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.
Participants and facilitators of the inaugural YLT in Singapore
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?
Well, perhaps the Young Leaders of Tomorrow (YLT) programme can help to usher the way.
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.
Jeremy Lin sure knows a thing or two about scoring (courtesy of streetball.com)
Establishing clear goals is one of the most important things you need to do in any organisation which you work in. Otherwise known as objectives, goals provide an end point for one to aspire and work towards, providing purpose and meaning to any endeavour.
The analogy of sports provides the clearest example of goal setting. With a clear goal in place – kicking the ball through the goal posts, throwing a ball into a basket (who haven’t heard of Jeremy Lin?), or hitting a ball through an opponent’s racket – players and spectators alike would know where to focus their energies and emotions.
You can still buy Kodak Film these days! Source of image
Do you know that Kodak went through bankruptcy proceedings and have re-emerged?
Repositioned as a technology company focused on imaging for business, Kodak is a far cry from its halcyon years. Today, its main business segments are Digital Printing & Enterprise and Graphics, Entertainment & Commercial Films.
Crystal Jade Golden Palace in The Paragon (courtesy of Crystal Jade)
In the restaurant-eat-restaurant world of F&B, few local brands have stood up as clearly as Crystal Jade, one of the market leaders in Singapore.
Celebrating its 20th anniversary last year with a refreshing of its identity that involved extensive refurbishments at its restaurants, Crystal Jade enjoyed a turnover of S$240 million in 2010.
As the head honcho leading an organisation, being a good CEO isn’t an easy job. Sure, they’ll probably pay you more (or much much more) than the average salary man down the food chain, but the expectations are often sky high.
For a start, a good CEO has to have vision, ambition and the ability to inspire and motivate the troops. She needs to be great with forging relationships with customers, employees, partners, board members, investors, suppliers, government regulators and other stakeholders. Functioning as a mentor, coach, drill sergeant, and referee, she wears multiple hats depending on whom she speaks to.
Michael Beer (courtesy of Yale Chief Executive Leadership Institute)
To rise above the vagaries of the uncertain economy, what should companies do? How can they manage the wrath of Wall Street and the severe backlash of a liquidity crunch?
Well according to Michael Beer from Harvard Business School, the answer is that companies should embrace a higher purpose. In an excellent podcast from HBR Ideacast, Beer shares some of the characteristics of these firms and the leadership styles that they embody.