Brian Cederborg on Industry Cloud Trends with Game-Changers Radio, presented by SAP

A New Outlook For The Retail CMO … working title Join host Bonnie D. Graham as she invites you to take an additional coffee break July 14th 12:00pm-1:00pm EST, with game-changers for a special series on how SAP is taking its unrivaled industry expertise into the cloud, on Industry Cloud Trends with Game-Changers Radio. Joining Bonnie for this discussion, is our very own Brian Cederborg, VP of Retail & Wholesale Consulting for /N SPRO, Dan Berthiaume, Chain Store Age & Nancy Casey from SAP.

The omni-channel migration within retail has had far-reaching implications. Consumers demand to shop when, where and how they want, while expecting a consistent experience across channels. This has not only impacted sales models but marketing strategies as well.

To keep up with consumers, the retail chief marketing officer job description has changed, and will likely continue to change for another three to five years. Once known for traditional sales enablement and advertising, the CMO role now requires an intimate knowledge of multiple (and emerging) communications channels, the ability to create and target customer personas, an understanding of big data, analytics and the tools required to uncover consumer insights, and an awareness of how all these variables apply to the customer journey.

This means that CMOs are now dealing with roles and responsibilities that overlap with the chief information officer and chief technology officer, overseeing complex data and product innovation platforms to predict, understand and align with consumer behavior. To justify new strategies and tools, and hone in on the right activities that will move the needle, measurement has become an even more critical element of the CMO role.

Click to Listen Live on July 14th, 12:00-1:00pm EST

By | 2018-04-23T10:32:50-04:00 July 9th, 2015|Categories: Leadership, Market Trends, Retail, Retail Technology|0 Comments

The Importance of Being a good coach

Eighty to nighty percent of the consulting workforce have mentoring and coaching objectives that they need to carry throughout the year. Whether it’s as a Managing Partner, VP, Director, Project Manager, Team Lead, Colleague – sometimes as a consultant to your client. What does “coaching and mentoring” mean? What is Coaching exactly?

Before I begin, let’s be clear about one of the misconceptions’ of coaching: coaching has nothing to do with managing. Managing is about controlling, whereas Coaching is about freeing and enabling. The key component of coaching is around commitment. Putting in the time and effort is the key differentiator in taking that role. Coaching takes some time (when looking on the short-term ROI), but it will pay off. If well done, it’s a guaranteed successful result for all parties involved. Coaching colleagues & peers (on topics you master and also on project experiences, behaviors, consulting expectations…) enables the team to build the capability to take on double capacity as a team, and with increased Eliteness (and exponentially when the learner ends up coaching others in return). How you ask? There are 3 aspects that are key to develop in order to develop better coaching skills.

  1. Having a strong development bias: Continuously wondering how you can help the individuals getting better, moving their career forward and addressing their weaknesses. It needs to be all about the employee’s development.
  2. Develop the relationship: Extensive personal contact might be easier when talking eyeball to eyeball but not restricted to it. It’s all about listening & remembering who likes what, what’s important to one’s life, what phases are people going through, what gets them motivated & thrilled. Same as one would do while developing a relationship (friend, partner, kids…)
  3. Care: Caring about one’s development is half of the 2 ends. Show how much you care about one’s growth […]
By | 2018-04-23T10:33:00-04:00 April 18th, 2013|Categories: Leadership, Learning Management|Tags: , , , , , |0 Comments