Business Function, Sales, B2B, Manufacturing, Supply Chain

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Value Of Information: Three Decision Criteria -- And Applicability To Cloud Services

Would you like to learn a secret about how to be more successful in the coming year? Either personally, or as a manager or professional?
 
OK, this trashy "come-on"  is only justified because it's almost year end (2012), and time for lots of management how-tos, especially "how to cope with information overload".  Most of the advice is common sense, and if we are very disciplined, might even help us to be more effective.
 
But how about some advice that might actually work?  
 
This blog post is about managing more effectively by considering the cost and utility of information.  So much of our work every day is spent wrestling with information management,  And information has a whole lifecycle, from identification of need, to acquisition, usage, curation and even secure destruction.  In fact, much of common sense management advice is about better information management.  (It's not for nothing that computers and software are collectively known as "information technology".)

Gorillas On A Slimming Plan - Five Limits To Bigness - Including A New "Deficit of Trust"

Geoffrey Moore of "Crossing The Chasm" fame, asked a question on his LinkedIn page concerning possible limitations to the growth of market gorillas ("Why Gorillas Don't Rule Everything").  Understanding the effect of corporate size and concentration is important for both individuals and organizations that must operate in a world defined by monster organizations.   The purpose of this note is to identify the top five factors limiting the optimum size of organizations.

Note that that your host is not making any assumption that corporate size is necessarily a bad thing.  Although it's a separate topic, and acknowledging that there are clearly many downsides to large organizations, there are all also examples, supported by research, showing that large organzations can also have many positive attributes, and that by

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McKinsey On Sales Process Failures -- Also, John's Comment -- "Ironic Lack Of Theory"

Unused PhoneThe boffins at McKinsey have just issued a stirring call to "free the reps"!

According to the consulting company, at one representative global firm, 75% of inside sales reps' time was spent not selling!

This frustrating sales situation is not uncommon, despite what McKinsey says is "the guiding principle of all sales operations", which is "to maximize time for selling and relationship building".  Of course sales people and sales executives, and probably even general management, all know that sales people should be selling.  But given that sales people everywhere are facing similar issues, it's helpful to have a spotlight on the situation.

As a professional B2B sales person focused on BPM, your host is naturally interested in the subject of the McKinsey article -- and how BPM is one point of leverage for improving sales operations.  The McKinsey article also raises larger questions about sales management; your host has now commented on these issues in the letter below. 

You can read the whole McKinsey Quarterly article and follow up reader comments including your hosts' comment, at the following URL. (Please note you will need to register, although there is no charge.)

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BPO, B2B Integration, and MDM Opportunity

Takeaway Summary:   According to the theory of Nobel Prize winning economist Ronald Coase, corporations exist to manage the transaction costs involved in organizing work.  And the size of a corporation is determined by the optimal management of those costs.  However, new information technologies have changed that transaction cost landscape for business processes.  It is now more than ever possible to disaggregate the work of the firm, and still maintain corporate identity and control.  And for the intercompany integration technology business, the good news is that integration technologies have a leading role to play in this evolut . . . read more

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