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Speaking Up at Work is intended for individuals who fear speaking up about their ideas or have done so but are frustrated by their lack of success, It provides stories of others who have been a "lone voice" or an "independent thinker" and their attempts at change-both successful and unsuccessful. It offers insight into effective tactics and pitfalls to avoid. It also offers various tools and tactics to leaders who want to get the best ideas from their teams. The book explores the individual characteristics and situational conditions that lead an individual to develop an independent point of view and to openly voice this view regarding an organizational performance issue. The implications are to better understand how to encourage independent thinking and to understand the personality characteristics and developmental experiences that foster this ability. The author conducted over 50 interviews with individuals about numerous "voice events" throughout their working lives. Chapter 4 explores the process of leading change for those who have limited formal authority (i.e., who are not CEOs). It asks what you should do next if you are immediately successful in getting a green light on your idea, or whether and how to proceed if you don't get a green light. It also discusses some models and mindsets to help individuals implement change?

Speaking Up at Work is intended for individuals who fear speaking up about their ideas or have done so but are frustrated by their lack of success, It provides stories of others who have been a "lone voice" or an "independent thinker" and their attempts at change-both successful and unsuccessful. It offers insight into effective tactics and pitfalls to avoid. It also offers various tools and tactics to leaders who want to get the best ideas from their teams. The book explores the individual characteristics and situational conditions that lead an individual to develop an independent point of view and to openly voice this view regarding an organizational performance issue. The implications are to better understand how to encourage independent thinking and to understand the personality characteristics and developmental experiences that foster this ability. The author conducted over 50 interviews with individuals about numerous "voice events" throughout their working lives. Chapter 5 explores ways to promote independent thinking in a team and organization. Unlike prior chapters, it assumes one is doing so from a position of formal authority in their group and/or organization. It explores a wide range of techniques and mindsets for avoiding groupthink and surfacing the best thinking within a team.

Speaking Up at Work is intended for individuals who fear speaking up about their ideas or have done so but are frustrated by their lack of success, It provides stories of others who have been a "lone voice" or an "independent thinker" and their attempts at change-both successful and unsuccessful. It offers insight into effective tactics and pitfalls to avoid. It also offers various tools and tactics to leaders who want to get the best ideas from their teams. The book explores the individual characteristics and situational conditions that lead an individual to develop an independent point of view and to openly voice this view regarding an organizational performance issue. The implications are to better understand how to encourage independent thinking and to understand the personality characteristics and developmental experiences that foster this ability. The author conducted over 50 interviews with individuals about numerous "voice events" throughout their working lives. Chapter 6 explores the role of regret and whether, over the long term, we regret taking action more than doing nothing. In addition to exploring what the psychology of regret teaches us, the chapter looks at the concept of self-efficacy, including its sources, which can enable individuals to act and think independently.

Perfect Diary is the first Chinese beauty brand based on a direct-to-consumer (DTC) business model. Launched by Yixian E-Commerce in 2017, it is designed to be an affordable alternative to foreign cosmetics brands, targeting Gen Zs and millennials in China. It was the number one brand in China's online color cosmetics market in 2019. Its parent company Yixian went public under the name Yatsen Holding Limited (NYSE:YSG) in November 2020. The brand had achieved enviable growth from startup, with revenue reaching USD655.2mn in 2021. However, things soon took a downturn for Perfect Diary. Growth stalled, and eventually its sales started to decline in 2022. The case aims to (1) illustrate how Perfect Diary used a blue ocean strategy and internet strategy to grow and expand; (2) identify the key reasons of its rapid decline; and (3) explore strategic options for the brand to regain success.

Tourism, the fulcrum of the livelihoods for residents of Jaisalmer, India, was significantly affected during the second wave of the COVID-19 pandemic that occurred in January 2021. The situation worsened when SpiceJet, the only airline operator of Jaisalmer, announced the suspension of its operations, citing low passenger load and high operating costs. With the support of Ashish Modi, their district administrator, the Jaisalmer community tackled the issue using a first-of-its-kind initiative called "the citizen-airline partnership model." The interplay between the Jaisalmer community and SpiceJet management unveiled finer aspects of negotiation during a crisis. Would the model succeed in a win-win negotiation?

Sandie Beauchamp, was the chief experience officer at the social enterprise and Certified B Corporation hybrid organization Clean the World (CTW), located in Orlando, Florida. Beauchamp finds herself in survival mode as she struggles to keep the organization from closings its doors while simultaneously keeping herself, employees, and volunteers safe during the COVID-19 global pandemic. Through a focus on CTW's mission as well as trial and error, Beauchamp and her team innovate a product and process to meet the hygiene needs of CTW beneficiaries while generating income.

In 2023, Tesla, Inc. (Tesla), was the most valuable automotive company in the world. Over 20 years, it had developed revolutionary products and a large, complex, global supply chain network. After announcing plans to spend nearly $150 billion to achieve the strategic goal of selling 20 million vehicles per year, it needed to dramatically expand its capacity. Chief executive officer Elon Musk was facing a key challenge: deciding what changes needed to be made to Tesla's global supply chain to support its strategic objectives. What supply chain capabilities would Tesla need to support these plans?

The Internet of Things (IoT) can be generally explained as a network of objects that collect data regarding their surroundings and transfer it across the internet to various systems. While the addition of more information can improve a business's data-driven decision-making, should all businesses invest in IoT? This technical note explores IoT technologies, discusses how it is being used in industry, brings up some advantages and disadvantages, offers examples and applications, and investigates how it might fit into a firm's digital strategy.

This case features a protagonist (Gen Isayama - GSB 2003) who established and runs a VC firm/incubator called World Innovation Lab (WiL) that is based in Palo Alto and focuses on Japanese companies. The case explores the state of entrepreneurship in Japan; the launch of the VC, and its novel approach to LP relationships. It provides examples of corporations who have undergone successful transformation after working with WiL and of joint ventures in which WiL has invested.

In January 2015, when incoming Massachusetts Governor Charlie Baker chose Linda Spears as his new Commissioner of the Department of Children and Families, he was looking for a reformer. Following the grizzly death of a child under DCF protection in 2014, Spears, a former front-line child welfare worker who had gone on to serve as vice president of a Washington D.C.-based child welfare think tank, was hired to review the case and assess what had gone wrong in the DCF system. Spears concluded that the blame did not lie with individual staff workers, but with a host of systemic problems, some the product of recession-era budget cuts. She recommended dozens of reforms. Impressed by Spears' assessment of the agency, Baker recruited her to come to Massachusetts, head the child welfare agency, and implement her proposed reforms-and he promised to give her his backing. No sooner had she arrived than three disturbing new cases-two child fatalities and one near-fatality-dealt another body blow to public confidence in the DCF. At this point, the Governor decided the DCF needed more than reform-it needed an emergency intervention and a very fast turnaround. He sent his Chief of Staff and "fix-it specialist," Steve Kadish, to collaborate with Spears in righting the state's child protection ship as quickly as possible, with a high-octane all-hands-on-deck staffing-and-reform effort, using a popular project management tool called Agile/Scrum. For Spears and her team, the attention from on-high was both a source of pressure and a rare opportunity to bypass some of the usual impediments to rapid change in state government. She decided to lean in, and that meant figuring out how to make effective use of Agile/Scrum-initially created to speed product development in the competitive technology sector-in a very different environment: an agency of social workers working with complex family struggles and kids in need of protection and services. HKS 2251.0.

Marketing and sales are essential aspects of any business; marketing manages the customer experience, while sales focuses on the customer relationship. In today's quickly changing world, marketing and sales have had to adapt to virtual selling, social media communication, digital marketing, and more. Nevertheless, some things have remained the same, including the need for consistent branding, the focus on the customer, and the collaboration between marketing and sales. This text looks at these issues in depth. Written for marketing and sales professionals and students, Seamless offers expert opinion, academic theory, real-world experience, and practical advice with explanatory graphics and "Dos and Don'ts" lists to educate and guide readers through the marketing, sales, and account management process to business success. Chapter 1 begins with a discussion of target markets, their nature, and their business potential. Traditional primary market research still plays an essential role, as does the internet, in obtaining data for actionable market intelligence. Assessing needs of market segments and understanding their strategic fit with a company's business plan can help a company select their target market no matter the size of the organization. The salesman's curse is also discussed-that is, the need for precision prospecting in order to find the potential customers worth spending time on. How to make use of segmentation to capture an organization's market is explored, along with how to focus the marketing and sales process effectively. If companies underestimate early marketing and sales work, they will eventually hit several obstacles, including hours of wasted effort and the need to revise their marketing and sales strategy.

Marketing and sales are essential aspects of any business; marketing manages the customer experience, while sales focuses on the customer relationship. In today's quickly changing world, marketing and sales have had to adapt to virtual selling, social media communication, digital marketing, and more. Nevertheless, some things have remained the same, including the need for consistent branding, the focus on the customer, and the collaboration between marketing and sales. This text looks at these issues in depth. Written for marketing and sales professionals and students, Seamless offers expert opinion, academic theory, real-world experience, and practical advice with explanatory graphics and "Dos and Don'ts" lists to educate and guide readers through the marketing, sales, and account management process to business success. Chapter 2 focuses on the need for an organization to establish their brand and a competitive position before they attack target businesses in their market segment. Marketing and sales efforts must be preceded by fixing the company's brand image in the prospective customer's mind. Establishing the brand and positioning is the next step in developing the marketing and sales process. Once that is done, companies can begin a highly focused and effective marketing and sales approach. Upstream marketing is explored, and while it takes time, effort, and expertise, it has many benefits. Several practical suggestions on branding, positioning, and communication in general are offered.

Marketing and sales are essential aspects of any business; marketing manages the customer experience, while sales focuses on the customer relationship. In today's quickly changing world, marketing and sales have had to adapt to virtual selling, social media communication, digital marketing, and more. Nevertheless, some things have remained the same, including the need for consistent branding, the focus on the customer, and the collaboration between marketing and sales. This text looks at these issues in depth. Written for marketing and sales professionals and students, Seamless offers expert opinion, academic theory, real-world experience, and practical advice with explanatory graphics and "Dos and Don'ts" lists to educate and guide readers through the marketing, sales, and account management process to business success. Chapter 3 shifts the focus from the marketing team to the sales team. Once specific market segments and target businesses within those segments are identified, sales teams can work with marketing teams to investigate and understand potential customers' business dynamics, how they buy, and whom the company is competing with to get the business. By exploring the market further, identifying specific target prospects, and taking the time to understand competitors, organizations will create and establish a healthy and realistic sales pipeline and reduce the length of their sales cycle. Straightforward tips on prospect analysis and qualification, competitive analysis, and competitive strategy are all provided.

Marketing and sales are essential aspects of any business; marketing manages the customer experience, while sales focuses on the customer relationship. In today's quickly changing world, marketing and sales have had to adapt to virtual selling, social media communication, digital marketing, and more. Nevertheless, some things have remained the same, including the need for consistent branding, the focus on the customer, and the collaboration between marketing and sales. This text looks at these issues in depth. Written for marketing and sales professionals and students, Seamless offers expert opinion, academic theory, real-world experience, and practical advice with explanatory graphics and "Dos and Don'ts" lists to educate and guide readers through the marketing, sales, and account management process to business success. Chapter 4 discusses how to inform, influence, motivate, and sell, which are core to marketing and sales. It examines how to move the prospect identified and analyzed in the previous chapter's work, from awareness, through positive opinion, to consideration, leading on to trial or evaluation and to the point of purchase. When these actions are executed effectively, they will lead to successful sales.

Marketing and sales are essential aspects of any business; marketing manages the customer experience, while sales focuses on the customer relationship. In today's quickly changing world, marketing and sales have had to adapt to virtual selling, social media communication, digital marketing, and more. Nevertheless, some things have remained the same, including the need for consistent branding, the focus on the customer, and the collaboration between marketing and sales. This text looks at these issues in depth. Written for marketing and sales professionals and students, Seamless offers expert opinion, academic theory, real-world experience, and practical advice with explanatory graphics and "Dos and Don'ts" lists to educate and guide readers through the marketing, sales, and account management process to business success. Chapter 5 considers how and when to put together the sales proposal or tender and what it might contain. The salesperson must make the case to be the right supplier, in the most professional possible. Many salespeople, under constant pressure to reach quotas, undervalue this communication to the prospective buyer. This chapter examines the importance of value-based selling (VBS), getting the timing right in this part of the sales process, and how to present the proposal to the target audience. Experienced businesspeople will discuss the lessons they learned in the field, and the chapter offers some insights on how to approach this vital part of the sales process.

Marketing and sales are essential aspects of any business; marketing manages the customer experience, while sales focuses on the customer relationship. In today's quickly changing world, marketing and sales have had to adapt to virtual selling, social media communication, digital marketing, and more. Nevertheless, some things have remained the same, including the need for consistent branding, the focus on the customer, and the collaboration between marketing and sales. This text looks at these issues in depth. Written for marketing and sales professionals and students, Seamless offers expert opinion, academic theory, real-world experience, and practical advice with explanatory graphics and "Dos and Don'ts" lists to educate and guide readers through the marketing, sales, and account management process to business success. Chapter 6 examines how to turn the prospect's awareness into a positive opinion, with sufficient confidence in you, your company, and your solution to give you the order. This is the stage at which many potential complex B2B sales are lost. Managing the customer's detailed assessment of what you are selling is an essential skill that will serve you well and lead to more closed deals. Every potential sale will differ at this stage; so an adaptable, personalized, and tightly managed process is needed. Professional and experienced managers of the sales process will comment on their relevant lessons learned in the field and the chapter draws some conclusions on the most effective approach.

Marketing and sales are essential aspects of any business; marketing manages the customer experience, while sales focuses on the customer relationship. In today's quickly changing world, marketing and sales have had to adapt to virtual selling, social media communication, digital marketing, and more. Nevertheless, some things have remained the same, including the need for consistent branding, the focus on the customer, and the collaboration between marketing and sales. This text looks at these issues in depth. Written for marketing and sales professionals and students, Seamless offers expert opinion, academic theory, real-world experience, and practical advice with explanatory graphics and "Dos and Don'ts" lists to educate and guide readers through the marketing, sales, and account management process to business success. Chapter 7 examines the art of helping your new customer to hit the road running. It's easy to close the sale and lose attention to helping the customer realize all of the business benefits that you sold to them. Whatever your product or service offering, a smooth transition into the customer's existing systems by properly managing the installation process is essential to avoid buyer remorse, customer support problems, and any early damage to a new relationship for which you have long-term ambitions. We'll also examine the importance of successful implementation by the user.

Marketing and sales are essential aspects of any business; marketing manages the customer experience, while sales focuses on the customer relationship. In today's quickly changing world, marketing and sales have had to adapt to virtual selling, social media communication, digital marketing, and more. Nevertheless, some things have remained the same, including the need for consistent branding, the focus on the customer, and the collaboration between marketing and sales. This text looks at these issues in depth. Written for marketing and sales professionals and students, Seamless offers expert opinion, academic theory, real-world experience, and practical advice with explanatory graphics and "Dos and Don'ts" lists to educate and guide readers through the marketing, sales, and account management process to business success. Chapter 8 introduces the roles of the SAM-strategic account manager or KAM-key account manager, who will produce highly profitable repeat sales. It looks at becoming embedded as a strategic partner, assessing and realizing future sales opportunities, gaining enthusiastic endorsements and referrals, and fending off the competition by providing a great customer experience (CE). The benefits of these actions apply to organizations large and small. A major practitioner will discuss how they have had success in this area, and the chapter offers suggestions on how best to make it work.

Early detection of weak external signals is increasingly critical for strategic agility. While many organizations scan for weak signals, most dismiss them as anomalies, principally due to poor amplification strategies. Several challenges hinder the necessary amplification and sensemaking of weak signals for organizational awareness. This article analyzes 139 proof-of-concept projects with startups and 15 interviews with executives involved in the projects at a leading German mobility corporation, and it reveals four actions to amplify weak external signals, thereby enhancing organizational hyper-awareness. It illustrates the actions with examples and presents the implications for both weak signals and strategic agility management.

The founders of Dutch professional services firm Schuberg Philis, and the new leadership team entrusted with the day-to-day management, must set the path forward in 2019. The company has grown into a €70 million revenue strong IT provider with top ranks in the industry's yearly customer satisfaction surveys, yet its journey has not been without bumps. In 2010, it had to stop customer acquisition for a few years, as mounting workload and their 100% commitment to satisfy customers put too much pressure on its teams. Despite adjustments to its culture with more focus on employees as well as customers, tensions built up again during the next growth phase, leading to a reorganization with leadership handover in 2017 to become more scalable. Two years later, the founders and their management team now have to decide if their organization is ready for another ambitious growth plan, aiming for a 5-fold growth in staff and revenues by 2025.