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Management is the Architecture | Thoughts about the art and science of management

Thoughts about the art and science of management (by Joe Marchese)

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Management is the Architecture | Thoughts about the art and science of management | mckeeverandsullivan.wordpress.com Reviews

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Thoughts about the art and science of management (by Joe Marchese)

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1

Being Smarter | Management is the Architecture

https://mckeeverandsullivan.wordpress.com/2012/11/28/being-smarter

Management is the Architecture. Thoughts about the art and science of management. Laquo; A Post About Nothing. 0 – 5. A few years back, I wrote an open letter to CEOs. About making IT more valuable for their businesses. I just came across a story about GE’s new push into services enabled by IT. A move which they expect will add significant value to customers and shareholders. The era of making products and services smarter is still in its infancy… don’t miss it. Feed You can leave a response.

2

Career Objective: Becoming a Steward | Management is the Architecture

https://mckeeverandsullivan.wordpress.com/2012/07/13/career-objective-becoming-a-steward

Management is the Architecture. Thoughts about the art and science of management. Laquo; Sick Like What? What’s the Purpose of Your Business? Career Objective: Becoming a Steward. If you’re in management, here’s a job to which you might aspire: being a steward. I don’t mean any of that. A steward is someone who owns the responsibility to take care of something that belongs to someone else. I once heard Arthur Lipper. When you become a steward, you’re becoming a servant leader. The top rung of the leaders...

3

When We Mess Up | Management is the Architecture

https://mckeeverandsullivan.wordpress.com/2012/08/13/when-we-mess-up

Management is the Architecture. Thoughts about the art and science of management. Laquo; What’s the Purpose of Your Business? When We Mess Up. I just read a blog about a big screw-up at one of the airlines. [I’m shocked! The late service guru Ron Zemke formulated a 5-step Recovery Process. When the inevitable lapse in service occasionally happens. For heaven’s sake, make sure the corrective action. There will always be problems. Remembering that service perceptions actually improve after rapid and ef...

4

Management is the Architecture | Thoughts about the art and science of management | Page 2

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Management is the Architecture. Thoughts about the art and science of management. The Icing on the Nothing. February 21, 2012. What’s the market for iced nothing? Beyond college student eating habits, that is, which often include. Posted in Management 2.0. The Answer Is In: At Apple, It’s What We Feared. January 20, 2012. In my May 20 posting, The Leader or The System. For great insight into the book, but especially what Lashinsky’s findings tell us about organizations. Posted in Management 2.0. The Nine...

5

About Average | Management is the Architecture

https://mckeeverandsullivan.wordpress.com/2012/05/01/about-average

Management is the Architecture. Thoughts about the art and science of management. Laquo; The Icing on the Nothing. That average people in a great system will outperform great people in an average system. Which begs the obvious question: so what’s average? Like all the children in Lake Wobegon. The average person is intelligent, though not always educated. Using Malcolm Gladwell’s 10,000 hour rule. They are self-motivated to work at something for a period of time and they get good at it. With good fee...

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Business Growth from Your Management Advantage -- Our Experience

http://www.joemarchese.net/Experience/experience.htm

We helped an emerging growth technology services company to expand a line of business by creating alignment across the organization, clarify the value proposition to leverage strengths, energize training for developing people, and execute the plan, starting with key customers. For an early stage telecommunications services company, we expanded their go-to-market efforts by clarifying the value proposition, refining their collateral messaging, and lead business development efforts with targeted prospects.

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Growth Strategy -- McKeever and Sullivan

http://www.joemarchese.info/services/strategy.htm

How we help you move your organization to the next level. All men can see the tactics whereby I conquer, but what none can see is the strategy out of which great victory is evolved. Growth Strategy and Execution. There are many successful businesses, but only a few very. If that is your aspiration, how do you get there? It starts with your core context, but must also include delivering extraordinary value, targeting the best prospects, developing the right channels, and more. Let us help you. While bold ...

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Site Map

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The place to start. Its about you, not us. See the profile of our clients, and the challenges they face that leads them to us. The tangible things we do to help you get to where you want to be. Read about the ways we have helped others, our leadership, and who are McKeever and Sullivan. Read about what we think to see if it resonates with you. How to reach out.

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Go-to-Market Strategy -- McKeever and Sullivan

http://www.joemarchese.info/services/gotomarket.htm

How we help you move your organization to the next level. Customer Engagement Strategy and Execution. Markets don’t buy anything. Customers buy from you. Yet your continued growth comes from not only an understanding of customer needs and preferences, but also the larger dynamics and trends often ascribed to the market. Distinguishing among these in an actionable way is a critical success factor. How We Work With You. Whats Different About This Approach?

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Process and Information Management -- McKeever and Sullivan

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How we help you move your organization to the next level. Where the traditional organization was held together by command and control, the ‘skeleton’ of the information-based organization will be the optimal information system. Peter Drucker. Process and Information Management. Well also help you define and review metrics to determine the health of your overall organization to enable evidence-based management. How We Work With You. Whats Different About This Approach?

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Innovation -- McKeever and Sullivan

http://www.joemarchese.info/services/innovation.htm

How we help you move your organization to the next level. The limits to innovation have nothing to do with creativity, and nothing to do with technology. They have everything to do with management capability. Ray Stata, co-Founder, Analog Devices. It’s all the rage, to the point where it has become a cliché. But with the rate of change in the marketplace, what choice have you but to constantly innovate. That applies not just to your products and services, but to your processes,. How We Work With You.

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Growth Strategy -- McKeever and Sullivan

http://www.mckeeversullivan.com/services/strategy.htm

How we help you move your organization to the next level. All men can see the tactics whereby I conquer, but what none can see is the strategy out of which great victory is evolved. Growth Strategy and Execution. There are many successful businesses, but only a few very. If that is your aspiration, how do you get there? It starts with your core context, but must also include delivering extraordinary value, targeting the best prospects, developing the right channels, and more. Let us help you. While bold ...

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Innovation -- McKeever and Sullivan

http://www.mckeeversullivan.com/services/innovation.htm

How we help you move your organization to the next level. The limits to innovation have nothing to do with creativity, and nothing to do with technology. They have everything to do with management capability. Ray Stata, co-Founder, Analog Devices. It’s all the rage, to the point where it has become a cliché. But with the rate of change in the marketplace, what choice have you but to constantly innovate. That applies not just to your products and services, but to your processes,. How We Work With You.

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Business Growth from Your Management Advantage -- About You

http://www.mckeeversullivan.com/about/about.htm

We’ve already told you a little About Us by way of introduction. We would rather focus the conversation About You. Does This Sound Like You? My 17 year old business has grown into a solid, profitable operation. Where do people like me go for the next level of growth? We have a great business model and a fire to do something special. Are you approaching, or already in, the stage where it is necessary to augment your capabilities to successfully grow your business well into the future? Which Future For You?

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Career News (slightly belated). March 8, 2012. I know I’m a tad late in sharing this exciting news, but that’s really just the type of whirlwind semester this has been. After all, you know you’ve been moving at a breakneck pace when it takes you a month … Continued. Keep an eye out for two new book reviews. March 7, 2012.

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At What Stage Is Your Business? Growth Strategy and Execution. Customer Engagement Strategy and Execution. Process and Information Management. Engaging and Developing People. How We Work With You. What's Different About This Approach? Who Are McKeever and Sullivan? At What Stage Is Your Business? Growth Strategy and Execution. Customer Engagement Strategy and Execution. Process and Information Management. Engaging and Developing People. How We Work With You. What's Different About This Approach? You have...

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Management is the Architecture | Thoughts about the art and science of management

Management is the Architecture. Thoughts about the art and science of management. 0 – 5. December 13, 2012. Everyone uses rating scales, with our first introduction in elementary school. Most schools use 0 – 100 or A – F, then in college it becomes GPA of 0.0 (. To 40 In many areas of business, a different scale is often used: 1 – 5. The first instance I can trace is Phil Crosby’s Quality Management Maturity Grid. Never heard of it. Minimal awareness (heard of it), but little understanding. About making ...

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