Improving company management. The importance of strategy, knowledge and people
Whether you work in human resources (as ...
Whether you work in human resources (as ...
Publicada el 13 de Septiembre de 2016
The idea of personal branding entered our professional surroundings a few years ago. A lot of things have changed since Tom Peters published his article The Brand Called You in 1997, among them the advent of the phenomenon we know as Web 2.0 or the collaborative web. This new platform for interactive engagement between brands and people has enabled all citizens to have our own voice and make our own mark on the World Wide Web. And that is what has consolidated the personal brand concept: a medium that used to be accessible to companies and corporate brands (communication to large groups) is now possible for individuals. COFFEE (Ferrovial social network), the internal social network that enables insight into the corporate dynamics and knowledge exchange among Ferrovial’s employees, is a good example.
Personal branding is being the brand manager of your own brand, which in turn is the result, the footprint you leave on others in both the real and virtual worlds.
Ferrovial is one of the few companies that understands the importance of the personal brand in management of personal and professional relationships and three years ago made a commitment by including training in personal branding in the courses and workshops held within the framework of the Summa Universitas Ferrovial.
The brand is not only our visible aspect: it is everything. We cannot imagine an iceberg: what we see is only a small part of the mass of ice. The same is true of the personal brand. Behind our visible profiles there is a profound effort of self-knowledge and another of strategy. Like the corporate brand we begin by defining “who I am”, continue with “where I want to go” to finally ask ourselves if we are getting there.
The personal business model is elaborated in the central part of the strategic phase. Using the Business Model Canvas (BMC) created in 2008 by Alexander Osterwalder is highly recommended. It analyses three key areas:
It also analyses four support areas:
The BMC also analyses our cost structure (expenses) and revenue stream (income), although for the moment these aspects are secondary for people who work for Ferrovial.
The phrase “if you’re an average Joe, you’ll be the first to go” forces us to reflect on the need not only to analyse our differential area, but also whether or not we are communicating it as efficiently as others. The differential area is made up of our value propositions.
The central value of the brand is not formed by a single proposal but by the sum of various. People are like snowflakes, no two are the same, and even though at first sight two professionals have received the same training (resources), are engaged in the same field (activities) and play the same role in relation to their customers and collaborators (relationships), there are aspects that ensure that one will be more suitable than another for a specific project: the value proposition. Let’s see to what extent we are identified with these proposals.
Analysis of our value propositions does not end with the mere enumeration. After that we need to be sure of their relevance and be able to communicate them properly in time and form.
I would like to recommend two books that can help you to develop your differentiating factor – the value propositions – with the maximum efficiency. Bibliography:
Business Model You. T. Clark, A. Osterwalder [2012] John Wiley & Sons. In print and e-book.
Value Proposition Design: How to Create Products and Services Customers Want. A. Osterwalder [2014] John Wiley & Sons. In print and e-book.
Written by Guillem Recolons the 13 de Septiembre de 2016 con las etiquetas: Business strategy Communication Entrepreneurship Human resources Talent
Whether you work in human resources (as ...
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