function. The role of sales as “hunters” versus a business development function. The role of a business development function as a “value provider” or “value communicator” versus inbound marketing or marketing communications. The sweet spot is in the middle where you have a good balance between marketing, sales and business development.

Organizational Philosophy

Tomas Berghall — Mon, 07 Dec 2009 05:09:05 +0000

”What is your management style” or “Explain your management style”, is a question that’s often asked in interviews, at management training courses or just generally. How do you best reply to this question in a structured and concise way? One way is to break down your organizational philosophy into a few sub elements, and then address each of these separately. Examples of these sub elements are Leadership style, Performance Expectations, Image, People and Executive Commitment. Each of these in turn can then be broken down even further. For example your performance expectations could be either Easy, Realistic, Stretched, High or Very High. Let’s say that your style is Stretched for you and your organization. Next you have to articulate what Stretched Performance means to you. It could be defined as: Ambitious, Plan is the Plan, There’s Life Outside Work, Alignment, Loyalty is Rewarded, and Clear Rules. Another example: People. What kind of people do you want to hire to your team? Value, Good, The Very Good, The Best or The Ninety-Ninth Percentile? Let’s say your philosophy is hiring The Best. You could define The Best as: Professional, Committed, Team Players, Positive Intention and with a Long Term Perspective. And what about your Leadership style. Do you Lead, Manage or Empower? If your dominant style is let’s say empowering, what does it mean for the dimensions of Professionalism, Experience, Street Visdom, Task, Relationship, Respect, Trust, and Achievement?