Takeovers can turnaround companies in a short period of time, but there is a significant degree of risk to be anticipated and mitigated prior to undertaking such transactions. Lack of careful deliberation of the potential risks, insufficient planning, weak execution, and lack of focus on Post-merger Integration are the major reasons why many Merger & […]
About Mark Bridges
Mark Bridges is a Senior Director of Strategy at Flevy, where he leads various Social Media Marketing initiatives for Flevy, including Inbound Marketing, Lead Generation, and Community Management. Flevy is a marketplace for business documents--specifically, documents used by folks who work in a business function (e.g. Marketing, Corporate Finance, IT, etc.). These documents can range from Excel Financial Models to customizable PowerPoint Templates to "How-To" Business Frameworks. Prior to Flevy, Mark worked as an Associate at McKinsey & Co. and holds an MBA from the Booth School of Business at the University of Chicago. You can connect with Mark on LinkedIn here.Author Archive | Mark Bridges
Is Your Organization Proficient in Effectively Tapping Corporate Social Responsibility (CSR) Opportunities?
Corporate Social Responsibility (CSR) is an organization’s commitment to produce an overall positive impact on society. CSR encompasses sustainability, social and economic impact, and business ethics. It makes a company socially accountable of its operations, stakeholders, and the public. Businesses undertake CSR programs to benefit society while boosting their own brands. CSR affects every aspect […]
Go beyond Traditional Value-Based Management: Value Creation through Relative Shareholder Return
Value-Based Management (VBM) has been regarded traditionally as a tool to help investors evaluate firms, optimize performance management, and maximize shareholder value. However, there are mixed opinions on whether to utilize VBM as a mandatory investment or management tool. Many investors, analysts, and executives, to this day, are skeptical of the influence and role of VBM […]
Nudge Theory: Key Challenges to Consider
Changing the behaviors of people is the foremost issue with every transformation initiative. Nudge theory is a novel Change Management model that underscores the importance of understanding the way people think, act, and decide. The model assists in encouraging human imagination and decision making, and transforming negative behaviors and influences on people. The approach helps […]
You’re Building a Customer-centric Organization, So Where’s the Customer Department?
Transforming a product-driven firm to a customer-driven enterprise is inevitable today in order to stay ahead in today’s extremely competitive market. The days of mass marketing, mass media communications, and little-to-none direct interface with customers are long gone. The emphasis now should be on maximizing customer relationships and becoming customer-driven organizations rather than merely selling […]
The 8 Most Critical Levers to Managing and Sustaining Change
Most Transformation initiatives fail to achieve their anticipated objectives. Change Management is all about engaging and rallying people at all levels in the organization make the transition and sustain that change. It is critical to ensure that the entire workforce is eager and ready to embrace the required new behaviors. More often than not, the […]
Do You Know What Makes an Organization a Learning Organization?
In this era of rapid change only organizations that are evolving and continuously learning can succeed. Successful organizations discover how to tap their people’s commitment and capacity to learn at all levels. A Learning Organization is a place where people continually expand their capacity to create the results they truly desire, where new ideas and […]
The Secret to Success in the Digital Age: Building a Customer-Centric Culture of Innovation
A large majority of organizations rarely focus on gathering and utilizing customer-centric knowledge. So much so that they even introduce a product without having vital insights on the customer and their unmet needs, and they are often clueless about them. Consequently, many product development initiatives fall flat as managers struggle to filter and evaluate ideas. […]
The 5 Building Blocks to Developing a Learning Organization
Organizations need to persistently improve the way they do business to staying ahead of the curve. New ideas trigger organizational improvement and build the foundation of a Learning Organization. Scholars have defined a Learning Organization in many different ways. Some suggest it as an organization skilled at creating, acquiring, and transferring knowledge, and at modifying […]
Managing Performance by Leveraging the Organizational Health Index (OHI)
The typical approach to improving productivity focuses on assessing variance in quality, time, rate, service, or cost, around which management systems develop incrementally or revolutionarily. Organizational Health Index, on the contrary, focuses on improving performance through improved alignment of organizational systems. For example, by improving competence of key components such as mindset, work design, technical […]
Product Strategy: The Advantages Smart Customization Offers
The advantages of Smart Customization are more visible in the manufacturing industry—owing to fairly speedy cash recoveries when factory costs are aligned to customer value. It is becoming an integral pillar to Product Strategy in many organizations. However, services sector can also benefit from smart customization, but this demands relatively closer interactions with customers and […]
Product Strategy: Key Challenges to Tackle while Implementing Smart Customization
Customers, these days, demand ever-higher levels of personalized products and services to suit their needs. Their demand is grounded on technological disruption and access to up-to-date information. They believe that in an economy characterized by disruption and operational innovation—that makes customization possible—they have an excellent chance of getting customized offerings from the suppliers. Thus, Product […]
