It’s difficult to watch any tragedy unfold – it’s even more difficult when it is happening at home. Thankfully all our friends, family and colleagues in Christchurch, NZ are well. But many others aren’t.
Thanks to all of you that have send kind words and thought of us. While every New Zealander has been impacted in some way, there are many hurting at home. Here are a few of the places you can make donations:
If you have ideas and thoughts on what we could be doing, let us know. At Dell we are reaching out to the local community and offering all the assistance we can. We have today supplied gratis Dell Latitude laptops to the Salvation Army, and St John (both are Dell customers) who are doing emergency work in Christchurch. Thanks to all their people for the incredible work they are doing.
We are also responding to other requests for replacement systems by Government and Enterprises. If you need help, please let us know.
I’m liking what Aakers has to say more and more… he is right on:
The astonishing fact is that most marketing results in no change in sales or profit if you disregard short-term blips. Nearly all marketing budgets are designed to affect brand preference in established categories and subcategories with established competitors. The great majority of these, on average, have no long term sales impact….
…. The implication is that firms should spend less, probably far less, on brand preference competition and more, probably far more, on brand relevance competition, winning by creating new categories or subcategories. That means that more investment is needed on big innovation i.e. those that are substantial or transformational, and less on little or incremental innovation.
The week before last I had the opportunity to speak at the NPS Summit in Miami – Satmetrix’s conflab for NPS addicts and advocates. I was surprised how few brand marketers – or marketers were in the room. Brand NPS should be every marketers “one thing”.
As Aakers points out, getting to the NPS driver behind your brand enables a deeper understanding of what is driving the brand. There is no question we are in the middle of a shift in terms of what is valued. Aakers says – “the market seems to have turned to rewarding innovation that makes a positive difference in people’s lives and even leads to a “delight” experience.”
And the idea of correlating NPS/loyalty and engagement is extremely powerful.
From the MIX this week: 10 Ways to Unleash the Best and Ignite Passion in Your People.
- How to Start a Movement in Your Company (3 parts), Story by David Choe
- Start with a better question to create a better talent management system: the Talent Management Cloud, Hack by Lisa Haneberg
- A Company Run by Self-Managed Teams, Story by Alyson Huntington-Jones
- “Soft” R&D: You don’t have to be a geeky engineer to experience the thrill of inventing, Story by Erika Ilves
- Atlassian’s Big Experiment with Performance Reviews, Story by Joris Luijke
- A True Learning company—free of management, Story by Andres Roberts
- The Tube: IDEO Builds a Collaboration System that Inspires Through Passion, Story by Doug Solomon
- Bonus Fund: Empower Employees to fund initiatives with company-matched bonus money, Hack by Kartik Subbarao
- Commando Mentoring, Hack by Steve Todd
- Restoring Faith in the Institution: How Mission Shaped Communities Revitalized St. Andrews, Story by Drew Williams
I really liked the case study from Atlassian on reshaping the performance review. This struck home with me: “every month, one of these meetings is dedicated to a discussion on how the person can enhance their own performance and play to their strengths”. And, I really like this:
In addition to an evaluation of performance/achievements, we’ve added the scale on ‘how often you have stretched yourself’. Put simply, the reason for using both scales is to acknowledge both effort and results. Two people can both deliver similar results, yet one of them has been slacking whilst the other person has really injected extra energy in improving things outside their normal work responsibilities (e.g. themselves, their team, etc) which has made a real difference to Atlassian. Feedback from Atlassian managers was that they wanted to acknowledge this. – – Image here