CSRは贖宥状とはならない
ビジネスリーダー達が、企業の社会的責任を果たすことで、倫理的に問題があるのではないかと考えられるようなビジネスの埋め合わせをしようとするのを目にすると、不安にさせられます。
一番ビジネスを左右するのは、バリューよりも指針である
ある企業ではイノベーションをそのバリュー（共通価値観）として掲げ、社員にもいつもイノベーションと書いたものが目につくようにしてはありますが、実際には、R&Dのスタッフも含め、誰かがイノベーションを生み出す姿が見られる事は滅多にありません。
離職率を上げること
Many companies are struggling to find the qualified people they need, so they resort to retaining the people they have whether qualified or not. They fight to eliminate or at least reduce rates of attrition when it is increased attrition that can do the business the most good. Retention of the best is all that matters. Recently, the head of a large business unit of a major international company here in Japan told me that the company’s rate of attrition is of no particular concern to him, even though it is higher than industry average.
人材とは募集するものではなく、引き抜くものである
Don’t recruit. Poach. In a tight labor market, there is no percentage in tentativeness. If there is any time to go on the offense, it is now. I don’t know why recruiting firms call what they do a “search.” Who cares about a search? A search is easy, and often consists of little more than trawling through LinkedIn.
優秀な人材のみ雇用すること
You want to retain just the best in your organization. Why? Retention, per se, is no business objective. It is retaining the best that counts, even in the tightest of labor markets.
あなたの最大の敵は
Businesses can be their own worst enemies when business process supplants business thinking. The CEO of a large industrial American company in Japan told me of difficulties he faces in buying from a division of a large Japanese industrial company, not because of a lack of will to sell on their part, but rather unnecessary and burdensome bureaucratic processes that were designed to meet Japanese government procurement requirements, the division’s primary customer. Quality control processes at the Japanese seller company were impractical and far beyond what the American company required, while lead-times and costs were excessive. Adherence to process, no matter how inappropriate, dominated thinking.
[:en]No Pain Points, No Problems[:ja]問題を抱えない顧客へのアプローチ[:]
[:en]What if your prospects and clients have no pain points and no problems? Presumption of damage is never a good way to start a relationship with anyone, whether in business or otherwise. Not long ago, I was working with a sales team to help improve their capability to ask questions when meeting with prospects. Without fail, during role plays when I played the customer, each one asked me variations of “Do you have any particular problems?” When I responded, “No, we don’t have any particular problems,” each salesperson was flustered and did not know how to respond. Each one, after a few awkward exchanges, simply withdrew and promised to call again […]
[:en]Empathy Trumps Projection[:ja]投影ではなく共感をすること[:]
[:en]Projection and empathy are not the same thing, but they are often confused. Empathy is the ability to understand how someone is thinking, whereas projection is presuming a person thinks like you. Be careful not to project when it is empathy that you intend.
[:en]When Risk Aversion is Personal[:ja]個人的な理由からのリスク回避[:]
[:en] There is nothing wrong with risk aversion. It is only aversion to reasonable business risk that is a problem. When a business leader complains of excessive risk aversion in his staff, the underlying concerns are frequently personal.
[:en]Start With Strategic Absolutes[:ja]戦略作成では、まず譲れない部分を明確にする事[:]
[:en]Any business, in any situation, in any market always has multiple options for a strategic direction that are all good. It is a terrific boon to buy-in when your leadership team can come up with a strategic direction that matches yours without you having to tell them what your vision is. However, that rarely happens on its own.
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