[:en]Make Room For The Atheists[:ja]無神論者のための居場所も必要[:]
[:en] I despise the so-called evangelism that tends to accompany strategic change, particularly when the objective is to persuade people that the strategic direction that the business leaders have chosen is the righteous one to the exclusion of all others.
[:en]Unconscious Hypocrisy[:ja]悪例となる態度を無意識に示してはいないか[:]
[:en]Most hypocrisy is committed unconsciously, and only with the best intentions by otherwise intelligent and capable leaders. A leader creates a corporate culture through his or her behavior, whether consciously or not. That is why unconscious hypocrisy can be such an insidious problem to resolve for those in leadership.
[:en]The Three Freedoms of Engagement[:ja]取り組みを促す３つの自由[:]
[:en]I don’t need to rely on the stock recommendations from prepackaged employee engagement surveys to gauge and improve a staff’s emotional commitment to the business, and neither do you. All I need to do is to gauge the degree of the three freedoms of employee engagement listed below, and that will tell me what I need to know.
[:en]Growth is a State of Mind, Not a Market[:ja]企業の成長とは市場の状況ではなく、気持ちの持ち方によりもたらされるものである[:]
[:en]Return on investment of overseas acquisitions made by Japanese companies, with some exceptions, is feeble by large and at times disastrous.
[:en]The World is Given, But The Frame is Yours[:ja]この世界をどう切り取るかは、あなた次第[:]
[:en]The world is given, but in photography, you frame the world as you want it. The photograph is your own. The leader of a business does much the same. You take the world as you want it. The frame is of your own choosing.
[:en]Who’s Eating Your Lunch?[:ja]この瞬間にもシェアを奪い取られてはいないか[:]
[:en] I can often sell my clients’ businesses better than they can sell themselves. Some have little sense of the magnitude of strategic value they are capable of providing their customers, whereas others have sales staff who rarely communicate such value, much less understand it. As a result, they undercharge their customers or otherwise find themselves merely pushing product to low-level buyers.
Eschew the Putative Best People 「最高の人材」など存在しない
Your company should not have mass appeal as a great place to work, if it is exceptional people you want to attract.
[:en]Campaigns Don’t Shape Brands[:ja]ブランドとはキャンペーンによって形作られるものではない[:]
[:en]Campaigns don’t shape brands. Leaders do. Campaigns merely project to the outside world the brand as perceived by the people inside your company, whether that brand is how you like it or not. Dissonance will cause any branding campaign to fail, no matter what you do.
[:en]Ignore The Competition[:ja]競争相手は無視すること[:]
[:en]Focusing on what the competition is doing in considering your own strategy tacitly enables your competitors to force you to compete on their terms. For breakthrough strategy, forget about the competition.
[: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.
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