Good strategic decision-making rarely involves the flipping of coins or rolling of dice, although such techniques can come in handy when the outcome defines nothing more than your dinner menu. Business decisions of larger impact require a process that incorporates deeper consideration and more detailed information. Cisco IBSG calls this “Decision-Driven Collaboration,” and emphasizes the need to improve decision-making by improving collaboration, connecting people and empowering them to work together more effectively. This incorporates three core elements that build upon one another: Read More »
Retailers are entering a new era of consumer shopping behavior fueled by the digital world in which we live. The explosion of digital content has major implications for retailers across all of the channels through which they offer products and services.
In fact, a new study just released by the Cisco Internet Business Solutions Group (IBSG) reveals that web-based digital content is now the most powerful influence on buying decisions for shoppers across all retail channels. The study surveyed 5,000 shoppers across five countries: the United States, United Kingdom, Brazil, Mexico, and China.
The study’s results highlight the need for retailers to “catch and keep” today’s consumers, who now effortlessly “mash-up” digital and physical shopping. At this week’s National Retail Federation (NRF) Convention & Expo, Cisco will explain how retailers can take advantage of this evolution in consumer shopping behavior.
This is the second of a four-part series. Part I introduced decision-driven collaboration. Upcoming posts will explore evaluation and execution.
Better decisions don’t necessarily come from the existence of better information. The information is usually somewhere in the organization, but there’s no benefit to the decision-making process unless people actually use it. Executives often don’t take full advantage of all the specialized knowledge that employees can contribute. Maybe they don’t know the information is there. Maybe they know it must be somewhere, but don’t know how to get it. Or, well, maybe they’re just not looking for it in the first place.
Improving the decision-making process comes as a result of evolving ideas around collaboration and by connecting people and empowering them to work together. Cisco IBSG calls this “Decision-Driven Collaboration” and outlines three core elements that build upon one another in the decision process:
- Collaborate to Engage: Identify key contributors, solicit input, share ideas.
- Collaborate to Evaluate: Shape the matter to be decided, consider viable alternatives.
- Collaborate to Execute: Make a clear decision, align relevant parties, put it into practice.
Although the executives in an IBSG survey rated their own decision-making ability highly, the managers and individual contributors were (surprise!) not nearly as confident in the decisions handed to them to execute. Making critical strategic decisions without engaging the right people and information in your organization should be a candidate for a new definition of risk in the next edition of the dictionary, followed closely by leaping out of an airplane minus a parachute.
Just ask Borders. Borders missed the online retailing boat in a big way. How big? Read More »
By Leszek Izdebski, Cisco Internet Business Solutions Group (IBSG)
These days, professionally produced video can be accessed through a dizzying array of hardware and delivery choices. But which concerns are top of mind for typical video consumers?
To better understand the dramatic changes in the consumption of professionally produced video, Cisco IBSG surveyed 1,152 U.S. broadband consumers between the ages of 13 and 75+ in March 2012. The overall goal of the survey was to understand how consumers watch video: their habits, preferences, and the devices they most prefer.
Our core findings revealed that Read More »
Culture exists in any organization, whether created through careful design and implementation, or through natural development as a company grows.
What exactly is “corporate culture”?