Forecasting the competencies that define best-in-class B2B marketers: A future-oriented competency model based on the Cp Delphi-hybrid framework
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About this Item
Title: Forecasting the competencies that define ...
Publisher: CompetencyPlexus Research
Publication Date: 2011
Book Condition: Good
About this title
This technical report describes a future-oriented approach to synthesize competency “ecosystems” and develop competency models using the Cp Delphi-hybrid framework. The goal was to design a framework that could provide a glimpse of the competencies that will define best-in-class performance 5 to 10 years into the future. The approach would take into consideration external factors such as the anticipated evolution of a discipline, anticipated future practices being brought upon by new technologies, and other trends. In the particular study that is described in this report, these insights were captured from the perspectives of both top practitioners in the field and top faculty members who conduct research and educate the next era of practitioners. This report takes you deep into the intricacies of the process and describes in detail the methodology and the tools that were used to synthesize the competency model and distill its components. The report is technical and requires a basic understanding of statistics to fully comprehend the analysis component of the study. For more information and downloadable content, please visit: www.B2Bcompetencies.com. First, the study sought to generate and critically analyze a concise, systematic and rigorous multi-method approach to future-oriented competency/capability modeling. The next phase of the study entailed using this hybrid methodology to forecast a model that profiles exemplary B2B marketing using a prospective naturalistic inquiry methodology. Agreement within the groups was measured for each competency in order to assess levels of consensus, differences within the groups were measured to identify controversial competencies, and inter-rater reliability was measured to assess the consistency of the ratings. Competencies were clustered in order of importance and a "competency kernel" was identified. The Delphi expert panelists represented three continents and a wide range of knowledge domains within the broader B2B marketing field. The design of the competency model entailed three main steps: construction, de-construction, and reconstruction. In the construction phase, 153 competencies were identified, arranged into 17 functional clusters, and rated. Using the quantitative data, the model was deconstructed and its various parts examined. It was later reconstructed based on the results of the analysis. Since a large number of competencies were identified, the data were analyzed and broken down into a series of perspectives with more manageable chunks of data. - Perspective A, the “Emergent Systems Model” [ESM], was very pragmatic and depicted the analysis from the lens of a practitioner. It also included anecdotes from panelists who wanted to further reinforce or illustrate their unique point of view. - Perspective B, the “Emergent Model” [EM], offered a view of the model from the lens of a quantitative researcher. It was based on the ratings that were collected during the last two Delphic iterations. This view depicted the model from a more rigid aspect, constructed strictly from the quantitative data. - Perspective C, the “Emergent Functional Model” [EFM], looked at the data from the lens of an educator. This last view of the model aimed to segregate knowledge domains within business marketing and start a discussion on some of the epistemological implications of the results of the study. The EFM and the ESM blur the line between individual and organizational competencies. Future-oriented competency/capability models can be a potent enabler in the planning of business transformation efforts, whether the change stems from external forces (such as the markets or industry) or is being catalyzed from within the organization. Future-oriented competency ecosystems can provide the linchpin that connects the human capital components of a business transformation effort to the strategic, operational, and technological components of the change.About the Author:
Allen Stines, PhD, is a business transformation & strategic change architect who has designed, managed and enabled business transformation and organizational performance improvement programs in a wide range of functional areas and industry sectors. Over the past decade Allen has led various initiatives aimed at transforming the way an organization conducts business and making sure the changes “stick”. He's driven systemic change while aligning stakeholders across multiple functional areas. He’s designed and implemented strategies that enable and sustain the transformation of businesses by mitigating organizational risks and strengthening the overall alignment of people and business processes to support and execute strategy. Dr. Stines conducts research on competency/capability building and systemic organizational change. He has completed graduate and undergraduate degree programs at Penn State University and the State University of New York at Stony Brook in Business (BS), Applied Math & Statistics (BS), Systems Management (MS), Educational Computing (AGC), and Workforce & Organization Development (PhD).
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