Preserve the core – stimulate change.February 1st, 2012This is an important concept – people should always “dig” in and ask the important questions during times of change –What do we need to preserve? What is core to who we are? What makes us unique and different? Have we lost that? How do we know? If we still have it, how would we describe it? At your next meeting –spend time talking about this –no matter what the size of your organization, it is worth the time. Then ask “What must we stop doing or do differently to preserve the core?” Post a CommentWho is managing your succession? Are you slipping through the cracks?October 18th, 2011Wouldn’t you like to be a fly on a wall? Did you ever wonder what they were saying about you? Whether it is a board of directors, the Chief Marketing Officer, or your immediate boss, someone is talking about you and your future. Are you leaving your succession conversations in the hands of others? Just as importantly, what tools or process is the organization using to guide the process? A recent survey by the American Management Association indicated that most organizations still use informal approaches to identify future leaders. What implications does that have on you and your organization? Four things you should do:
Are you slipping through the cracks?
Post a CommentLeadership at Hewlett PackardSeptember 23rd, 2011USA Today Money Section & Our Thoughts
What a mess! One of the stalwart blue chip companies seems to have lost its way. Leadership and thinking differently about the business is more critical than ever. Where is their leadership bench strength? How did they get into this situation? How will Meg Whitman do? Does she provide a fresh perspective? Only time will tell. A few thoughts for Whitman:
If Whitman is quickly about to change the thinking — she will build the leadership bench and not only change, but set the organization up for sustained success. Click here to read the full USAToday.com article.
Post a CommentForbes: Why Google is Winning the Smartphone WarAugust 15th, 2011Google / Motorola Deal — Forget technology — it will be the strategic choices around culture that make a difference.
When we teach about strategy in our seminars, we talk about strategy as choices. One of the primary challenges is to get leaders to look at both the “hard” and “soft” choices they must make. The “hard” or “business” focus on elements such as products, technology, market share, customer and consumer, is a given. What is not always a parallel conversation are the “soft” or “cultural” elements, such as behaviors, rituals, engagement, relationships, etc. Although it is part of the conversation, it is often relegated to “implications on people” or “impact on culture” and can easily be reversed. What impact will these cultures have on the products and services of the future of this combined organization? It will be interesting to see how the two organizations will “merge” cultures. To read the full Forbes article: http://www.forbes.com/sites/parmyolson/2011/08/15/google-buys-motorola-mobility-for-12-5b-revs-up-patent-portfolio/
Post a CommentN.Y. Times Business Section: What did MySpace not do …? Who was the Consumer?July 1st, 2011How did Facebook think differently about the future? How did MySpace loose its competitive advantage? News Corporation paid $580 Million for MySpace six years ago and sold it this week for $35 Million? Enjoy the read Post a CommentBest Comapnies to work forMay 31st, 2011N.Y. Times Business Section: What did MySpace not do …? Who was the Consumer? How did Facebook think differently about the future? How did MySpace loose its competitive advantage? News Corporation paid $580 Million for MySpace six years ago and sold it this week for $35 Million? Enjoy the read http://dealbook.nytimes.com/2011/06/29/news-corp-sells-myspace-for-35-million/?scp=2&sq=myspace&st=Search Post a CommentBloomberg Businessweek Survey on LeadershipMarch 16th, 2011During the economic crisis we saw an uptick in companies investing in focused competency development. One of those was building the leadership muscle in strategic thinking. Our own work supports the findings in this survey. Organizations that build this capability think differently and solve problems faster and more effectively than those who don’t. Most importantly, they are able to change quicker and more deliberately.
These skills are more important than ever for today’s leaders. Strategic Thinking is what organizations value most in leaders. You can review the whole report by clicking on the link below. Post a CommentApple computer –N.Y Times Article on Strategy and CultureOctober 18th, 2010This is a great read in the NY. Times (see link below) about Apple and culture. What role does culture play in maintaining a sustainable competitive advantage? Building and sustaining a performance culture is critical for speed, flexibility and a true competitive advantage. There are several tools that must be leveraged to build and sustain a high performing culture. Communications, rituals, short-term wins, education, structure, vision and values, polices and procedures all must be aligned and leveraged. All play a critical role. Enjoy the read. http://www.nytimes.com/2010/10/18/technology/18apple.html?_r=1&ref=business Post a Comment |
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Source: American Management Association Enterprise, 2011
