Saturday, June 24, 2017
Decison Making and accountability in the Times of Big Data and Analytics
( Book Excerpt ) Decision Making mixup in Big Data & Techie Times
" Managing decisions "
By: AARON DE SMET ET AL
It’s the best and worst of times for decision-makers. Swelling stockpiles of data, advanced analytics and intelligent algorithmsare providing organisations with powerful new inputs and methods for making all manner of decisions.
Corporate leaders also are much more aware today than they were 20 years ago of the cognitive biases — anchoring, loss aversion, confirmation bias and many more — that undermine decision-making without our knowing it.
Some have already created formal processes — checklists, devil’s advocates, competing analytic teams and the like — to shake up the debate and create healthier decision-making dynamics.
Now for the bad news. In many large global companies, growing organisational complexity, anchored in strong product, functional and regional axes, has clouded accountabilities.
That means leaders are less able to delegate decisions cleanly, and the number of decisionmakers has risen.
The reduced cost of communications brought on by the digital age has compounded matters by bringing more people into the flow via email, and internal knowledge-sharing platforms.
The result is too many meetings and email threads with too little high-quality dialogue.
The untangling solution: to become flatter and more agile, with decision authority and accountability going hand in hand.
Excerpted From “Untangling Your Organisation’s Decision-Making”
" Managing decisions "
By: AARON DE SMET ET AL
It’s the best and worst of times for decision-makers. Swelling stockpiles of data, advanced analytics and intelligent algorithmsare providing organisations with powerful new inputs and methods for making all manner of decisions.
Corporate leaders also are much more aware today than they were 20 years ago of the cognitive biases — anchoring, loss aversion, confirmation bias and many more — that undermine decision-making without our knowing it.
Some have already created formal processes — checklists, devil’s advocates, competing analytic teams and the like — to shake up the debate and create healthier decision-making dynamics.
Now for the bad news. In many large global companies, growing organisational complexity, anchored in strong product, functional and regional axes, has clouded accountabilities.
That means leaders are less able to delegate decisions cleanly, and the number of decisionmakers has risen.
The reduced cost of communications brought on by the digital age has compounded matters by bringing more people into the flow via email, and internal knowledge-sharing platforms.
The result is too many meetings and email threads with too little high-quality dialogue.
The untangling solution: to become flatter and more agile, with decision authority and accountability going hand in hand.
Excerpted From “Untangling Your Organisation’s Decision-Making”
Labels: Citings
Thursday, November 17, 2016
Behavioral Science & its application in customer service - various industries
" Psychology matters"
By John Devine & Keith Gilson
Service operations seem a natural setting for the ideas of behavioural science.… Companies care deeply about the quality of those interactions and invest heavily in effective websites and in responsive, simplified call centres.
Yet, the application of behavioural science to service operations seems spotty at best. Its principles have been implemented by relatively few companies, such as the telecom business, which found that giving customers some control over their service interactions by allowing them to schedule field service visits at specific times could make them more satisfied.…
Many more companies ignore what makes people tick. Banks, for example, often disturb the customer experience by altering the menus on ATMs or the interactive-voiceresponse systems in call centres.
They fail to recognise the psychological discomfort customers experience when faced with unexpected changes.
Likewise, for every restaurant that surrounds a bill’s arrival with a succession of complementary desserts — capitalising on the customer’s preference for service encounters that end positively — there are a lot of call centres that ignore the importance of a strong finish.
Indeed, many companies actively work against one by placing so much emphasis on average handling times that they inadvertently encourage agents to end a call once its main business is complete, leaving customers with memories of brusque treatment.
From “Using behavioural science to improve the customer experience”
DISCLAIMER : Views expressed above are the author's own.
Courtesy : Economic Times .
By John Devine & Keith Gilson
Service operations seem a natural setting for the ideas of behavioural science.… Companies care deeply about the quality of those interactions and invest heavily in effective websites and in responsive, simplified call centres.
Yet, the application of behavioural science to service operations seems spotty at best. Its principles have been implemented by relatively few companies, such as the telecom business, which found that giving customers some control over their service interactions by allowing them to schedule field service visits at specific times could make them more satisfied.…
Many more companies ignore what makes people tick. Banks, for example, often disturb the customer experience by altering the menus on ATMs or the interactive-voiceresponse systems in call centres.
They fail to recognise the psychological discomfort customers experience when faced with unexpected changes.
Likewise, for every restaurant that surrounds a bill’s arrival with a succession of complementary desserts — capitalising on the customer’s preference for service encounters that end positively — there are a lot of call centres that ignore the importance of a strong finish.
Indeed, many companies actively work against one by placing so much emphasis on average handling times that they inadvertently encourage agents to end a call once its main business is complete, leaving customers with memories of brusque treatment.
From “Using behavioural science to improve the customer experience”
DISCLAIMER : Views expressed above are the author's own.
Courtesy : Economic Times .
Labels: Citings
Sunday, September 04, 2016
Change Management , during the times of resistance
ET Citings
“Winning hearts and minds in the 21st century” by Tessa Basford & others
TESSA BASFORD ET AL
The psychological contract that traditionally bound employees to their employers has been fraying.…
Job-hopping has been described as the ‘new normal’, and millennials are expected to hold 15-20 positions over the course of their working lives.
Meanwhile, middle management — the executives who traditionally act as a conduit for communication from the top to the bottom of companies — has been hollowed out !
So it’s no surprise that in the face of these 2 trends, leaders struggle to get their employees to embrace big change programmes. Rather than adapt to the demands of organisational transformation, employees are more likely to resist passively, undermining the effort and spreading that contagion across the organisation.
Or they might simply decide that such a transformation is not worth the risk and look for their next opportunity elsewhere. To counter these problems, it’s more important than ever for companies in transition to invest time and effort in changing the mindsets and behaviour of the workforce.
Example :
Digital advances can turbocharge efforts to foster understanding and conviction, thereby helping employees to feel more involved in change efforts and better able to play a role in shaping them.
Consider how modern digital communications make it easy to PERSONALIZE messages, TAILORING them to the needs of individuals and delivering them DIRECTLY to frontline employees.
From “Winning hearts and minds in the 21st century”
“Winning hearts and minds in the 21st century” by Tessa Basford & others
TESSA BASFORD ET AL
The psychological contract that traditionally bound employees to their employers has been fraying.…
Job-hopping has been described as the ‘new normal’, and millennials are expected to hold 15-20 positions over the course of their working lives.
Meanwhile, middle management — the executives who traditionally act as a conduit for communication from the top to the bottom of companies — has been hollowed out !
So it’s no surprise that in the face of these 2 trends, leaders struggle to get their employees to embrace big change programmes. Rather than adapt to the demands of organisational transformation, employees are more likely to resist passively, undermining the effort and spreading that contagion across the organisation.
Or they might simply decide that such a transformation is not worth the risk and look for their next opportunity elsewhere. To counter these problems, it’s more important than ever for companies in transition to invest time and effort in changing the mindsets and behaviour of the workforce.
Example :
Digital advances can turbocharge efforts to foster understanding and conviction, thereby helping employees to feel more involved in change efforts and better able to play a role in shaping them.
Consider how modern digital communications make it easy to PERSONALIZE messages, TAILORING them to the needs of individuals and delivering them DIRECTLY to frontline employees.
From “Winning hearts and minds in the 21st century”
Labels: Citings
Saturday, September 03, 2016
Cutomer Lifetime Value ( CLV ) and how to find it ? by Peter Fader
Book Extract
Cutomer Lifetime Value ( CLV ) and how to find it ?
By Peter Fader
As I celebrate year 30 on the faculty here, I’ve spent about half that time — well, I’ve spent all that time — building mathematical models to predict different things about consumer behaviour.
But I spent about half that time on this notion of customer lifetime value.
Can we look at what a customer has done in the past and make a pretty accurate projection of what they are likely to do in the future? And it’s not only coming up with a single number, it’s breaking it down into how long will this customer maintain the relationship with us?
How many more transactions will they have?
What will be the size of those transactions?
So, it takes in a number of predictive elements that, when you combine them all together, gives you CLV [Customer Lifetime Value]. I’ve been…developing these models, and they’re really accurate and diagnostic, and really good. I’ve been going to companies and saying, “Here is a cool new thing that can really help you run your business better,” and a lot of companies, especially retailers, say,
“Ah, we’re busy.We can’t deal with all of that math stuff, we’re trying to sell things here.”
Let’s try to motivate retailers, or the companies, gaming companies, pharmaceutical firms, telecommunications firms, by thinking about this big, broad strategy of putting the right customers at the centre of everything that we do.
From “How to Find Your Most Valuable Customers” by Peter Fader
Cutomer Lifetime Value ( CLV ) and how to find it ?
By Peter Fader
As I celebrate year 30 on the faculty here, I’ve spent about half that time — well, I’ve spent all that time — building mathematical models to predict different things about consumer behaviour.
But I spent about half that time on this notion of customer lifetime value.
Can we look at what a customer has done in the past and make a pretty accurate projection of what they are likely to do in the future? And it’s not only coming up with a single number, it’s breaking it down into how long will this customer maintain the relationship with us?
How many more transactions will they have?
What will be the size of those transactions?
So, it takes in a number of predictive elements that, when you combine them all together, gives you CLV [Customer Lifetime Value]. I’ve been…developing these models, and they’re really accurate and diagnostic, and really good. I’ve been going to companies and saying, “Here is a cool new thing that can really help you run your business better,” and a lot of companies, especially retailers, say,
“Ah, we’re busy.We can’t deal with all of that math stuff, we’re trying to sell things here.”
Let’s try to motivate retailers, or the companies, gaming companies, pharmaceutical firms, telecommunications firms, by thinking about this big, broad strategy of putting the right customers at the centre of everything that we do.
From “How to Find Your Most Valuable Customers” by Peter Fader
Labels: Citings
Thursday, August 11, 2016
Debiasing Decisions
Debiasing Decisions
By Philip Meissner et alGood managers — even great ones — can make spectacularly bad choices. Some of them result from bad luck or poor timing, but a large body of research suggests that many are caused by cognitive and behavioural biases. While techniques to ‘debias’ decision making do exist, it’s often difficult for executives, whose own biases may be part of the problem, to know when they are worth applying.
Our early research suggests that is the case roughly 75% of the time. Two particular types of bias weigh heavily on the decisions of large corporations — confirmation bias and overconfidence bias. The former describes our unconscious tendency to attach more weight than we should to information that is consistent with our beliefs and hypotheses, and to discount information that contradicts them.
Overconfidence bias frequently makes executives misjudge their own abilities, as well as the competencies of the business.
It leads them to take risks they should not take, in the mistaken belief that they will be able to control outcomes. The combination of misreading the environment and overestimating skill and control can lead to dire consequences.
Fortunately, debiasing techniques can help organisations overcome such biases. These techniques aim to limit the effects of overconfidence by forcing the decision-maker to consider downside risks that may have been overlooked.
(From: Are You Ready to Decide?)
ET Citings 15 July 2016
Labels: Citings
“Success and Luck: Good Fortune and the Myth of Meritocracy” by Robert Frank
ET CITING
In some unknown proportion, genetic and environmental factors largely explain whether someone gets up in the morning feeling eager to begin work. If you’re such a person, you’re fortunate. Similarly, your genes and your environment determine how smart you are. If you’re smart, you’re more likely to perform well at the tasks rewarded lavishly by society, so there, too, you’re lucky.
As the economist Alan Krueger has noted, the correlation between parents’ income and their children’s income in the US is a remarkably high 0.5 — about the same as the correlation between parents’ height and their children’s. So, if you want to be highly energetic, the most important step you could take is to choose the right parents. But if you have such qualities, on what theory would it make sense for you to claim moral credit for them?
You didn’t choose your parents, nor did you have much control over the environment in which you were raised. You were just lucky. Many people don’t like to work hard and have limited endowments of cognitive abilities and other traits highly valued in the marketplace. In the competitive environments most of us inhabit, those people are unlucky.
In short, even if talent and hard work alone were enough to ensure material success — which they are not — luck would remain an essential part of the story. People with a lot of talent and an inclination to work hard are very fortunate.
Labels: Citings
Friday, July 29, 2016
Fin-Techs & Banks - to compete or to collaborate
Book Excerpt : From “Fintechs can help incumbents, not just disrupt them”
by
By Miklos Dietz et al
Intro :
" Fin-Techs " the name given to start-ups , using technology to make financial services more effective and efficient.
What they do ?
They aim at better cost control, capital allocation and customer acquisition .
Focus segments :
Almost 75% — of fintechs focus on retail banking, lending, wealth management and payment systems. ( What examples come to your mind ? )
In many of these areas, startups have sought to target the end customer directly, bypassing traditional banks and deepening an impression that they are disrupting a sector ripe for innovation. However, our most recent analysis suggests that the structure of the fintech industry is changing and that a new spirit of cooperation between fintechs and incumbents is developing.
by
By Miklos Dietz et al
Intro :
" Fin-Techs " the name given to start-ups , using technology to make financial services more effective and efficient.
What they do ?
They aim at better cost control, capital allocation and customer acquisition .
Focus segments :
Almost 75% — of fintechs focus on retail banking, lending, wealth management and payment systems. ( What examples come to your mind ? )
In many of these areas, startups have sought to target the end customer directly, bypassing traditional banks and deepening an impression that they are disrupting a sector ripe for innovation. However, our most recent analysis suggests that the structure of the fintech industry is changing and that a new spirit of cooperation between fintechs and incumbents is developing.
B2B fintechs partner with, and provide services to, established banks that continue to own the relationship with the end customer. The trend toward B2B is most pronounced in corporate and investment banking, which accounts for 15 per cent of fintech activity across markets. And less than 12 per cent are truly trying to disrupt existing business models, with sophisticated systems based on blockchain (encrypted) transactions technology, for instance.
From “Fintechs can help incumbents, not just disrupt them”
Labels: Citings
Friday, March 25, 2016
Money Illusion by Adair Turner ( 18 March 2016 ET )
Money Illusion by Adair Turner
For 50 years, private-sector leverage — credit divided by GDP — grew rapidly in all advanced economies; between 1950 and 2006, it more than tripled. But that poses a crucial question: was this credit growth necessary? Leverage increased because credit grew faster than nominal GDP.
In the two decades before 2008, the picture in most advanced economies was that credit grew at 10-15% per year versus 5% annual growth in nominal national income… If central banks had increased interest rates to slow the credit growth, our standard theory suggests that that would have led to lower real growth.
The same pattern and policy assumptions can now be seen in many emerging economies, including in particular China: each year, credit grows faster than GDP so that leverage rises, and that credit growth appears necessary to drive the economies forward. But then, we seem to need credit to grow faster than GDP to keep economies growing at a reasonable rate, but that leads inevitably to crisis, debt overhang and post-crisis recession.
We seem condemned to instability in an economy incapable of balanced growth with stable leverage. So, are future crises, as bad as 2007-08, inevitable? My answer is no, and I argue in this book that it should be possible and is essential to develop a less credit-intensive growth mode.
(From “Between Debt and the Devil: Money, Credit and Fixing Global Finance”)
Labels: Citings
Saturday, January 23, 2016
Corporate cultural Integration
By Rebecca Doherty Et Al
The skills and capabilities that companies need to improve most when they integrate are persistent and, for many, familiar. Grounding an integration in the objectives of the deal, bringing together disparate cultures, setting the right performance goals and attracting the best talent are among the top challenges that bedevil acquirers. They’re also the ones that differentiate strong performers from weaker ones.
Companies often struggle to assess and manage culture and organisational compatibility because managers focus on the wrong things. Too often, they revert to rites, rituals, language, norms and artifacts —addressing the most visible expressions of culture than the underlying management practices and working norms.
Managers often return from initial deal interactions convinced that the cultures of the companies involved are similar and will be easy to combine. As a result, they almost always apply too few resources to the cultural side of the integration, often leaving it to human resources to lead.
For cultural integration to be successful, employees must view it as core to the business. That may not happen if business leaders are not visibly leading and prioritising the cultural integration. Culture is difficult to address because it permeates an organisation — spanning levels, geographies and organisations.
From “How the best acquirers excel at integration”
Labels: Citings
Monday, November 30, 2015
Companies as thought leaders ( instead of people )
Thought Leaders
By Mark Bonchek
We all aspire to work better together. Technology is making some of that effort easier. But digital tools are only part of the answer. It’s people who ultimately make the difference.
The problem is that technologies for collaboration are improving faster than people’s ability to learn to use them. What can be done to close that gap? In today’s marketplace, the smartest companies aren’t those that necessarily out-produce the competition. Instead, it’s the organisations that out-think them. While there are plenty of tools that help us quickly understand what our teammates do, it’s harder to tell how they think.
So, we propose that just as team members have assigned doing roles, there should be thinking roles. By knowing how other members of your team and organisation think — and by others knowing how you think — everyone can be more energised, more engaged, more creative and more productive.
The first step is to identify the focus of your thinking in a particular context or setting. The next step is to notice whether your orientation in that setting swings toward the micro or the macro — the big picture or the details. These dimensions are complementary to personality, skills and traditional roles. The third step is to combine these two dimensions and see the thinking style at work in whatever context or setting you chose.
(From “What Kind of Thinker Are You?”)
Labels: Citings
Thursday, September 01, 2011
" Bobo s in Paradise " by David Brookes.
" Through out the 20 the century, it's been pretty easty to distinguish betwen the bourgeois world of capatilasm and the bohemian coounter culture.
The bourgeoisie were the square , practical ones. They defended the tradition and middle class morality. They worked for corporations, livied in suburbs and wen to church. Meanwhile, the bohemians were the free spirits who flouted convention. They were the artists and the intellectuals - the hippies and the Beats.
In the old schema, the bohemians championed the values of the radical 1960s and the bourgeois were the entreprising yuppies of the 1990 s. The intangilble world of information merges with the matiral world of money, and new phrases that combine the 2, such as ' intellectual capita;' , and ' the culture indusry' come into bogue. So, the people who thrive in this period are the ones who can turn ideas and emotions into products.
These are highly educated olk who have one foot in the bohemian world of creativity and another foot in the bourgeois realm of ambition and worldy success. The members of the new information age elite are bouregois bhomians. Or , thto take the first 2 letter of each word, they are, ' Bobo' s. These Bobo s defind our age. Theya re the new establishment. Then, hybrid culture is the atmosphere we all breathe. Their status codes now govern social life. Their moral codes give structure to our personal lives !
( there is also amazon link )
http://www.amazon.com/Bobos-Paradise-Upper-Class-There/dp/0684853787/ref=sr_1_3?s=books&ie=UTF8&qid=1314865416&sr=1-3
The bourgeoisie were the square , practical ones. They defended the tradition and middle class morality. They worked for corporations, livied in suburbs and wen to church. Meanwhile, the bohemians were the free spirits who flouted convention. They were the artists and the intellectuals - the hippies and the Beats.
In the old schema, the bohemians championed the values of the radical 1960s and the bourgeois were the entreprising yuppies of the 1990 s. The intangilble world of information merges with the matiral world of money, and new phrases that combine the 2, such as ' intellectual capita;' , and ' the culture indusry' come into bogue. So, the people who thrive in this period are the ones who can turn ideas and emotions into products.
These are highly educated olk who have one foot in the bohemian world of creativity and another foot in the bourgeois realm of ambition and worldy success. The members of the new information age elite are bouregois bhomians. Or , thto take the first 2 letter of each word, they are, ' Bobo' s. These Bobo s defind our age. Theya re the new establishment. Then, hybrid culture is the atmosphere we all breathe. Their status codes now govern social life. Their moral codes give structure to our personal lives !
( there is also amazon link )
http://www.amazon.com/Bobos-Paradise-Upper-Class-There/dp/0684853787/ref=sr_1_3?s=books&ie=UTF8&qid=1314865416&sr=1-3
Labels: Citings
Sunday, January 16, 2011
'Creating Money' by Sanaya Roman
Creating Money
| Author: Sanaya Roman |
Money is a tremendous force. The way you earn your money, accumulate it, and spend it determines whether your money will be a force that creates good or doesn't create good for you and others. It is important to hold new thoughts about money that will help it be used as a force for good on the planet.
Form follows thought; by holding new thoughts you can create new realities about money for yourself and others.
Each of you can act as a powerful broadcasting station, sending out positive ideas about money and contributing to a higher vision of money on the planet.
Beliefs in scarcity help create your wars and the taking of more than is needed from the earth.
If everyone could create the abundance that is his or her natural birthright, you would have fewer reasons for war or to harm the earth.
Your new beliefs will draw to you ways to create abundance for everyone, ways you have not even conceived of yet that tap into sunlight and other unlimited resources.
The universal supply is infinite, and it is within your technology and reach for every human being on the planet to live with enough food, warmth, clothing, and shelter.
Until you believe that, you won't experience it, but you can start by believing that it is possible to have all your own needs met. There is no limit to what you may have!
Embrace fully your capacity to create, to think in unlimited ways, and to pursue everything that you have been wanting. Be flexible, open, and willing to let the new come to you.
| Author: Sanaya Roman |
Money is a tremendous force. The way you earn your money, accumulate it, and spend it determines whether your money will be a force that creates good or doesn't create good for you and others. It is important to hold new thoughts about money that will help it be used as a force for good on the planet.
Form follows thought; by holding new thoughts you can create new realities about money for yourself and others.
Each of you can act as a powerful broadcasting station, sending out positive ideas about money and contributing to a higher vision of money on the planet.
Beliefs in scarcity help create your wars and the taking of more than is needed from the earth.
If everyone could create the abundance that is his or her natural birthright, you would have fewer reasons for war or to harm the earth.
Your new beliefs will draw to you ways to create abundance for everyone, ways you have not even conceived of yet that tap into sunlight and other unlimited resources.
The universal supply is infinite, and it is within your technology and reach for every human being on the planet to live with enough food, warmth, clothing, and shelter.
Until you believe that, you won't experience it, but you can start by believing that it is possible to have all your own needs met. There is no limit to what you may have!
Embrace fully your capacity to create, to think in unlimited ways, and to pursue everything that you have been wanting. Be flexible, open, and willing to let the new come to you.
Labels: Citings
Sunday, January 02, 2011
Winning in Emerging markets by Tarun Khanna
Winning in emerging markets
------------------------------------------------------
January 3, 2011 | Author: Tarun Khanna |
A business school in some sense is an institution that, in addition to training and teaching people to think about their role in society, serves a variety of functions from the standpoint of a potential employer.
It helps screen talent and certifies that it is of high quality... Executive search firms also complement this process.
By institutional void, we refer to the situation in most emerging markets when specialist institutions and intermediaries such as executive search firms and business schools are either completely absent or not functioning as well as they might.
So, in this example, buyers of talent can't get together as easily as they might, with sellers of talent (such as graduates of business schools).
For managers, if their business growth is predicated on hiring appropriate amounts of talent as it invariably is what do they do to compensate for the absence of support services that they might take for granted in the US or in other more mature markets?In the book we discuss at length how companies adapt to these missing institutions.
We also describe different kinds of institutional voids and give examples of companies trying to adapt.
A useful starting point for managers is to construct an institutional map and see what the institutional voids are.
It's important to have the right kinds of conversations and identify the problems that need to be resolved over and above the core function in a business of making anything from widgets to washing machines to life-saving drugs.
Amazon link on the book by Tarun Khanna, is HERE !
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------------------------------------------------------
January 3, 2011 | Author: Tarun Khanna |
A business school in some sense is an institution that, in addition to training and teaching people to think about their role in society, serves a variety of functions from the standpoint of a potential employer.
It helps screen talent and certifies that it is of high quality... Executive search firms also complement this process.
By institutional void, we refer to the situation in most emerging markets when specialist institutions and intermediaries such as executive search firms and business schools are either completely absent or not functioning as well as they might.
So, in this example, buyers of talent can't get together as easily as they might, with sellers of talent (such as graduates of business schools).
For managers, if their business growth is predicated on hiring appropriate amounts of talent as it invariably is what do they do to compensate for the absence of support services that they might take for granted in the US or in other more mature markets?In the book we discuss at length how companies adapt to these missing institutions.
We also describe different kinds of institutional voids and give examples of companies trying to adapt.
A useful starting point for managers is to construct an institutional map and see what the institutional voids are.
It's important to have the right kinds of conversations and identify the problems that need to be resolved over and above the core function in a business of making anything from widgets to washing machines to life-saving drugs.
Amazon link on the book by Tarun Khanna, is HERE !
----------------------------------------------
Labels: Citings
Tuesday, October 05, 2010
Art of Execution by Ram Charan
Execution: The discipline of getting things done
Posted on October 5, 2010 | Author: Ram Charan | View 2
If you don't get the people process right, you will never fulfill the potential of your business.
The people process is more important than either the strategic planning and decision-making or operations management
processes.
After all, it’s the people in an organisation who make judgments about how markets are changing, create strategies based on those judgments and translate strategies into operational realities.
A robust people process does three things.
It evaluates individuals accurately and in depth. It provides a framework for identifying and developing the different types of leadership talent the organisation will need to execute its strategies down the road.
It also fills the leadership pipeline that is the basis of a strong succession plan.
Very few companies accomplish all of those objectives well.
One of the biggest shortcomings of the traditional people process is that it’s backward-looking, focused on evaluating the jobs people are doing today. Far more important is whether the individuals can handle the jobs of tomorrow.
We have seen many people who led business units well but who did not have the capability to take the business to the next level. Companies often wait until the financial results are in before making corrections in key leadership positions...
It’s not hard to identify the person who is wrong for a job because of his behaviour, but it’s better to make sure such a person doesn’t rise to a critical job in the first place.
Posted on October 5, 2010 | Author: Ram Charan | View 2
If you don't get the people process right, you will never fulfill the potential of your business.
The people process is more important than either the strategic planning and decision-making or operations management
processes.
After all, it’s the people in an organisation who make judgments about how markets are changing, create strategies based on those judgments and translate strategies into operational realities.
A robust people process does three things.
It evaluates individuals accurately and in depth. It provides a framework for identifying and developing the different types of leadership talent the organisation will need to execute its strategies down the road.
It also fills the leadership pipeline that is the basis of a strong succession plan.
Very few companies accomplish all of those objectives well.
One of the biggest shortcomings of the traditional people process is that it’s backward-looking, focused on evaluating the jobs people are doing today. Far more important is whether the individuals can handle the jobs of tomorrow.
We have seen many people who led business units well but who did not have the capability to take the business to the next level. Companies often wait until the financial results are in before making corrections in key leadership positions...
It’s not hard to identify the person who is wrong for a job because of his behaviour, but it’s better to make sure such a person doesn’t rise to a critical job in the first place.
Labels: Citings
Saturday, October 02, 2010
Happiness Transformation
The happiness transformation
Posted on October 2, 2010 | Author: Andrew Lawrence |
PART of true happiness involves being of service.Being of service to others.Being of service means helping others.Without being of service and helping others,you will never feel totally happy,you will always feel incomplete and somewhat unfulfilled,as if something is missing from your life.
There are many ways you can help others.Being of service to others can take many forms and can be active or passive.Active service can be volunteering or donating your time through organisations that help others.You could volunteer at your local Red Cross,hospital or one of the many charitable organisations in your area.Or you could donate money.Or you could make an effort to help people directly,by being available to people who need help and could benefit from your talents and experience and expertise.Lawyers do this when they supply their legal services pro bono,for free.Each of us has a unique and special talent for something.Each of us has something that we love to do,that we do exceptionally well.That something,that natural talent and ability,is a good thing to use in helping others.
And,in doing that,in helping others,you will be fulfilled,you will fulfil your higher purpose in life.It's not always about having professional experience and expertise or special education in a given field (such as law,medicine,finance,etc.),it's about helping others.Being of service to others,helping others,can make you happy.And it can change the world.
Posted on October 2, 2010 | Author: Andrew Lawrence |
PART of true happiness involves being of service.Being of service to others.Being of service means helping others.Without being of service and helping others,you will never feel totally happy,you will always feel incomplete and somewhat unfulfilled,as if something is missing from your life.
There are many ways you can help others.Being of service to others can take many forms and can be active or passive.Active service can be volunteering or donating your time through organisations that help others.You could volunteer at your local Red Cross,hospital or one of the many charitable organisations in your area.Or you could donate money.Or you could make an effort to help people directly,by being available to people who need help and could benefit from your talents and experience and expertise.Lawyers do this when they supply their legal services pro bono,for free.Each of us has a unique and special talent for something.Each of us has something that we love to do,that we do exceptionally well.That something,that natural talent and ability,is a good thing to use in helping others.
And,in doing that,in helping others,you will be fulfilled,you will fulfil your higher purpose in life.It's not always about having professional experience and expertise or special education in a given field (such as law,medicine,finance,etc.),it's about helping others.Being of service to others,helping others,can make you happy.And it can change the world.
Labels: Citings
