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71.
All scenario planning projects have a ‘client’ and one of the most challenging tasks facing a scenario planner is the client's role or position in the way projects are conceptualized, delivered and received. The scenario planner has to establish and manage a ‘successful client relationship’—but what actually constitutes that for a scenario planning project?The client acts as the conduit between the scenario planner and the organization for which the scenario planning project is being undertaken.The ‘client as conduit’ implies several challenges for the scenario planner including:
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- The client's awareness and understanding of scenario planning as a method for their organization to learn from the future [1].
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- The client's level of commitment to learning from the future.
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- The size and context of the scenario planning project.
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- The position of the client within a network of people and/or resources required to run a scenario planning project.
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- The client's involvement or position within the scenario building team created in the project.
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- The benefits and risks accruing to the client through the execution of the scenario planning project.
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- The client organization's capacity to act strategically; its power to perform.
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Thomas Friedman exhorts us to imagine the future [1] - we urge marketers to invent the future, to learn the future faster, and to deliver the future earlier. Marketers are asked to develop scenarios about emerging technologies such as broadband wireless but more often than not have no education or training in scenario planning. Also marketers are often stuck in a strategic planning mindset based on successful replication of past marketing strategies. Strategic management and marketing learning has ventured into futures and foresight methodologies, but with strong focus on conventional macroscopic high-level scenario planning methods.This paper positions scenario planning as a method to express the future vision, both tacit and explicit, of business, products and services in a clear succinct story form, to underpin all elements of a marketing strategy (goals, position and execution). The scenario planning for marketing action (SPMA) model is introduced and discussed incorporating eight principles: moderation and time compression; storytelling led new product and service development; customer orientation; iterative dynamic scenarios; complexity science to foster non-linear thinking; risk weighted scenarios; participant hosted scenario workshops; springboard consolidation.The SPMA method was proven and evolved within postgraduate Executive education courses in Sydney and Bangkok from 2003 to 2007. This approach is fundamental for marketers to gain competences in “learning the future faster”, thus possessing capabilities to imagine and invent the future and deliver the future earlier. 相似文献
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Hugh Cassidy 《劳资关系》2017,56(3):393-410
This paper investigates trends in task usages within and between occupations, and the validity of assigning job task usages based on occupation code alone. Using data from the German Qualification and Career Survey, I assign analytical, interactive, and manual task usage levels to workers independent of their occupation. Task usages within occupation shifted nontrivially between the surveys considered, and individual characteristics such as age, education, gender, and hierarchical level differentially affect individual task usages and occupation‐mean task usages. Individual task usages are predictors of income, even when controlling for mean occupational task usages as well as worker and job characteristics. 相似文献
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This paper uses data derived from interviews carried out in a number of UK companies to explore the extent to which management concerns are driven by accounting practices, and also how accounting practices are mediated by the views that managers have of the role of accounting. The paper also analyses accounts given by UK managers of the ways in which changes in accounting are being managed. Two specific issues relating to accounting change are examined: (1) the impact of new information technology on accounting change, and (2) the competition between accounting and alternative bodies of expertise as mechanisms for change. In studying accounting in the context of wider organizational change, the paper focuses on a number of distinct, yet related, themes: (1) management accounting’s power to reinvent itself; (2) the interface between management accounting practices and employee empowerment (as one example of ‘new’ management practices); and, (3) contradictions in using management accounting calculi to facilitate the ‘new’ organization. 相似文献
78.
银行资产证券化选择问题 总被引:8,自引:0,他引:8
作为一种融资方式 ,资产证券化被银行用作流动性管理和资本管理的工具 ,本文建立了一个简单模型用以描述银行出于这种管理目的而进行资产证券化的选择问题。模型结果显示 ,随着流动性冲击相对于因信用冲击产生资本需求而增大 ,银行选择资产证券化融资方式的成本满足条件逐渐变得相对宽松。尽管资产证券化可以作为资本管理的一种工具 ,但是由于与附属债务融资相比同等数量的证券化只能降低部分资本需求因而其作用效果相对有限。如果证券化的是不良资产 ,由于银行要冲销不良资产损失致使证券化的成本条件相对变得更加严格。利用 1992年至 2 0 0 0年间美国银行控股公司的资产证券化数据对模型所得结论进行检验的结果显示 ,资产证券化数量的变化与流动性冲击紧密相随 ,说明证券化是一种流动性管理工具。我们没有发现支持证券化作为资本管理工具的经验证据。 相似文献
79.
Hugh Scullion 《Industrial Relations Journal》1981,12(3):15-27
During the 1970s, the position of craft workers became increasingly acute: their traditional differentials over semi-skilled and unskilled workers were eroded to an unprecedented degree; and their privileged position within their trade unions was weakened. Here Hugh Scullion examines developments through a case study of the BL Toolroom Committee. 相似文献
80.