Tag: business strategy
Imagine watching a magical performance by David Copperfield.
Rather than dazzle you with his breathtaking acts, Copperfield regales you the audience with his childhood story. He relates how his grandfather – a crusty old man – never gave Copperfield or his father the approval they craved.
Oh the woes of the SME retail sector in Singapore. I’m sure you’ve read or heard about them.
Demanding consumers. Price competition. Sky high rentals. Relentless staff turnover (up to 300% a year in extreme cases). Difficulty in hiring. Competition from big chains. Rising utility costs. Increasing costs of goods. Growing transportation costs.
The list of problems faced by SME retailers is seemingly endless.
Was Borders a victim of Disruptive Innovation? (courtesy of Wikimedia Commons)
Tower Records. Borders. Kodak. Maybe even Research In Motion (RIM)?
The list of casualties to disruptive innovations grow longer each day. By clinging to the status quo and failing to recognise the threats of disruptive consumer behaviours, technologies, or business models, these companies have sounded their own death knell.
GrabCar and Uber has disrupted taxis in Singapore and around the world (Courtesy of GrabCar)
Have you wondered how innovations can be “disruptive”? Or why entire industries can be wiped out with new entrants?
Din Tai Fung is a paragon of productivity (courtesy of Aroma Cookery)
Business as usual can no longer work in Singapore. We desperately need to change.
While we’ve enjoyed modest economic growth of 1.3% in 2012, and are estimated to experience 1% to 3% GDP growth this year, labour productivity declined by 2.6% last year. This wiped out productivity gains of 1.3% the year before, with the impact felt across manufacturing, construction and services sectors. Only the Info Comm sector experienced growth.
Hit by a flash of inspiration, you decided one day to pursue your dream.
You are all fired up and raring to go. After slaving away for goodness knows how long, you have perfected your recipe for world domination.
Don’t hire a consultant who doesn’t look good in a suit (courtesy of consulta panel)
Are consultants a boon or a bane? Do they really help or hurt your organisation?
This is the question I’ve been asking myself lately. Tasked with improving things in the organisation, my mind reflected upon the pros and cons of hiring management consultants.
Why do some companies succeed in turbulent times while others fail?
Is there a “secret sauce” to enduring corporate performance?