Post by account_disabled on Jan 3, 2024 0:52:55 GMT -5
In their business. Alden Lin Year Month Day Reading Time: Minutes Topics Marketing Workplaces, Teams, and Culture Market Strategy Collaboration Subscribe Access and Share What to Read Next MIT Artificial Intelligence Must Read Book of the Year Top 10 Articles of the Year Open Innovation Twenty Adding Cybersecurity Expertise to Your Board of Directors Marketers are increasingly recognizing that their world is shifting from push to pull. Traditionally, they can push ads and other marketing content to potential customers to promote new products or services.
Nowadays, consumers are accustomed to obtaining this information through the Internet and other methods. to pull isn’t limited to marketing; it’s happening in every aspect of the business, from HR to R&D. At least, that's the argument in a provocative new book by John Hagel III, John Seeley Brown, and Ron Davidson, The Power of Pull: How Small Actions, Made Cleverly, Can Move Big Things (New York: , ). . The Job Function Email List authors, both affiliated with the Deloitte Center for the Edge, define pull as the ability to attract people and resources as needed to address opportunities and challenges. Some characteristics of pull are collaboration, flexibility, and bottom-up initiative. Push, on the other hand, relies on centralized control, consistency, and top-down directives. The difference between the two ways of thinking affects nearly every aspect of business.
Take for example, how information is processed. Push managers to focus on acquiring a knowledge base. For example, a sales organization may hoard customer data or even retain information from other departments within the same company. In contrast, managers in pull organizations are more concerned with the flow of knowledge owning and providing access to important information across departments and even from one company to another. By now, most managers have heard of at least some aspect of the pull phenomenon.
Nowadays, consumers are accustomed to obtaining this information through the Internet and other methods. to pull isn’t limited to marketing; it’s happening in every aspect of the business, from HR to R&D. At least, that's the argument in a provocative new book by John Hagel III, John Seeley Brown, and Ron Davidson, The Power of Pull: How Small Actions, Made Cleverly, Can Move Big Things (New York: , ). . The Job Function Email List authors, both affiliated with the Deloitte Center for the Edge, define pull as the ability to attract people and resources as needed to address opportunities and challenges. Some characteristics of pull are collaboration, flexibility, and bottom-up initiative. Push, on the other hand, relies on centralized control, consistency, and top-down directives. The difference between the two ways of thinking affects nearly every aspect of business.
Take for example, how information is processed. Push managers to focus on acquiring a knowledge base. For example, a sales organization may hoard customer data or even retain information from other departments within the same company. In contrast, managers in pull organizations are more concerned with the flow of knowledge owning and providing access to important information across departments and even from one company to another. By now, most managers have heard of at least some aspect of the pull phenomenon.