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14. Toolkit

Kevin Keohane Kogan Page ePub



We become what we behold.

We shape our tools and then our tools shape us.


This section includes some worksheets you can use to explore the potential of the P-A-S-P approach advocated in this book. Feel free to use these or modify them for non-commercial (eg internal, non-fee-generating consultancy) purposes.

Exercise one: Value disciplines

This exercise is a powerful one to stimulate debate among your leadership team across all functions. Its very simple:

How did we arrive at this investment decision?

Where was the greatest level of debate and why?

What are the general learnings and implications?

What are the implications for reputation management?

What are the implications for how we attract talent?

What are the implications for how we engage, retain and reward talent?


Figure 14.1 Value disciplines

Category one: product/service leadership

Investing in this category means that efforts are focused not on efficiency or consumer/market insight, but on crafting the best possible level of quality in delivering whatever the consumer or client pays for. This requires focus on the core processes of invention, product development and market exploitation. Some typical attributes are:1

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07 Be remarkable: please the customer’s brain – Stage 2 of the Neuromarketing method

Patrick M Georges Kogan Page ePub


Be remarkable

Please the customers brain Stage 2 of the Neuromarketing method

You have captured the customers attention by satisfying their senses. To do this, you have chosen from the following ingredients:

Now you must pass your second test: please customers; tell them that better is possible; get them to secrete dopamine and other positive hormones.

In the previous chapter, Be irresistible: Satisfy the customers senses, you learned how to capture the customers attention and how to be well perceived. You appeared. The customer stopped. He or she did not run away. He or she smelled you (not an enemy), heard you (not an enemy), saw you (not an enemy) and touched you (not an enemy). The customer stopped, and knows that what you are showing him or her is not bad. It is now up to you to get the customer to come to you, to change direction. Show the customer that what you have for him or her is not only not bad, but even better than what he or she currently has.

How do you let the customer know that your proposition is the best? By showing the customer that, with you, his or her fundamental needs of sex and food will be met or at least the promise of sex and food through social dominance. Dominant animals have the priority where sex and food are concerned. With your offer, customers will be respected and loved; therefore they will be dominant; therefore they will get sex and food; therefore they will survive; therefore their genes will be passed on, which is what they are programmed or wired for. If Maslow and Darwin say so, we should believe them.

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Jonathan Reuvid Kogan Page ePub


Contributors contact list

Accenture Risk Management

1 Plantation Place

30 Fenchurch Street

London EC3M 3BD

Tel: +44 (0) 20 7844 4000

Contact: Laura Bishop

Tel: +44 (0) 20 7844 4650

E-mail: laura.n.bishop@accenture.com

BAE Systems Detica

110 Southwark Street

London SE1 0SU

Tel: +44 (0) 207 812 4000

Contact: Nick Wilding

E-mail: nick.wilding@baesystemsdetica.com

Baker & McKenzie LLP


Brookfield Place

Bay/Wellington Tower

181 Bay Street, Suite 2100

Toronto, Ontario M5J 2T3


Tel: 001 (0) 416 865 6954

Contact: Theo Ling

E-mail: Theodore.Ling@bakermckenzie.com


100 New Bridge Street

London EC4V 6JA

Tel: +44 (0) 20 7919 1541

Contact: Ben Allgrove

E-mail: Ben.Allgrove@bakermckenzie.com

Burges Salmon LLP

One Glass Wharf

Bristol BS2 0ZX

Tel: +44 (0) 117 939 2000

Contact: Chris Jackson, Ian Tucker

E-mail: chris.jackson@burges.salmon.com; ian.tucker@burges.salmon.com


One Fleet Place

London EC4M 7WS

Tel: +44 (0) 20 7246 7544

Contact: James Borshell

E-mail: james.borshell@dentons.com


Rated Analysis (Enquirisk) Ltd

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Stephen Frost Kogan Page ePub

  1   LOCOG Leadership Pledge

  2   Full workforce diversity and inclusion results

  3   Workforce functional area benchmarking tool

  4   Procurement RAG tool

  5   22 projects one pager

  6   Mascots

  7   Pin badges

  8   A letter to my great-uncle Richard

‘Our vision is to use the power of the Games to inspire lasting change.

            •   The Olympic values are excellence, friendship and respect.

            •   The Paralympic values are courage, determination, inspiration and equality.

‘I am committed to deliver a memorable Games, with a lasting legacy that truly encompasses the world in a city; where each individual in LOCOG takes personal responsibility for an inclusive approach that is fully integrated into every business decision.

‘I will ensure that my team includes as much diverse talent as possible, meeting or exceeding LOCOG’s aspirations.

            •   I will hire talented disabled people.

            •   I will hire talented local people from a range of cultural backgrounds.

            •   I will run my team inclusively, respecting all, including women, LGBT people, younger and older people.

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04 The real business case for action

Stephen Frost Kogan Page ePub

Inclusion 3.0 is a call to action. This is not a business case for Diversity 101 or even Diversity 2.0. They can be found all over the internet and you can be the judge of how compelling they are. This is a business case for effective Inclusion 3.0 programmes, the type that was trialed at LOCOG. I have tried to take a more holistic approach from a systems perspective and offer five arguments based on customers, employees, growth, mathematics and ethics.

In Figure 4.11 we can see how the diversity paradigms play out in terms of creating shared value. Michael Porter of Harvard Business School says that shared value ‘involves creating economic value in a way that also creates value for society by addressing its needs and challenges’.2 Shared value is value that is created by organisations for themselves (profit, return on investment, shareholder value and so forth) as well as value for wider society (such as growth, social structure and new environmental solutions).

Diversity 101 would sit in the bottom-left quadrant. It is based on compliance and codes of conduct. It would create the least amount of shareholder value (which is expected, and not a problem for many proponents) but it also adds minimal social value. Diversity 2.0 is an improvement on this situation and can be found in the top-left quadrant, involving community investment, employee volunteering and other forms of charitable endeavour. However, it does not add any significant shareholder value, predominantly because it is comprised of a series of net cost initiatives. Only Inclusion 3.0 can credibly sit in the upper-right quadrant, with a systemic, value-adding approach benefiting both the organisation and wider society. That’s why real inclusion is an imperative – for business and for society.

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