{"id":143,"date":"2022-08-12T13:50:40","date_gmt":"2022-08-12T17:50:40","guid":{"rendered":"https:\/\/businessagility.education\/blog\/?page_id=143"},"modified":"2024-08-08T01:12:20","modified_gmt":"2024-08-08T05:12:20","slug":"about","status":"publish","type":"page","link":"https:\/\/businessagility.education\/blog\/cs\/about\/","title":{"rendered":"O agilit\u011b podnik\u00e1n\u00ed"},"content":{"rendered":"
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Domov akademik\u016f, pedagog\u016f a v\u00fdzkumn\u00edk\u016f v oblasti Business Agility<\/h2>\n\n\n\n
\"Business
Obchodn\u00ed agilita<\/figcaption><\/figure>\n<\/div><\/div>\n\n\n\n
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<\/div>\n<\/div>\n\n\n\n
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\"Na ramenou obr\u016f a obry\u0148\"<\/h2>\n\n\n\n

ARCHIV Z BLOGU 2021 AGILE MARKETING UNIVERSITY<\/p>\n<\/div><\/div>\n\n\n\n

Blog Univerzity agiln\u00edho marketingu<\/h3>\n\n\n\n

A\u010dkoli se tento blog jmenuje Univerzita agiln\u00edho marketingu, nazval jsem tento blog s otev\u0159en\u00fdm p\u0159ehledem literatury o agiln\u00edm marketingu \"Na ramenou obr\u016f (a obry\u0148)\", proto\u017ee m\u011b tento n\u00e1zev napadl po p\u0159e\u010dten\u00ed d\u00edla Roberta K. Mertona a samoz\u0159ejm\u011b p\u0159edmluvy Umberta Eca.<\/p>\n\n\n\n

Slou\u017e\u00ed jako p\u0159ipom\u00ednka na\u0161\u00ed povinnosti p\u0159ijmout a uznat, \u017ee \"v\u0161echno d\u016fle\u017eit\u00e9 u\u017e n\u011bkdy \u0159ekl n\u011bkdo, kdo to neobjevil\". - Alfred North Whitehead. <\/p>\n\n\n\n

Blog je ur\u010den pro p\u0159\u00e1telskou a konstruktivn\u00ed debatu, pokud si v\u0161imnete kritiky agiln\u00edho marketingu nebo agiln\u00edho vzd\u011bl\u00e1v\u00e1n\u00ed, m\u011bla by vych\u00e1zet z popperovsk\u00e9ho pohledu (Popper, 1978) - v tom smyslu, \u017ee uzn\u00e1v\u00e1me provizorn\u00ed povahu pozn\u00e1n\u00ed - \"to nejlep\u0161\u00ed, co m\u016f\u017eeme v danou chv\u00edli ud\u011blat\", tedy a mo\u017en\u00e1 pln\u011b kompatibiln\u00ed s iterativn\u00ed a inkrement\u00e1ln\u00ed povahou agility a jej\u00ed empirickou (nemysl\u00edm t\u00edm \"logick\u00fd empirismus\", ale sp\u00ed\u0161e modern\u00ed pohled, nap\u0159. ten, kter\u00fd vid\u00edme v agiln\u00ed praxi, jak lze pozorovat v materi\u00e1lech na Scrum.org). Z\u00e1klady: transparentnost, otev\u0159enost v\u016f\u010di kontrole a p\u0159izp\u016fsobivost.<\/p>\n\n\n\n

V souvislosti s agiln\u00edm marketingov\u00fdm vzd\u011bl\u00e1v\u00e1n\u00edm lze naj\u00edt konstruktivn\u00ed z\u00e1klad pro vyu\u017eit\u00ed kritiky agilnosti, pokud ji budeme pova\u017eovat za znalosti \"sv\u011bta 3\" - sv\u011bta produkt\u016f lidsk\u00e9 mysli (Popper, 1978).<\/p>\n\n\n\n

Agiln\u00ed marketing nen\u00ed \u017e\u00e1dn\u00e1 v\u011bda, ale kdy\u017e roz\u0161\u00ed\u0159\u00edme sv\u00e9 zam\u011b\u0159en\u00ed na vzd\u011bl\u00e1v\u00e1n\u00ed a v\u00fdzkumnou praxi v jin\u00fdch oblastech, rychle najdeme skvosty od pedagog\u016f z cel\u00e9ho sv\u011bta. <\/p>\n\n\n\n

Jedn\u00edm z takov\u00fdch skvost\u016f je \u010dl\u00e1nek Margaret A.L. Blackieov\u00e9. Zjist\u00edme v n\u011bm nap\u0159\u00edklad, \u017ee existuj\u00ed zaj\u00edmav\u00e9 precedenty, jak by se mohlo p\u0159\u00edrodov\u011bdn\u00e9 vzd\u011bl\u00e1v\u00e1n\u00ed pozitivn\u011b prom\u011bnit pro rozvoj osobnosti (Blackie, 2012). <\/p>\n\n\n\n

Jde o to, abychom z\u016fstali intelektu\u00e1ln\u011b zv\u00eddav\u00ed a dostate\u010dn\u011b otev\u0159en\u00ed, abychom se jako pedagogov\u00e9 a v\u00fdzkumn\u00edci neust\u00e1le u\u010dili a zlep\u0161ovali. <\/p>\n\n\n\n

Historie Business Agility<\/h3>\n\n\n\n

Kdy\u017e u\u010d\u00edm Agiln\u00ed marketing na univerzit\u011b<\/a> nebo College, zam\u011b\u0159uji se na vlivy Agility, kter\u00e9 nakonec formovaly Business Agility tak, jak ji zn\u00e1me dnes.<\/p>\n\n\n\n

- Logika a posteriori a n\u00e1sledn\u00fd empirismus<\/p>\n\n\n\n

- Toyota Way 1940-1950<\/p>\n\n\n\n

- Iterativn\u00ed a inkrement\u00e1ln\u00ed v\u00fdvoj (IID) NASA 1950-1960<\/p>\n\n\n\n

- 1986 \"New New Product Development Game\" Harvard Business Review (Nonaka & Takeuchi, 1986)<\/p>\n\n\n\n

- 1995 Scrum proces<\/p>\n\n\n\n

– Manifest agiln\u00edho p\u0159\u00edstupu z roku 2001<\/a><\/p>\n\n\n\n

- Prohl\u00e1\u0161en\u00ed o vz\u00e1jemn\u00e9 z\u00e1vislosti z roku 2004<\/p>\n\n\n\n

– 2012 Manifest agiln\u00edho marketingu<\/a> (Aktualizov\u00e1no 2021)<\/p>\n\n\n\n

– 2015 Srdce hbit\u00e9ho Shu-Ha-Ri-Kokoro<\/a><\/p>\n\n\n\n

– Manifest agiln\u00edch lidsk\u00fdch zdroj\u016f<\/a><\/p>\n\n\n\n

– Manifest agiln\u00edho prodeje 2021<\/a><\/p>\n\n\n\n

– 2022 Manifest agiln\u00edch z\u00e1kazn\u00edk\u016f<\/a> - Manifest agiln\u00edho z\u00e1kaznick\u00e9ho p\u0159\u00edstupu (ACCM)<\/p>\n\n\n\n

Nic nov\u00e9ho jsem zde necitoval ani nevymyslel, jen stoj\u00edm na ramenou velik\u00e1n\u016f a velik\u00e1nek, kdy\u017e vyz\u00fdv\u00e1m studenty, aby si spojili body prost\u0159ednictv\u00edm objevov\u00e1n\u00ed n\u011bkter\u00fdch vliv\u016f agiln\u00edho marketingu. <\/p>\n\n\n\n

Pokud jste v\u00fdzkumn\u00fd pracovn\u00edk v oblasti Business Agility a chcete tento seznam doplnit, laskav\u011b m\u011b kontaktujte!<\/p>\n\n\n\n

P\u0159edch\u00e1zen\u00ed plagi\u00e1torstv\u00ed a odporu k nov\u00fdm my\u0161lenk\u00e1m v agiln\u00edm vzd\u011bl\u00e1v\u00e1n\u00ed<\/h3>\n\n\n\n

Zpronev\u011bra bez pln\u00e9ho porozum\u011bn\u00ed<\/h4>\n\n\n\n

D\u016fvodem, pro\u010d se mus\u00edm zm\u00ednit o plagi\u00e1torstv\u00ed, je skute\u010dnost, \u017ee marketingov\u00ed poradci a takzvan\u00ed guruov\u00e9 v oblasti marketingu si mohou p\u0159ivlast\u0148ovat teoretick\u00e1 tvrzen\u00ed a \u0161\u00ed\u0159it sv\u00e9 nepochopen\u00ed nespr\u00e1vn\u00fdm citov\u00e1n\u00edm teorie. <\/p>\n\n\n\n

V marketingu se to st\u00e1v\u00e1 mo\u017en\u00e1 v\u00edce ne\u017e v jin\u00fdch oborech, proto\u017ee na\u0161e odv\u011btv\u00ed si ob\u010das osvojilo zku\u0161enost s naivn\u00edm zav\u00e1d\u011bn\u00edm a spol\u00e9h\u00e1n\u00edm se na neofici\u00e1ln\u00ed informace p\u0159i formulov\u00e1n\u00ed pseudoteori\u00ed.<\/p>\n\n\n\n

Soci\u00e1ln\u00ed m\u00e9dia jako zdroj dezinformac\u00ed<\/h4>\n\n\n\n

Soci\u00e1ln\u00ed m\u00e9dia jen urychlila \u0161\u00ed\u0159en\u00ed porozum\u011bn\u00ed i neporozum\u011bn\u00ed. S\u00edlu difuze dob\u0159e definoval Everett Rogers (Rogers, 1962). <\/p>\n\n\n\n

Pokud jde o marketing, domn\u00edv\u00e1m se, \u017ee se v marketingov\u00e9 komunit\u011b \u0161\u00ed\u0159\u00ed myln\u00e9 my\u0161lenky podobn\u011b, jak to v roce 1710 popsal Jonathan Swift: \"Le\u017e let\u00ed a pravda kulh\u00e1 za n\u00ed\" - nebo modern\u011bji: \"Le\u017e m\u016f\u017ee oblet\u011bt sv\u011bt a zase se vr\u00e1tit, zat\u00edmco pravda si \u0161n\u011bruje boty\".<\/p>\n\n\n\n

Pokora p\u0159i hled\u00e1n\u00ed toho, co \u0159\u00edkaj\u00ed giganti a gigantky agility - V\u00fdzkum!<\/h4>\n\n\n\n

Mohu citovat Mertona a proj\u00edt n\u011bkter\u00e9 historick\u00e9 aspekty Agility, ale berte pros\u00edm m\u016fj amat\u00e9rsk\u00fd pokus o vysv\u011btlen\u00ed zdroj\u016f ve stejn\u00e9m sv\u011btle, jak to nazna\u010dil Mario Bunge: \"Merton, vzd\u011bl\u00e1n\u00edm sociolog a historik idej\u00ed, je skute\u010dn\u00fdm zakladatelem sociologie v\u011bd\u011bn\u00ed jako v\u011bdy a profese; jeho p\u0159edch\u016fdci byli izolovan\u00ed u\u010denci nebo amat\u00e9\u0159i\" (Bunge, 1998). <\/p>\n\n\n\n

V \u017e\u00e1dn\u00e9m p\u0159\u00edpad\u011b nejsem p\u0159edch\u016fdcem Agile, ale dalo by se \u0159\u00edci, \u017ee p\u0159i vysv\u011btlov\u00e1n\u00ed n\u011bkter\u00fdch po\u010d\u00e1tk\u016f agiln\u00edho marketingu spl\u0148uji definici ojedin\u011bl\u00e9ho, ale nad\u0161en\u00e9ho amat\u00e9ra.<\/p>\n\n\n\n

Ne\u017e jsem se pokusil cokoli podrobn\u011b popsat, provedl jsem rozs\u00e1hl\u00fd pr\u016fzkum, p\u0159i\u010dem\u017e zvrat osudu byl skute\u010dn\u011b \"serendipitous\", proto\u017ee cesta, po kter\u00e9 jsem se vydal, vedla k d\u00edlu Roberta K. Mertona, kdy\u017e jsem si p\u0159e\u010detl \u010dl\u00e1nek o evoluci technologi\u00ed (Campa, 2008) od Dr. Riccarda Campy. <\/p>\n\n\n\n

Kniha Na ramenou obr\u016f (Merton 1993) obsahuje n\u00e1dhernou p\u0159edmluvu Umberta Eca, v n\u00ed\u017e podrobn\u011b popisuje chov\u00e1n\u00ed, jeho\u017e je t\u0159eba se vyvarovat, abychom se nevr\u00e1tili zp\u011bt do st\u0159edov\u011bku a jeho pojet\u00ed fal\u0161e a falzifikace, jako je spol\u00e9h\u00e1n\u00ed se na Auctoritas (pravda snadno manipulovateln\u00e1 autoritou) a zp\u011btn\u011b hrozn\u00fd pojem Tamquam ab iniustis possessoribus, kter\u00fd dodnes vid\u00edme v marketingu prost\u0159ednictv\u00edm ur\u010dit\u00e9 formy odporu v\u016f\u010di nov\u00fdm my\u0161lenk\u00e1m, pokud nen\u00ed s jejich zdrojem spojena v\u00fdznamn\u00e1 vn\u00edman\u00e1 presti\u017e, jak to vid\u00edme ve v\u011bd\u011b (Morgan et al, 2018). <\/p>\n\n\n\n

M\u00fdm z\u00e1m\u011brem nen\u00ed ur\u00e1\u017eet ani srovn\u00e1vat, nato\u017e pak p\u0159irovn\u00e1vat marketing k n\u00e1bo\u017eenstv\u00ed, ale sp\u00ed\u0161e nazna\u010dit, jak se \u010dasto m\u016f\u017eeme p\u0159ipravit o cenn\u00e9 poznatky nebo jak myln\u011b p\u0159ij\u00edm\u00e1me nov\u00e9 my\u0161lenky (i ty \u0161patn\u00e9) v marketingu kv\u016fli na\u0161emu vn\u00edm\u00e1n\u00ed. Chybn\u00e9 p\u0159edsudky mohou hr\u00e1t roli v tom, \u017ee n\u00e1s zav\u00e1d\u011bj\u00ed, pokud jde o platnost zdroje, \u010d\u00e1ste\u010dn\u011b kv\u016fli vn\u00edman\u00e9 presti\u017ei (Morgan et al, 2018). <\/p>\n\n\n\n

Dopad popul\u00e1rn\u00edch, ale neinformovan\u00fdch influencer\u016f<\/h4>\n\n\n\n

Tento fenom\u00e9n vychvalov\u00e1n\u00ed zn\u00e1m\u00fdch a popul\u00e1rn\u00edch, i kdy\u017e se m\u00fdl\u00ed, je patrn\u00fd zejm\u00e9na na odborn\u00fdch platform\u00e1ch, jako je LinkedIn, kde m\u016f\u017ee b\u00fdt jedna v\u011bta popul\u00e1rn\u00edho \"autora\" vychvalov\u00e1na a sd\u00edlena ad nauseam, zat\u00edmco dob\u0159e prozkouman\u00fd a velmi komplexn\u00ed p\u0159\u00edsp\u011bvek m\u016f\u017ee z\u016fstat skryt ve st\u00ednu.<\/p>\n\n\n\n

Riziko spo\u010d\u00edv\u00e1 v tom, \u017ee se v\u00e1m bude l\u00edbit pouze to, co je popul\u00e1rn\u00ed.<\/p>\n\n\n\n

Pro srovn\u00e1n\u00ed: \"Styly u\u010den\u00ed\" byly jako vzd\u011bl\u00e1vac\u00ed praxe vyvr\u00e1ceny, jsou nejen m\u00fdtem, ale i fakticky ne\u00fa\u010dinn\u00e9 (Lilienfeld a kol., 2010). <\/p>\n\n\n\n

Pot\u0159eba intelektu\u00e1ln\u00ed p\u0159\u00edsnosti v agiln\u00edm marketingu<\/h4>\n\n\n\n

Bez v\u011bt\u0161\u00edho veden\u00ed a d\u016fslednosti v agiln\u00edm marketingu dnes existuje obava, \u017ee nespr\u00e1vn\u011b informovan\u00ed, av\u0161ak dob\u0159e zn\u00e1m\u00ed firemn\u00ed \u010dinitel\u00e9 mohou nakonec zm\u00e1st a po\u0161kodit v\u00fdsledky u\u010den\u00ed podobn\u011b politov\u00e1n\u00edhodn\u00fdm zp\u016fsobem, jako kdy\u017e \u0161\u00ed\u0159en\u00ed \"styl\u016f u\u010den\u00ed\" sn\u00ed\u017eilo efektivitu a zbrzdilo u\u010den\u00ed p\u0159i aplikaci v podnikov\u00e9m \u0161kolen\u00ed.<\/p>\n\n\n\n

N\u011bkter\u00e9 agentury a market\u00e9\u0159i maj\u00ed bohu\u017eel tendenci nechat se un\u00e9st nejnov\u011bj\u0161\u00ed m\u00f3dou a p\u0159i zav\u00e1d\u011bn\u00ed nov\u00fdch marketingov\u00fdch koncepc\u00ed zapom\u00ednaj\u00ed na kritick\u00e9 my\u0161len\u00ed. S roz\u0161\u00ed\u0159en\u00edm firemn\u00edch \u0161kolen\u00ed v oblasti agiln\u00edho marketingu je ob\u010das na\u0161\u00ed povinnost\u00ed jako vzd\u011blavatel\u016f informovat n\u011bkter\u00e9 market\u00e9ry a \u0161kolitele a tak\u00e9 p\u0159esn\u011bji a zasv\u011bcen\u011bji vysv\u011btlit prvky agiln\u00ed strategie organiza\u010dn\u00ed efektivity.<\/p>\n\n\n\n

V\u00edt\u00e1me agiln\u00ed marketingov\u00fd v\u00fdzkum a kritiku t\u00e9mat<\/h3>\n\n\n\n

Agiln\u00ed manifesty a jejich vyu\u017eit\u00ed v podnik\u00e1n\u00ed<\/h4>\n\n\n\n

Nad\u0161en\u00ed pro manifesty je cenn\u00e9 pro podporu agiln\u00edho my\u0161len\u00ed, ale zd\u00e1 se, \u017ee se sp\u011bch\u00e1 s naps\u00e1n\u00edm dal\u0161\u00edho manifestu v ka\u017ed\u00e9 funkci podniku (management, HR, finance, prodej atd.).<\/p>\n\n\n\n

V\u011b\u0159\u00edm, \u017ee zkoum\u00e1n\u00ed v\u0161ech agiln\u00edch manifest\u016f m\u00e1 smysl!<\/p>\n\n\n\n

Chv\u00e1lyhodn\u00e1 otev\u0159enost<\/h4>\n\n\n\n

V\u0161imn\u011bte si, \u017ee n\u011bkter\u00e9 manifesty jsou moud\u0159e a z\u00e1m\u011brn\u011b transparentn\u00ed, otev\u0159en\u00e9 kontrole a p\u0159izp\u016fsobiv\u00e9. Pr\u00e1v\u011b proto p\u0159i tvorb\u011b Manifestu agiln\u00edho marketingu jeho auto\u0159i p\u0159idali n\u00e1sleduj\u00edc\u00ed v\u00fdzvu k p\u0159isp\u00edv\u00e1n\u00ed, v n\u00ed\u017e uvedli:<\/p>\n\n\n\n

\"\u017d\u00e1d\u00e1me v\u00e1s o pomoc s t\u011bmito ot\u00e1zkami:<\/p>\n\n\n\n

    \n
  1. Jsou to spr\u00e1vn\u00e9 hodnoty?<\/li>\n\n\n\n
  2. M\u011bli bychom n\u011bkterou z nich vy\u0159adit?<\/li>\n\n\n\n
  3. M\u011bli bychom n\u011bjakou konsolidovat?<\/li>\n\n\n\n
  4. Nep\u0159ehl\u00e9dli jsme n\u011bco?\"<\/li>\n<\/ol>\n\n\n\n

    Tyto \u010dty\u0159i ot\u00e1zky, kter\u00e9 najdete na str\u00e1nk\u00e1ch agilemarketingmanifesto.org, dodnes dob\u0159e odr\u00e1\u017eej\u00ed agiln\u00ed zp\u016fsob my\u0161len\u00ed, kter\u00fd prok\u00e1zali tv\u016frci manifestu, jasn\u011b vyjad\u0159uj\u00ed otev\u0159enost a jsou sv\u011bdectv\u00edm osv\u011bd\u010den\u00fdch postup\u016f Jima Ewela, Johna Casse, Franka Dayse, Travise Arnolda, Rohna Jaye Millera, Jaschy Kaykas-Wollfa, Deborah Millerov\u00e9, Parkera Trewina a Nicolette Androski.<\/p>\n\n\n\n

    To je p\u0159\u00edkladem toho, jak d\u016fle\u017eit\u00e9 je zamyslet se nad t\u00edm, co ji\u017e bylo vytvo\u0159eno jako osv\u011bd\u010den\u00e9 postupy v oblasti agiln\u00edch hodnot a princip\u016f a jak by mohly b\u00fdt manifesty vz\u00e1jemn\u011b propojeny.<\/p>\n\n\n\n

    Rozpozn\u00e1n\u00ed agiln\u00edch marketingov\u00fdch stavebn\u00edch kamen\u016f<\/h4>\n\n\n\n

    M\u016f\u017eeme tedy voln\u011b uva\u017eovat o tom, jak roz\u0161\u00ed\u0159it manifesty agiln\u00edho podnik\u00e1n\u00ed na z\u00e1klad\u011b pl\u00e1nu, kter\u00fd byl k dispozici ji\u017e 8 let p\u0159ed vznikem manifestu agiln\u00edho marketingu. Deklarace vz\u00e1jemn\u00e9 z\u00e1vislosti poskytuje velmi komplexn\u00ed - \"agiln\u00ed a adaptivn\u00ed p\u0159\u00edstupy k propojen\u00ed lid\u00ed, projekt\u016f a hodnot\". (Hartmann-Preuss, 2006).<\/p>\n\n\n\n

    M\u016f\u017eeme tak\u00e9 nap\u0159\u00edklad prozkoumat, pro\u010d se n\u011bkter\u00e9 agiln\u00ed hodnoty a principy nep\u0159en\u00e1\u0161ej\u00ed z jednoho manifestu do druh\u00e9ho?  <\/p>\n\n\n\n

    P\u0159ehled hodnot agiln\u00edho marketingu<\/h4>\n\n\n\n

    Pro\u010d je nap\u0159\u00edklad princip #10 v agiln\u00edm marketingu shrnut jako \"Jednoduchost je nezbytn\u00e1\", m\u00edsto aby byl stejn\u00fd jako v agiln\u00edm v\u00fdvoji, kter\u00fd najdeme na str\u00e1nk\u00e1ch agilemanifesto.org: \"Jednoduchost - um\u011bn\u00ed maximalizovat mno\u017estv\u00ed nevykonan\u00e9 pr\u00e1ce - je nezbytn\u00e1.\"<\/p>\n\n\n\n

    Na jedn\u00e9 stran\u011b z\u00e1sada KISS (Keep it simple, stupid) zaji\u0161\u0165uje, \u017ee vytvo\u0159\u00edme jen to, co je pot\u0159eba, ale m\u016f\u017ee vyvolat \u0161patn\u00fd dojem jednoduchosti, proto\u017ee m\u016f\u017ee v\u00e9st k nedostate\u010dn\u011b propracovan\u00e9mu marketingu - p\u0159\u00edli\u0161 jednoduch\u00e9mu. P\u0159esto rozhodn\u011b nejsem zast\u00e1ncem p\u0159\u00edli\u0161 jednoduch\u00e9ho marketingu.<\/p>\n\n\n\n

    Existuj\u00ed d\u016fkazy o tom, \u017ee princip \"jednoduchosti\" agiln\u00edho marketingu mohl b\u00fdt vn\u00edm\u00e1n stejn\u00fdm zp\u016fsobem, jak\u00fdm je zam\u00fd\u0161len v Manifestu agiln\u00edho marketingu, d\u0159\u00edv\u011bj\u0161\u00ed Manifest agiln\u00edho marketingu Miguela Tama (Tam, 2010) jasn\u011b ukazuje, \u017ee se o n\u011bm uva\u017eovalo.<\/p>\n\n\n\n

    Podstatu tohoto principu vid\u00edm v agiln\u00edm v\u00fdvoji a ur\u010dit\u011b je vhodn\u00e9 ji prozkoumat, proto\u017ee marketing m\u016f\u017ee n\u011bkdy trp\u011bt zbyte\u010dn\u00fdm \u00fasil\u00edm a promarn\u011bn\u00fdmi p\u0159\u00edle\u017eitostmi. Mo\u017en\u00e1 by tento princip v tomto sv\u011btle mohl n\u011bkter\u00fdm jednotlivc\u016fm pomoci p\u0159i maximalizaci mno\u017estv\u00ed pr\u00e1ce (nikoli prioritn\u00ed), kter\u00e1 se v marketingu NEvykon\u00e1v\u00e1.<\/p>\n\n\n\n

    Je t\u0159eba p\u0159iznat, \u017ee ka\u017ed\u00e1 discipl\u00edna m\u00e1 sv\u00e1 specifika. Kdy\u017e v\u0161ak objev\u00edme spole\u010dn\u00e9 osv\u011bd\u010den\u00e9 postupy v agiln\u00edch manifestech nap\u0159\u00ed\u010d discipl\u00ednami, mo\u017en\u00e1 zjist\u00edme, \u017ee toho m\u00e1me spole\u010dn\u00e9ho mnohem v\u00edce, ne\u017e si mysl\u00edme.<\/p>\n\n\n\n

    Obchodn\u00ed agilita a Shu-Ha-Ri<\/h4>\n\n\n\n

    Stejn\u00e9 v\u00fdzvy a p\u0159\u00edle\u017eitosti, kter\u00e9 pozorujeme p\u0159i aplikaci manifest\u016f v podnikov\u00fdch discipl\u00edn\u00e1ch, mohou b\u00fdt vod\u00edtkem pro na\u0161e koncepty pro p\u0159ijet\u00ed a zaveden\u00ed v organizac\u00edch. Dne\u0161n\u00ed nad\u0161en\u00ed pro Shu-Ha-Ri lze tak\u00e9 kontemplovat a roz\u0161\u00ed\u0159it prost\u0159ednictv\u00edm roz\u0161\u00ed\u0159en\u00ed Kokoro (Cockburn, 2015), kter\u00e9 navrhl Alistair Cockburn, a tak\u00e9 poskytnout novou p\u0159\u00ednosnou optiku nap\u0159. srovn\u00e1n\u00edm Shu-Ha-Ri-Kokoro s Dunning-Krugerov\u00fdm efektem (Dunning, 2011).<\/p>\n\n\n\n

    Nap\u0159\u00edklad voln\u011b zkoum\u00e1m a kombinuji v\u00edce n\u00e1zor\u016f, kter\u00e9 ji\u017e vyj\u00e1d\u0159ili ob\u0159i a obryn\u011b p\u0159ede mnou, a vyjad\u0159uji sv\u00e9 post\u0159ehy, jako nap\u0159\u00edklad graf, kter\u00fd jsem vytvo\u0159il pro svou t\u0159\u00eddu agiln\u00edho marketingu. <\/p>\n\n\n\n

    Zjistil jsem, \u017ee je u\u017eite\u010dn\u00e9 vytvo\u0159it tabulku, kter\u00e1 vizualizuje SHU-HA-RI-KOKORO a d\u016fle\u017eitost rozli\u0161ov\u00e1n\u00ed mezi d\u016fv\u011brou z\u00edskanou brzy z kognitivn\u00edch p\u0159edsudk\u016f a d\u016fv\u011brou z\u00edskanou ze skute\u010dn\u00e9ho mistrovstv\u00ed Kokoro.<\/p>\n\n\n\n

    Lep\u0161\u00ed porozum\u011bn\u00ed Shu-Ha-Ri<\/h5>\n\n\n\n

    Mo\u017en\u00e1 se zde nakonec pod\u011bl\u00edm o srovn\u00e1vac\u00ed graf, ale nejprve chci oslovit doktora Alistaira Cockburna, abych zjistil, co si o tom mysl\u00ed. <\/p>\n\n\n\n

    Z\u016fst\u00e1v\u00e1m transparentn\u00ed, otev\u0159en\u00fd kontrole a p\u0159izp\u016fsobiv\u00fd, proto nev\u00e1hejte a pomozte mi zv\u00e1\u017eit nov\u00fd \u00fahel pohledu nebo p\u0159idejte sv\u016fj hlas k tomuto pozorov\u00e1n\u00ed.<\/p>\n\n\n\n

    Existuj\u00ed r\u016fzn\u00e9 typy agiln\u00edho marketingu?<\/h4>\n\n\n\n

    Existuj\u00ed typy agiln\u00edho marketingu; pokud ano, vysv\u011btluje organiza\u010dn\u00ed rozsah a struktura, pro\u010d existuj\u00ed rozd\u00edly?<\/p>\n\n\n\n

    Agilita by mohla b\u00fdt jako fyzika, proto\u017ee kvantov\u00e1 fyzika se chov\u00e1 jinak a jej\u00ed pravidla se m\u011bn\u00ed v z\u00e1vislosti na m\u011b\u0159\u00edtku a velikosti. Agiln\u00ed marketing by se tedy p\u0159i aplikaci ve startupu nebo mal\u00e9 a st\u0159edn\u00ed firm\u011b li\u0161il od marketingov\u00e9 agility, se kterou se setk\u00e1v\u00e1me v nadn\u00e1rodn\u00edch spole\u010dnostech.<\/p>\n\n\n\n

    Nadn\u00e1rodn\u00ed jedine\u010dn\u00e9 v\u00fdzvy v oblasti strategick\u00e9 flexibility?<\/h5>\n\n\n\n

    Zji\u0161t\u011bn\u00ed zalo\u017een\u00e1 na vn\u00edm\u00e1n\u00ed 107 gener\u00e1ln\u00edch \u0159editel\u016f nadn\u00e1rodn\u00edch spole\u010dnost\u00ed nazna\u010duj\u00ed, \u017ee existuj\u00ed \u00fa\u010dinky kultury a struktury na strategickou flexibilitu, konkr\u00e9tn\u011b zji\u0161t\u011bn\u00ed, \u017ee \"velikost \u00fasil\u00ed o inovaci obchodn\u00edho modelu zm\u00edr\u0148uje \u00fa\u010dinek rekonfigurace na strategickou flexibilitu\" (Bock et al, 2012).<\/p>\n\n\n\n

    Jedine\u010dn\u00e9 schopnosti a struktury nadn\u00e1rodn\u00edch spole\u010dnost\u00ed?<\/h5>\n\n\n\n

    Obchodn\u00ed praxe velk\u00fdch nadn\u00e1rodn\u00edch spole\u010dnost\u00ed klade d\u016fraz na v\u011bt\u0161\u00ed agilitu prost\u0159ednictv\u00edm rozvoje v\u011bt\u0161\u00edch schopnost\u00ed a struktur.<\/p>\n\n\n\n

    Nap\u0159\u00edklad v roce 2015 zd\u016fraznila spole\u010dnost Boston Consulting Group d\u016fle\u017eitost \"centralizace spr\u00e1vn\u00fdch \u010dinnost\u00ed\", proto\u017ee organizace by mohly selhat p\u0159i hled\u00e1n\u00ed optim\u00e1ln\u00edch \u0159e\u0161en\u00ed, pokud by nebyly \"dostate\u010dn\u011b strategick\u00e9 v tom, co centralizuj\u00ed\", \u010d\u00edm\u017e by \"p\u0159i\u0161ly o mo\u017enost dos\u00e1hnout \u00faspor z rozsahu\". BCG d\u00e1le vysv\u011btluje, jak se marketingov\u00e9 organizace \"sna\u017e\u00ed naj\u00edt nov\u00e9 schopnosti, stejn\u011b jako nov\u00e9 organiza\u010dn\u00ed struktury, aby byly v sou\u010dasn\u00e9m prost\u0159ed\u00ed efektivn\u00ed\" (Visser et al, 2015).<\/p>\n\n\n\n

    Spokojenost z\u00e1kazn\u00edk\u016f a budouc\u00ed n\u00e1klady?<\/h4>\n\n\n\n

    Business Agility prosazuje zam\u011b\u0159en\u00ed na hodnotu pro z\u00e1kazn\u00edka a existuje mnoho z\u0159ejm\u00fdch pob\u00eddek k udr\u017een\u00ed vysok\u00e9 \u00farovn\u011b spokojenosti z\u00e1kazn\u00edk\u016f. Jen m\u00e1lo v\u00fdzkumn\u00edk\u016f v\u0161ak d\u016fkladn\u011b zkoumalo jej\u00ed dopad a potenci\u00e1ln\u00ed p\u0159\u00ednosy na budouc\u00ed n\u00e1klady na prodej (COS). <\/p>\n\n\n\n

    Na str\u00e1nk\u00e1ch Spokojenost z\u00e1kazn\u00edk\u016f a jej\u00ed dopad na budouc\u00ed n\u00e1klady na prodej<\/strong> Studie je prvn\u00edm empirick\u00fdm a teoretick\u00fdm zkoum\u00e1n\u00edm vlivu spokojenosti z\u00e1kazn\u00edk\u016f na budouc\u00ed COS (Lim et al, 2020). <\/p>\n\n\n\n

    <\/p>\n\n\n\n

    SOUVISEJ\u00cdC\u00cd T\u00c9MATA K PROZKOUM\u00c1N\u00cd?<\/h6>\n\n\n\n

    Zva\u017ete \"Value-Co-creation\" P\u0159e\u010dt\u011bte si \u010dl\u00e1nky od Christiana Gr\u00f6nroose, Enrica Angioniho, Rity Cannas, Sarah H\u00f6nigsberg a dal\u0161\u00edch.<\/p>\n\n\n\n

    Pozv\u00e1nka na konferenci Modern Business Agility Academics<\/strong><\/h5>\n\n\n\n

    C\u00edlem tohoto blogu je pr\u016fb\u011b\u017en\u011b p\u0159id\u00e1vat jedine\u010dn\u00fd obsah od odborn\u00edk\u016f a akademik\u016f sv\u011btov\u00e9 \u00farovn\u011b v oblasti agiln\u00edho marketingu. Kontaktujte m\u011b, budu nad\u0161en\u00fd, kdy\u017e se ozvete!<\/p>\n\n\n\n

    \u010cetl jste a\u017e sem? D\u011bkuji!<\/p>\n\n\n\n

    V\u0161e nejlep\u0161\u00ed,<\/p>\n\n\n\n

    Tom<\/p>\n\n\n\n

    Autor <\/h5>\n\n\n\n

    Jmenuji se Thomas Hormaza Dow, nejsem \u017e\u00e1dn\u00fd obr! M\u016f\u017eete mi \u0159\u00edkat Tom. Jsem jen zaujat\u00fd pozorovatel v\u00fdvoje agiln\u00edho vzd\u011bl\u00e1v\u00e1n\u00ed a u\u010ditel agiln\u00edho marketingu na univerzit\u011b a vysok\u00e9 \u0161kole v Montrealu v Quebecu. Ve sv\u00e9m agiln\u00edm kou\u010dov\u00e1n\u00ed se sna\u017e\u00edm vn\u00e9st rovnov\u00e1hu mezi teorii a relevantn\u00ed modern\u00ed praxi.<\/p>\n\n\n\n

    Moje sou\u010dasn\u00e9 projekty:<\/strong> <\/p>\n\n\n\n

    <\/p>\n\n\n\n

    Vytvo\u0159en\u00ed manifestu agiln\u00edho prodeje pomoc\u00ed crowdsourcingu<\/a><\/p>\n\n\n\n

    IntrAgility, InterAgility a ExtrAgility: Typy agility a dovednost\u00ed<\/a><\/p>\n\n\n\n

    <\/p>\n\n\n\n

    Odkazy<\/h5>\n\n\n\n

    Blackie, M. (2012). Popperovsk\u00e1 perspektiva p\u0159\u00edrodov\u011bdn\u00e9ho vzd\u011bl\u00e1v\u00e1n\u00ed. International Journal of Science Education. 1. 160-167.<\/p>\n\n\n\n

    Bock, A. J., Opsahl, T., George, G., & Gann, D. M. (2012). The effects of culture and structure on strategic flexibility during business model innovation [Vliv kultury a struktury na strategickou flexibilitu p\u0159i inovaci obchodn\u00edho modelu]. Journal of Management Studies, 49(2), 279-305.<\/p>\n\n\n\n

    Bunge, M. (1998). Soci\u00e1ln\u00ed v\u011bdy v diskusi. Filozofick\u00e1 perspektiva<\/u><\/em>. Toronto: Toronto: University of Toronto Press.<\/p>\n\n\n\n

    Campa, R. (2008) Making science by serendipity: a review of Robert K. Merton and Elinor Barber's \"The travels and adventures of serendipity\", Journal of Evolution and Technology.<\/p>\n\n\n\n

    Cockburn, A. (2016). The heart of agile. Z\u00edsk\u00e1no 2021. \u00fanora, https:\/\/heartofagile.com\/wp-content\/uploads\/2019\/04\/201611-Cockburn.pdf<\/p>\n\n\n\n

    Dunning, D. (2011). Dunning-Kruger\u016fv efekt. Advances in Experimental Social Psychology - ADVAN EXP SOC PSYCHOL. 44. 247-296.<\/p>\n\n\n\n

    Lilienfeld, S. & Lynn, S. J. & Ruscio, J & Beyerstein, B. L. (2010). \"M\u00fdtus #18: Studenti se nejl\u00e9pe u\u010d\u00ed, kdy\u017e styly v\u00fduky odpov\u00eddaj\u00ed jejich styl\u016fm u\u010den\u00ed\". In: 50 velk\u00fdch m\u00fdt\u016f popul\u00e1rn\u00ed psychologie: bo\u0159en\u00ed roz\u0161\u00ed\u0159en\u00fdch myln\u00fdch p\u0159edstav o lidsk\u00e9m chov\u00e1n\u00ed. Chichester, Velk\u00e1 Brit\u00e1nie; Malden, MA: Wiley-Blackwell. s. 92-99.<\/p>\n\n\n\n

    Lim, L. G., Tuli, K. R., & Grewal, R. (2020). Spokojenost z\u00e1kazn\u00edk\u016f a jej\u00ed vliv na budouc\u00ed n\u00e1klady prodeje. Journal of Marketing, 84(4), 23-44.<\/p>\n\n\n\n

    Merton R. K. (1993), Na ramenou obr\u016f: Postitalsk\u00e9 vyd\u00e1n\u00ed<\/u><\/em>. Chicago: Chicago: University of Chicago Press.<\/p>\n\n\n\n

    Morgan, A. & Economou, D. & Way, S. & Clauset, A. (2018). Prestige drives epistemic inequality in the diffusion of scientific ideas [Presti\u017e je hnac\u00ed silou epistemick\u00e9 nerovnosti v \u0161\u00ed\u0159en\u00ed v\u011bdeck\u00fdch my\u0161lenek]. EPJ Data Science.<\/p>\n\n\n\n

    Nonaka, I. & Takeuchi, H. (1986). Hra na v\u00fdvoj nov\u00fdch produkt\u016f. Harvard Business Review. 64. 137-146.<\/p>\n\n\n\n

    Popper, K. (1978). T\u0159i sv\u011bty: Tannerova p\u0159edn\u00e1\u0161ka o lidsk\u00fdch hodnot\u00e1ch<\/u><\/em>. In U. o. Michigan (Ed.).<\/p>\n\n\n\n

    Rogers, E. M. (1962). Dif\u00faze inovac\u00ed (1. vyd\u00e1n\u00ed)<\/u><\/em>. New York: New York: Free Press of Glencoe.<\/p>\n\n\n\n

    Rogers, E. M. (1976). \"New Product Adoption and Diffusion\" (P\u0159ijet\u00ed a \u0161\u00ed\u0159en\u00ed nov\u00fdch v\u00fdrobk\u016f). Journal of Consumer Research<\/em>, ro\u010d. 2, \u010d. 4, 1976, s. 290-301. <\/p>\n\n\n\n

    Swift J. (1710) The Examiner, 9. listopadu 1710: \"Le\u017e let\u00ed a pravda kulh\u00e1 za n\u00ed.\"<\/p>\n\n\n\n

    Visser J., Field D. a Sheerin A. (2015, 5. \u0159\u00edjna). The Agile Marketing Organization (Agiln\u00ed marketingov\u00e1 organizace). BCG P\u0159evzato z
    https:\/\/www.bcg.com\/publications\/2015\/marketing-brand-strategy-agile-marketing-organization<\/p>\n\n\n\n

    \"A Manifesto for Agile Marketing\" by Miguel Tam, Topsprout Blog March 16, 2010 Retrieved Feb 2021, http:\/\/topsprout.blogspot.com\/2010\/03\/manifesto-for-agile-marketing.html <\/p>\n\n\n\n

    \"Examining the Declaration of Interdependence\" by Deborah Hartmann Preuss, INFOQ 2006 Retrieved Feb 2021, https:\/\/www.infoq.com\/news\/Examining-the-DOI\/<\/p>\n\n\n\n

    agilemanifesto.org<\/p>\n\n\n\n

    agilemarketingmanifesto.org<\/p>","protected":false},"excerpt":{"rendered":"

    Domov akademik\u016f, u\u010ditel\u016f a v\u00fdzkumn\u00edk\u016f v oblasti agility \"Na ramenou obr\u016f a obry\u0148\" ARCHIV Z BLOGU 2021 AGILE MARKETING UNIVERSITY Blog Agiln\u00ed marketingov\u00e1 univerzita A\u010dkoli n\u00e1zev tohoto blogu je Agiln\u00ed marketingov\u00e1 univerzita, naz\u00fdv\u00e1m tento blog s otev\u0159en\u00fdm p\u0159ehledem literatury o agiln\u00edm marketingu \"Na ramenou obr\u016f (a obry\u0148)\", proto\u017ee [...]<\/p>","protected":false},"author":1,"featured_media":0,"parent":0,"menu_order":0,"comment_status":"closed","ping_status":"closed","template":"","meta":{"footnotes":""},"class_list":["post-143","page","type-page","status-publish","hentry"],"yoast_head":"\nAbout Business Agility - World Business Agility+AI Education & Research<\/title>\n<meta name=\"description\" content=\"Business Agility Education ongoing Literature Review by Thomas Hormaza Dow - Community of Agile Educators, Scholars & Researchers\" \/>\n<meta name=\"robots\" content=\"index, follow, max-snippet:-1, max-image-preview:large, max-video-preview:-1\" \/>\n<link rel=\"canonical\" href=\"https:\/\/businessagility.education\/blog\/cs\/about\/\" \/>\n<meta property=\"og:locale\" content=\"cs_CZ\" \/>\n<meta property=\"og:type\" content=\"article\" \/>\n<meta property=\"og:title\" content=\"About Business Agility - 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