Thursday, September 09, 2010
service biz , leadership and management
ook. The other was focus on new service lines that were essentially nonlinear. If you look at a traditional business, which is really service business, growth in revenues implies proportional growth in head count. And since it was important to improve the cost structure, we started focusing on business lines where growth in revenue did not imply proportional growth in head count.
----------------------------------------------------------
Tweeet : "if those idiots in Florida proceed w/their "Koran burning" festival on 9/11 it will do more for Al Queda recruitment than Abu Grahaib! "
--------------------------------------------------------------------------------------------
Worse still, this distinction seems to be used as a reason for leaders to avoid the hard work of learning about the people that they lead, the technologies their companies use, and the customers they serve. I remember hearing of a cell phone company CEO, for example, who never visited the stores where his phones were sold — because that was a management task that was beneath him — and kept pushing strategies that reflected a complete misunderstanding of customer experiences. ( in linked in too)
----------------------------------------------------------------------------------------------------
This ability to go back and forth between the little details and the big picture is also evident in the leaders I admire most who aren't usually thought of as dreamers.( linked in)
----------------------------------------------------------
Tweeet : "if those idiots in Florida proceed w/their "Koran burning" festival on 9/11 it will do more for Al Queda recruitment than Abu Grahaib! "
--------------------------------------------------------------------------------------------
Worse still, this distinction seems to be used as a reason for leaders to avoid the hard work of learning about the people that they lead, the technologies their companies use, and the customers they serve. I remember hearing of a cell phone company CEO, for example, who never visited the stores where his phones were sold — because that was a management task that was beneath him — and kept pushing strategies that reflected a complete misunderstanding of customer experiences. ( in linked in too)
----------------------------------------------------------------------------------------------------
This ability to go back and forth between the little details and the big picture is also evident in the leaders I admire most who aren't usually thought of as dreamers.( linked in)
Labels: Knowledge at Wharton
