Tag: business strategy
From its first animated feature Toy Story to Finding Nemo, Up, and Cars, Pixar Animation Studios is probably the world’s leading producer of animated features. Renowned for producing cartoon movies that stir the imagination and touch the heart, Pixar’s ability to allow “artists and geeks” to flourish makes it one of the world’s most innovative organisations.
The secrets behind Pixar’s success is ably captured in “Innovate the Pixar Way – Business Lessons From The World’s Most Creative Corporate Playground“. Written by Bill Capodagli and Lynn Jackson of The Disney Way, the book relates how Ed Catmull, Alvy Ray Smith and lengendary animator John Lasseter created a company which captures the imagination of childhood while making dreams come alive. The terrific trio did this by embracing four key principles:
Business-to-Business (B2B) content marketing is growing. Well, at least in the US.
Like Business-to-Consumer (B2C) companies, B2B firms employ a wide range of traditional and social media channels in the creation, production and publishing of content.
In this day and age, change is the only constant. Global economic uncertainties, socio-cultural shifts and technological breakthroughs make it necessary for organisations to adapt and transform themselves to remain relevant.
The question, however, is how one can drive change successfully in a stage littered with numerous failures.
How do companies like GE, Wal-Mart and Honeywell succeed? What is the secret of Jack Welch, one of the most legendary CEO in the business world today?
The answer, according to Larry Bossidy and Ram Charan, is Execution. Subtitled The Discipline of Getting Things Done, the New York Times bestseller emphasises the importance of execution in business, how companies with an execution culture conduct their business affairs, and its three core processes: people, strategy and operations.
Written by Ken Blanchard of “The One Minute Manager” fame, together with his co-authors John Britt, Pat Zigarmi and Judd Hoekstra, “Who Killed Change?” is a whodunnit with a business twist. The slim volume is easily read in one sitting and imbues one with useful pointers when implementing change management.
The plot goes like this. Somebody in the ACME organisation has killed Change. In this case, Change of course represents Change Management – a very necessary ingredient for enduring organisational effectiveness when things no longer become business as usual.
Are charismatic superstar CEOs the answer to enduring success? What about dramatic mergers and acquisitions – aren’t those the panacea to ailing companies? Finally, cutting edge technologies ought to at least have an impact on greatness, right?
Surprisingly (or perhaps unsurprisingly), the answer to these are “NO”. Not at least according to “Good to Great”, a phenomenal business bestseller published in 2001 by renowned business author Jim Collins.
Sprawled over 1.4 million square feet along Singapore’s most scenic waterfront at Marina Bay, The Fullerton Heritage is an integrated dining, hotel and retail development comprising seven heritage and new buildings – The Fullerton Hotel Singapore, The Fullerton Bay Hotel Singapore, The Fullerton Waterboat House, One Fullerton, The Fullerton Pavilion, Clifford Pier and Customs House.
Beginning with the retrofitting of the iconic Fullerton Building in 2001 to become the Fullerton Hotel, the group has given a new lease of life to heritage icons Clifford Pier (built in 1933) and Customs House (built in the 1960s), transforming them into swanky F&B destinations. Collectively, these developments have added vibrancy to the waterfront area and attracted guests both foreign and local.
Rohit Bhargava and Likeonomics (source of image)
We are facing a crisis of believability in big businesses and brands.
Triggered by the collapse of the financial system in 2008, widespread deceit by big corporate brands and sheer volume of advertising “clutter”, consumers distrust big brands, companies and governments more than ever before.
The Internet of Things is a Mega Trend for the next Decade (courtesy of Take Me To Your Leader)
If we can gaze into the crystal ball, what would the future behold? How would the next 10 years be like in terms of business, society and culture?
Thanks to an invitation from the Pacific Asia Travel Association (PATA), I discovered these answers in a talk given by Manoj Menon, Managing Director APAC of Frost & Sullivan at the recent PATA Hub City Forum 2012.