[:en]The Ethics of Symbolism[:ja]象徴主義の倫理[:]
[:en]There is nothing inherently wrong with symbolism. It is only symbolism that masquerades inaction that is unethical and destructive.
[:en]Conversation with Visa Japan Country Manager Seiji Yasubuchi[:ja]ビザ・ジャパンのカントリーマネージャー、安渕聖司氏から学んだこと[:]
[:en]On April 3rd, I conducted an onstage conversation with Visa Japan Country Manager, Seiji Yasubuchi, at the Tokyo American Club for the American and French Chambers of Commerce in Japan. We had a full house! Here are my takeaways from my discussion with Seiji.
[:en]Identify Cause. Never Presume. [:ja]大切なのは原因を突き止めること。仮定はすべからず。[:]
[:en] The CEO of a well-known US company in Japan contacted me recently to ask whether I thought flatter organizational structures are better than more hierarchical ones. He learned that vital information from the ranks was not getting to him fast enough and thought that a flatter structure might resolve the problem. He was, in fact, asking the wrong question, because his question presumes cause is organizational structure, whereas it might not be.
[:en]Using R&D to Make a Sale is like Eating Your Young[:ja]研究開発部を利用して営業を上げるのは、リソースの無駄遣いである[:]
[:en]I often see sales people offer highly valuable expert services from an R&D division to a customer for free in order to make a product sale, even when the customer would likely have been happy to pay.
[:en]Invest Your Time with Your Best People[:ja]有能社員と無能社員。誰の為に時間を使うべきか。[:]
[:en]Let’s say that your company started a mentoring program as a part of corporate responsibility. Professionals like you from different different departments with varying expertise volunteer time to mentor a young person, say a high school student, a college student or maybe a young person who is out of school and working. There are more young people participating than volunteers to accommodate them. How do you select the young people to mentor? I asked this question to a group of Japanese managers at a Japanese company. Most wanted to be selective. Some said they might interview candidates to see who was the most motivated to learn, who had superior communication […]
[:en]The Pitfalls of Sales Management[:]
[:en] Steve shares the pitfalls of sales management. They include: Promoting the wrong people in to management Giving quota to the sales managers Using sales manager to support the weak instead of the strong sales persons [:]
[:en]What a Sales Manager Is and Is Not[:]
[:en] Steve explains that a sales manager is: A leader A coach A councilor A strategist An executor They are not: A salesperson that carries a quota A babysitter A data collector and reporter only [:]
[:en]The Role of Sales Manager[:]
[:en] Steve explains that four things are important to keep in mind: Keeping the sales team focused Making the best sales people even better Empowering others to be great sales people [:]
[:en]Garbage in, Garbage Stays[:ja]不要なデータを溜めたままにしていませんか[:]
[:en]Last week in New York, my fellow Consulting Hall-of-Famers and I were treat to a deli lunch at New York’s iconic Katz’s. If you are not familiar with Katz’s, it is in the famous deli scene of the 1989 hit movie, When Harry Met Sally (http://youtu.be/F-bsf2x-aeE). At Katz’s, I met a corned beef sandwich there that made an offer I couldn’t refuse. Even as my stomach began to say ‘no’ to what must have been a pound of corned beef stacked high on rye, my mouth continued to say ‘yes.’ Katz’s for all its greatness has one idiosyncratic practice. When you enter Katz’s, a man at the door hands you a purple […]
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