Sustainable typography

We need to radically re-think typography for text-rich business documents & publications (not referring to books). Most designers assume people have time to read. In reality the following occurs: Observations: 1) We browse/forage (71%) then read (11%) 2) People have different time tolerances and requirements for detail i.e. the same information is required to different levels of detailing dependent on the time the reader can allocate to it (Senior directors will have less time than juniors). 3) People want choice as to whether they wish to view information on paper, i-phone, PowerPoint or via web/screen. 4) Most publications do not follow the cognitive principles of how we are Œwired‚ to interpret visual signals. Message-based Design & Message-based Writing (MBD/MBW) is a system that addresses these 4 points and allows key messages to be understood prior to reading simply by scanning the page with its embedded Œvisual hooks‚ to draw the reader in. Thus it overcomes Œfilter failure‚ a phrase coined and first used by Clay Shirky at the Web 2.0 Expo. It collapses to a summary and exploits the way we are wired. Additionally it caters for up to 4 time tolerances of readers and morphs‚ from paper to screen effortlessly

Understanding the construction of marketers’ credibility by NZ senior managers: An interpretive study

Academics report that marketers are losing their influence in the boardroom due in part to serious challenges to marketing’s credibility. Although the credibility of marketing sources has received much attention since the early 1950s, research into how individuals in business organisations construct the credibility of marketers is scarce. This study, using in-depth interviews, describes how seven senior managers from different New Zealand businesses construct the credibility of marketers. For these senior managers, the credibility of marketers is grounded in their performance in delivering commercial outcomes. The findings also suggest that senior managers construct credibility in terms of a work aspect and a social aspect of a marketer’s performance, and that both these aspects have to be present if the marketer is to be considered credible. The work aspect of performance is made up of a marketer’s Pedigree, Projects, and Pervasive Influence. The Pedigree of a marketer includes their qualifications, skills and background. A degree is usually the minimum qualification required, particularly for more senior marketing roles. Skills expected from marketers include leadership, management, sales and intuition. With regard to background, the marketer needs to demonstrate they have achieved commercial outcomes in previous employment to be considered credible. Projects describes how marketers must design and implement cogent marketing plans, work effectively without supervision, achieve commercial outcomes in a clever or creative way, and provide evidence that their projects have contributed to commercial outcomes. Pervasive Influence describes how marketers influence others in the organisation toward customer-centricity. Marketers can lose credibility in the work aspect of their performance when they have no structured purpose to their marketing research, are unable to execute marketing plans or are unable to demonstrate the results of a marketing project. The social aspect of a marketer’s performance is made up of Personal Integrity and Professional Conduct. Personal Integrity describes marketers who are respected, take pride in their work, strive to improve themselves and are not precious. Professional Conduct describes a marketer who relates and collaborates competently and professionally with others, and is a team fit. Marketers lose credibility in the social aspect of their performance when they are precious, flighty, argumentative, and only out for themselves. This paper contributes a framework that describes the construction of a marketer’s credibility from a senior manager’s perspective. It also introduces a new understanding of credibility, grounded in performance terms, which is distinct from past conceptualisations of credibility found in the literature, which is based on expertise and trustworthiness. These findings demonstrate that while a marketer might be considered an expert and trustworthy, if they are not delivering commercial outcomes then they may not be considered credible, from a senior manager’s perspective

Communications (nuts and bolts series)

"This is one of a series of guides to support the delivery of Diplomas. It looks at how schools and colleges can develop the communications plans that inform key audiences about Diplomas." - Page 3

Business process management tools as a measure of customer-centric maturity

In application of business process management (BPM) tools in European commercial sectors, this paper examines current maturity of customer centricity construct (CC) as an emerging dimension of competition and as a potential strategic management direction for the future of business. Processes are one of the key components of transformation in the CC roadmap. Particular departments are more customer orientated than others, and processes, customer-centric expertise, and approach can be built and utilized starting from them. Positive items within a current business process that only involve minor modification could be the basis for that. The evidence of movement on the customer-centric roadmap is found. BPM in European telecommunications, banking, utility and retail sector supports roadmap towards customer-centricity in process view, process alignment and process optimization. However, the movement is partial and not flawless, as BPM hasn’t been inquired for supporting many of customer-centric dimensions

Achieving a New Standard in Primary Care for Low-Income Populations -- Case Studies of Redesign and Change Through a Learning Collaborative

Describes four case studies that focus on improving patient care delivery systems through learning collaboratives that were undertaken by New York City's nonprofit Primary Care Development Corporation

Process Evaluation of the Realising Ambition Programme

Launched in May 2012 by the Big Lottery Fund (hereafter 'the Fund'), the Realising Ambition programme aims to help more young people aged 8-14 fulfil their potential and avoid pathways into offending. It does this by supporting 25 organisations to replicate proven youth interventions at new sites across the UK. The Realising Ambition process evaluation covered the first three, of five, years of the programme (2012-2015). The process evaluation had two key objectives:* To gain an understanding of the practical issues associated with replication, including issues emerging for organisations involved in replication themselves.* To explore what does and doesn't work when supporting organisations to replicate proven models, and the resources required to support different approaches to replication

Web Services as Product Experience Augmenters and the Implications for Requirements Engineering: A Position Paper

There is currently little insight into what requirement engineering for web services is and in which context it will be carried out. In this position paper, we investigate requirements engineering for a special kind of web services, namely web services that are used to augment the perceived value of a primary service or product that is itself not a web service. We relate requirements engineering to a common enterprise architecture pattern and derive from this a number of research questions for further study

A legacy handbook for business support

Legacy Handbook reviewing emda's experience of business support activity. Identifies key achievements and draws out lessons learned that may be relevant to successor bodies active in this area