CSR is No Indulgence
I find it disturbing when business leaders choose to use CSR to compensate for ethically questionable business.
Increase Your Attrition
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 […]
Retain Just the Best
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.
Your Own Worst Enemy
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 […]
Benevolent Dictatorship
Understanding the rationale for change alone when accountability is lacking is never enough. As leader, you will find yourself having to do the work of your staff in their stead. By accountability, I mean a leader ensures there are rewards for the right behaviors and good results, and penalties if there are not.
Dramatic Strategic Change Manifesto
CEOs often ask me how best to lead dramatic, strategic change knowing full well the kind of concerns, resistance, and doubt that such change can evoke in some staff. Below I list some of what advise.
Return on Human Intelligence
Artificial intelligence and expert systems in business can increase organizational capability, but at the same time, despite hype and promise, they are no silver bullet and can also dumb your organization down.
Strategy on Your Own Terms
The best military strategists always choose the terrain on which they will do battle, rather than allowing the enemy to choose for them. So, in business, why would you possibly allow others to define the topography of your business environment instead of choosing the topography yourself? Yet, that is often precisely what business people do.
[:en]Change First, Culture Later[:ja]まず変化に取り組んでから、企業文化を見直すこと[:]
[:en]If you are a leader seeking rapid change in your company, forget about culture. Culture will take care of itself. Focus on new ways of doing things. The genesis of a new culture results from a change in behavior, not the other way around. Change the way people do things. Culture change follows as a […]
[: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.
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