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1. Exploring the Benefits of a Knowledge Based Strategy
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So you're a knowledge company employing a large proportion of knowledge workers? How do you begin to understand how a knowledge based strategy could help improve the bottom line?
Recognising the need to develop the next phase of business growth, this SME in the creative sector wanted to understand how a knowledge focussed approach could help them get ahead of the competition. Way ahead.
At a preliminary business review meeting with one of the directors, a number of business development strategies were discussed. To help explore how different strategies would work in practice the directors worked through an experiential business simulation called Tango IntroMat. Considering the growth phase of the company and the planning of sales and marketing operations, this innovative tool was used to:
- Test key business strategies
- Analyse existing client relationships
- Identify the resultant gaps in business development
- Outline appropriate solutions
- Realise the value of the embedded know-how
- Value intellectual capital
The process allowed the participants to analyse the impact of various strategies and reflect on the scenarios for their own business.
Additionally, meeting with the two directors on a regular basis, the tool also forms the basis of business development progress reviews.
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2. EVA with Apples & Oranges
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How do you get employees from around the world to translate complex financial concepts into actions that lead to sustained growth and profitability?
Siemens - a world leader in electrical engineering, electronics and e-business solutions - needed to rally global employees around its new Economic Value Added (EVA) approach to financial measurement.
Knowing and trusting the Celemi approach, it relied on a customized version of Celemi's Apples & Oranges® to put terms like asset management, liabilities, shareholder value, equity, depreciation and cash flow into real-life context.
Up to present, more than 28,000 people have run their own simulated companies - drawing up actual profit & loss statements, balance sheets, cash balances and EVA calculations - and are developing concrete measures for improving business performance.
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3. Change Facilitation with Tango
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How can an understanding of intangibles help change the strategic approach of a technology manufacturing company with over 50,000 staff worldwide?
The majority of "key influencers" had technical or sales backgrounds and were themselves very much of the traditional element of the Client's business. The market changes were seen as a considerable threat, and they feared that their jobs were likely to go in this rapidly changing environment. Many senior staff had never experienced life outside the traditional corporate boundaries, and felt ill equipped for the new challenges. Furthermore there was virtually no Total Solutions selling experience anywhere within the organisation.
It was proposed that the Client run Tango with Middle and Senior managers from all disciplines [Sales, technical support, marketing, finance, HR etc.] initially in northern European with the possibility of rolling the programme out across EMEA.
The seminars were to be led by an external facilitator with the support of a senior Client manager and/or sponsor. The key outputs identified were:
- Heighten understanding across the organisation of the need for change
- Create an awareness of the interdependence of both Tangible and Intangible Assets
- To experience the benefits of long term client relationship management
- To experience the benefits of working in multi-disciplined teams
- Identify potential Total Solutions Management
The pilots were an immediate success. The methodology fitted well with the openness of the company's culture and was extremely well received. Tango was introduced across EMEA, and run for nearly 24 months.
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