We’re besieged by “short-termism” in an age of 24/7 hyper-connectivity. With the empowerment of social technologies, everybody can be a pundit, proffering an interminable stream of quick fixes.
When faced with a problem, you can virtually hear the “guns” firing away…
Harvard Business Review or HBR has always been one of the mainstays of my reading list. I love how its editors seive out business and leadership articles which are meaty enough to provide a good intellectual workout without unnecessary academese.
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.
In the world of business, we’re often focused on our customer value proposition. What makes our products or services stand out in the marketplace? How do we draw the right customers at the right price?
The unfortunate thing, however, is that we often neglect to pay attention to the most important stakeholders in our organisation.
Namely, our employees.
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.
Courtesy of Bright Hub
There are two ways to look at one’s business: “inside-out” or “outside-in”. Let me go through each in turn.
The first approach starts with what one first possesses before looking at anything else. It raises questions such as what one’s organisation has in terms of capital, equipment, core competencies, human resources, customer relationships and distribution networks and how these could be leveraged upon.
Courtesy of Blaze Institute
Why do some teams produce outstanding results while others lag behind given similar resources?
The secret, according to “The New Science of Building Great Teams” in Harvard Business Review, is that successful teams have higher energy, are more engaged, and spend more time exploring outside the group. These patterns of communication and interaction are strongly correlated with performance metrics such as the average handling time in a bank’s call centre.
Courtesy of Technotraps
Beleaguered employees can now leverage on a “cheat code” to streamline work and increase their productivity – without getting into trouble.
With the subtitle “Breaking Stupid Rules For Smart Results”, Hacking Work by Bill Jensen and Josh Klein encourages workers of all stripes to utilise “benevolent” hacking to get their jobs done more effectively and efficiently.
As Facebook’s IPO continue to garner interest (both good and bad), the question on many people’s lips is this: Can Singapore produce business leaders who started young such as Mark Zuckerberg, Steve Jobs, or Bill Gates?
Image from Mashable.com
Everybody knows Steve Jobs.
Icon, innovator, brilliant entrepreneur and creator of “insanely great” products, Jobs was the founder and CEO of Apple.
Creator of legendary products like the Macintosh computer, iPod, iTunes Store, iPhone and iPad, Jobs founded the Disney beating Pixar Animations (which was later sold to the behemoth), and opened the much lauded Apple Store.