scholarly journals Strategies for Leveraging Crowds

2020 ◽  
Vol 12 (1) ◽  
pp. 25-29
Author(s):  
Linus Dahlander ◽  
Henning Piezunka
Keyword(s):  
Success Factors ◽  
The Other ◽  
Analytic Method ◽  
Key Success Factors ◽  
The Right ◽  
Key Questions

AbstractCrowds can be very effective, but that is not always the case. To actually render the usage of crowds effective, several factors need to be aligned: crowd composition, the right question at the right time, and the right analytic method applied to the responses. Specific skills are mandatory to tap into the creativity of a crowd, harness it effectively and transform it into offers that markets value.The “DBAS” framework is recommended to successfully implement a crowd project. It consists of four stages, and in each phase some key questions need to be addressed. Each decision along the DBAS pathway matters and how you navigate each stage can either reinforce or undermine decisions made at the other stages. The right degree of innovativeness, listening to contributors and informing participants openly about the fate of rejected ideas are key success factors that require special attention. To continually improve the odds of success, crowdsourcing should best be treated as a continual iterative churn.

scholarly journals Truly Accountable Marketing: The Right Metrics for the Right Results

2015 ◽  
Vol 7 (1) ◽  
pp. 8-15 ◽  
Author(s):  
Koen Pauwels
Keyword(s):  
Field Experiments ◽  
Optimal Allocation ◽  
Informed Decision ◽  
The Other ◽  
Real Word ◽  
The Real ◽  
Organic Growth ◽  
Marketing Accountability ◽  
The Right ◽  
Key Questions

Abstract Marketing accountability is essential for sustained organic growth, but the challenges to it loom large. The major steps in truly accountable marketing include defining the right results, using the right metrics and finally acting upon the collected insights. To identify the right metrics one has to start with defining the right results: What is the informed decision that needs to be made? But getting data-based answers to key questions is only half the battle. Actually acting upon it is the other half, and often companies are reluctant to change. To create momentum, marketing and finance need to pull together, and the selected metrics need to be useful to both mind-sets. Other proven ways to overcome resistance to data-based recommendations include moving to the proposed optimal allocation gradually and demonstrating the real-word gains through field experiments. When companies succeed in establishing truly accountable marketing, they improve and simplify recurring and quantifiable decisions, which leaves them more time to scan the environment for new opportunities and allows them to take smarter risks.

Soft Success Factors for M-Government

2011 ◽  
pp. 1213-1233
Author(s):  
Eugenio Capra ◽  
Chiara Francalanci ◽  
Clementina Marinoni
Keyword(s):  
Empirical Evidence ◽  
Empirical Analysis ◽  
Success Factors ◽  
Organizational Factors ◽  
The Other ◽  
European Countries ◽  
Organizational Changes ◽  
Key Success Factors ◽  
Competence Framework ◽  
Soft Factors

This chapter proposes a reference “soft” competence framework to support both the implementation of m-government actions and the management of related organizational changes. Our framework focuses on organizational factors and competences that act as enablers of successful e-government and m-government implementation, and has been tested by means of an empirical analysis carried out in the major European countries. E-government and m-government policies are analyzed according to this framework, which is based on several dimensions, including centralization, involvement, leadership, learning, and soft skills. Key success factors are discussed and validated by empirical evidence. Finally, two signi?cant cases of m-government projects, one successfully implemented and the other about to be implemented, are presented. Furthermore, the chapter aims at showing how soft factors are crucial for the success of m-government initiatives.

Project Management for Information Technology (IT): Design of an anticipated IT project that would contribute to the achievement of the strategic goals of an organization - a case study of Water Resources Commission (WRC), Ghana

2021 ◽  
Vol 9 (3) ◽  
pp. 117-129
Author(s):  
Francis Kwadade-Cudjoe
Keyword(s):  
Information Technology ◽  
Project Management ◽  
Success Factors ◽  
Key Success Factors ◽  
National Organizations ◽  
Strategic Goals ◽  
The Right ◽  
Tools And Techniques ◽  
Roll Out

Project management is the application of knowledge, skills, tools and techniques applied to project activities in order to roll out products / services to meet / exceed the needs and expectations of stakeholders. Project management has been popular within the Information Technology department of organizations for quite some time, and the approach for tackling the tasks involved is demanding. In that sense, getting the right and qualified human resource for handling such projects is one of the key success factors, for achieving results. Really dedicated and experienced IT professionals are scarce globally, and as the profession is also quite new to most people, there is a shortage of staff. In addition is the fear of not achieving objectives / goals if one ventures into it. However, with globalization being the norm currently, and multi-national organizations spreading / moving out to countries with less / cheaper labour costs, there is the need to get people to specialize in handling projects successfully. Executing IT projects successfully is the bane of most organizations, as the activities are technical and, in addition involve huge costs of expenditures.

Soft Success Factors for M-Government

2007 ◽  
pp. 106-133 ◽  
Author(s):  
Eugenio Capra ◽  
Chiara Francalanci ◽  
Clementina Marinoni
Keyword(s):  
Empirical Evidence ◽  
Empirical Analysis ◽  
Success Factors ◽  
Organizational Factors ◽  
The Other ◽  
European Countries ◽  
Organizational Changes ◽  
Key Success Factors ◽  
Competence Framework ◽  
Soft Factors

This chapter proposes a reference “soft” competence framework to support both the implementation of m-government actions and the management of related organizational changes. Our framework focuses on organizational factors and competences that act as enablers of successful e-government and m-government implementation, and has been tested by means of an empirical analysis carried out in the major European countries. E-government and m-government policies are analyzed according to this framework, which is based on several dimensions, including centralization, involvement, leadership, learning, and soft skills. Key success factors are discussed and validated by empirical evidence. Finally, two signi?cant cases of m-government projects, one successfully implemented and the other about to be implemented, are presented. Furthermore, the chapter aims at showing how soft factors are crucial for the success of m-government initiatives.

The Impacts of Telecommuting on Organizations and Individuals

2001 ◽  
pp. 163-185 ◽  
Author(s):  
Alain Pinsonneault ◽  
Martin Boisvert
Keyword(s):  
Success Factors ◽  
Review Of The Literature ◽  
Key Success Factors ◽  
The Right

Through a review of the literature, this chapter identifies the impacts of telecommuting on organizations and employees and provides recommendations concerning the management of telecommuting. Key success factors of telecommuting programs, such as choosing the right jobs and employees, managerial attitude and expertise, are identified and discussed. Finally, this chapter present several essential steps that organizations should follow when implementing a telecommuting program.

Manufacturers’ Role in the Power Industry

2000 ◽  
Author(s):  
Dilip K. Mukherjee
Keyword(s):  
Cost Efficiency ◽  
Success Factors ◽  
Power Industry ◽  
Global Market ◽  
Key Success Factors ◽  
Economy Of Scale ◽  
Customer Services ◽  
Set Up ◽  
Market Coverage ◽  
The Right

This paper discusses the transformation which the power industry is presently undergoing and its impact on manufacturers’ business. The key success factors for a Manufacturer in today’s market are: • Global market coverage with local customer services • Broad portfolio of products and solutions • Economy of scale and cost efficiency • Substantial R&D resources for the technology race Significant challenges exist for the manufacturers to fulfil the requirements, especially those relating to the proper organisational set-up, the right product and the required R&D program.

scholarly journals Innovation Strategy Analysis through a Blue Ocean Strategy for Wear It

2021 ◽  
Author(s):  
Samuel Sabatinus ◽  
Christina Whidya Utami
Keyword(s):  
Product Innovation ◽  
Success Factors ◽  
Success Factor ◽  
Strategy Analysis ◽  
Key Success Factors ◽  
Customer Education ◽  
Quality Product ◽  
The Right ◽  
Key Success Factor ◽  
Depth Interviews

This study aimed to find the right blue ocean strategy to get out of the red ocean for Wear It, a startup business engaged in garment convection since 2016. This study went through 3 stages: determining the SWOT, Key Success Factor, and 4-Action Framework (ERRC). The Key Success Factors that were obtained will be included in the strategy canvas to see the comparison with competitors and determine the 4 Action Framework. This research used a qualitative approach through in-depth interviews with 5 stakeholders including founders, customers and suppliers of Wear It. The results indicate that the blue ocean strategy is important in order to survive in the market. The resulting 4-Action Framework is to (E) eliminate the founder element; (R) raise marketing, product quality, product innovation, and brand elements; (R) reduce price, store, and quality control elements; and (C) create customer education and sales elements in order to create a new value curve for Wear It. Keywords: blue ocean strategy, SWOT, key success factor, ERRC

Supply chain software implementations: getting it right

2005 ◽  
Vol 10 (4) ◽  
pp. 241-243 ◽  
Author(s):  
Jose Favilla ◽  
Andrew Fearne
Keyword(s):  
Supply Chain ◽  
Design Methodology ◽  
Success Factors ◽  
Complex Nature ◽  
Content Type ◽  
Key Success Factors ◽  
Optimal Outcomes ◽  
Software Implementations ◽  
The Right ◽  
Practical Implications

PurposeTo highlight key success factors in supply chain projects.Design/methodology/approachThe paper presents insights from a number of supply chain projects in which IT has played an important part in the business solution.FindingsSuccessful supply chain projects have four things in common: the right leadership, the right focus, the right approach and effective communication of KPIs to all stakeholders engaged in the project.Research limitations/implicationsThe focus of the paper is on supply chain projects with a significant IT component, but the key success factors identified are common to the majority of supply chain projects.Practical implicationsCompanies must not assume that investment in IT is, by itself, a solution to their supply chain solutions. A lack of leadership, focus and communication will invariably result in sub‐optimal outcomes which are all too frequently attributed to the complex nature of the project or the inflexibility of the software when in most cases the problems are internal to the businesses involved and the project management process.Originality/valueThis paper provides practical tips for improving the likelihood of getting the most out of IT‐based supply chain projects.

Key Success Factors of Organizational Success: A Study of MULA Car International

2020 ◽  
Vol 3 (2) ◽  
pp. 46-56
Author(s):  
Muhammad Ashraff ◽  
Daisy Mui Hung Kee ◽  
Roshini A/P Subramaniam ◽  
Nur Hazimah ◽  
Nur Aina Syafiqah
Keyword(s):  
Success Factors ◽  
Organizational Success ◽  
Key Success Factors
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