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Strategy in a ‘Structural Break’ | BNET
There is nothing like a crisis to clarify the mind. In suddenly volatile and different times, you must have a strategy. I don’t mean most of the things people call strategy—mission statements, audacious goals, three- to five-year budget plans. I mean a real strategy.
For many managers, the word has become a verbal tic. Business lingo has transformed marketing into marketing strategy, data processing into IT strategy, acquisitions into growth strategy. Cut prices and you have a low-price strategy. Equating strategy with success, audacity, or ambition creates still more confusion. A lot of people label anything that bears the CEO’s signature as strategic—a definition based on the decider’s pay grade, not the decision.
more fromwww.bnet.com
Enterprise 2.0: Chance or Fool’s Paradise for Business Transformation in Economic Crisis
The last two Enterprise 2.0 FORUMs have shown that there are some reoccuring characteristics of sucessful perceived E2.0 projects that - from a qualitative perspective - might turn out to be the critical success factors. In regards to our on-going discussions about the topics of the Enterprise 2.0 programm I would therefore like to make some summing-up on these aspects:
more fromblog.enterprise2open.com
Transformer l’Entreprise pour améliorer sa performance
La crise qui s’annonce durable, contraint les organismes publics et privés à réduire la voilure pour traverser sans trop d’encombres la tempête.
Pour ce faire, celles-ci lancent des « programmes de transformation » de leurs fonctions métier et support en vue d’améliorer la performance (transformation de la fonction finance, transformation de la fonction It, RH, achats, supply chain,..).
more fromobjectifperformance.decideo.fr
Corporate apocalypse - Management Today
The bomb that has blown up the heart of the world's financial system was not primarily financial. It's true that finance provided the high explosive in the shape of the structured vehicles, collateralised debt obligations (CDOs) and derivatives devised by the rocket scientists of Wall Street and the City. But it needed a detonator to set them off: the unfit-for-purpose management model that has governed the way our companies work for the last 40 years.
more fromwww.managementtoday.co.uk
Intangibles Mismanagement and the Current Crisis
As we end this tumultuous week, I have a few thoughts on the relationship between intangibles management and the current crisis.\n\nHow bad intangibles management got us into this mess…\n\nA financial company's principal intangible assets are its people, its management, its processes, its brand and its customers. While all of these are important and none can be understood in isolation, process deserves special attention in this case. Processes are the way that a company institutionalizes its collective knowledge and experience. The unique processes of a financial company include those for processing transactions and managing risk.
more fromwww.i-capitaladvisors.com
The End of the Financial World as We Know It - NYTimes.com
OUR financial catastrophe, like Bernard Madoff’s pyramid scheme, required all sorts of important, plugged-in people to sacrifice our collective long-term interests for short-term gain. The pressure to do this in today’s financial markets is immense. Obviously the greater the market pressure to excel in the short term, the greater the need for pressure from outside the market to consider the longer term. But that’s the problem: there is no longer any serious pressure from outside the market. The tyranny of the short term has extended itself with frightening ease into the entities that were meant to, one way or another, discipline Wall Street, and force it to consider its enlightened self-interest.
more fromwww.nytimes.com
Upgrading talent - The McKinsey Quarterly - Upgrading talent - Organization - Talent
Downturns place companies’ talent strategies at risk. As deteriorating performance forces increasingly aggressive head count reductions, it’s easy to lose valuable contributors inadvertently, damage morale or the company’s external reputation among potential employees, or drop the ball on important training and staff-development programs. But there is a better way. By emphasizing talent in cost-cutting efforts, employers can intelligently strengthen the value proposition they offer current and potential employees and position themselves strongly for growth when economic conditions improve.
Companies can maintain their attractiveness to internal and external talent by using cost-cutting efforts as an opportunity to redesign jobs so that they become more engaging for the people undertaking them. A job’s level of responsibility, degree of autonomy, and span of control all contribute to employee satisfaction. Head count reductions provide a powerful incentive to use existing resources better by breaking down silos and increasing the span of control for challenging managerial roles—thus improving the odds of engaging key talent in the redesigned jobs.
more fromwww.mckinseyquarterly.com
Do Not Waste This Crisis
An economic world turned upside down makes it easier to take a fresh look, and this can open the door to making changes that will benefit you and the most important people in your life, now and in the long run. Here's what one of my former students, Deika Morrison, said to me yesterday when I asked her about the leadership silver lining in the cloud of our current economic crisis. She said that this is a unique opportunity to see "if you are achieving what you have identified as important. In an environment of record unemployment, people feel like they are not empowered and have no options." Now, she said, is a chance to discover that "you might have been doing work you really never wanted long-term and therefore you can move on faster, in a more productive manner. It's about changing mindset from depression, in every sense of the word, to opportunity."
more fromdiscussionleader.hbsp.com
Eloge de l'incertitude
La réalité, c'est que la crise n'est que l'écume des choses qui vient révéler l'immobilisme face à la nécessité de prendre acte que le monde change. Et le fait est que le monde change vite et va changer encore plus vite car, justement, les crises ont cette faculté de faire bouger, de révéler que le train est déjà parti du quai, en fait.
Mais affronter l'incertitude n'est pas qu'une conclusion au présent, c'est aussi une des dure leçon de la partie vraie de la crise. Si celle-ci s'est produite, c'est notamment parce que personne n'a réagit aux signes annonceurs. Pourquoi ? non pas qu'il n'y a eu aucun signe annonceur, simplement que ceux-ci n'étaient pas dans le tableau de bord ou que le signal qui y apparaissait n'était pas identifié.
more fromwww.groupereflect.net
» Using Enterprise Social Software in a time of economic crisis
This is a presentation I did this week at the Butler Group Enterprise Web 2.0 Strategies Event. The point of the presentation is how to reduce costs in a time of crisis, but also don’t forget about innovating.
I’ve adapted the presentation to be shown online, with commentary on the slides where I would have been speaking.
I talk about 3 areas
* Reducing costs (by saving on event costs, and market research costs)
* Innovating (by providing an open and transparent way for people to share their ideas)
* Productivity (which is a by-product of the others, but also increasing revenue for example with more effective sales teams)
more fromrobgray.org
How to Survive and Thrive in Business Today with Web 2.0 - Part 1 [Dion Hinchcliffe's Web 2.0 Blog]
Over the next few weeks I'll be posting a series of articles that deeply explore a strategy for using the power of Web 2.0 ideas to move businesses into the 21st century. These strategies will drive forward any organization to not only survive present economic circumstances but drive growth and innovation while transforming safely to what increasingly appears to be a generational change in the business landscape. In other words, what you've been doing in the past will often no longer apply in the future. The assumptions that we've learned in a previous generation of IT and business education and occupations are frequently mattering less and less to how we accomplish our work and live our lives.
more fromweb2.socialcomputingmagazine.com
With the crisis Organizations will accelerate their move toward more collaboration
Organizations’ evolution towards “networks and community” centered organization will be accelerated through the crisis. Corporations will have to create more transversal elements within the organization. We generally speak about a talent marketplace, a knowledge marketplace and a community/networks marketplace. This new NCM Network Centric Management will prove a competitive advantage (or a disadvantage for the others) during the crisis.
more fromboostzone.typepad.com
Wirearchy · Henry Mintzberg: “A Crisis of Management Not Economics”
McGill University management professor Karl Moore interviews McGill University management professor and global management guru Henry Minztberg on the dysfunction of management education and practice, the need to reduce the obsessive focus on leadership and the stimulus and encouragement of "communityship".
more fromblog.wirearchy.com
Why the Financial Crisis is (Mostly) Good News for Gen Y - Tammy Erickson
And here's the irony. Despite a slowdown in immediate career opportunities, the current financial crisis is likely to reinforce the overall happy, fortuitous economic life of Generation Y.
more fromdiscussionleader.hbsp.com
Networking de crise : Tout sur le Reseau en recherche d'emploi et en poste
La crise offre la possibilité d'apporter, plus que jamais, votre aide à ceux qui risquent de subir ses effets de plein fouet. Le Réseau va sans doute avoir besoin de vous. Soyez présent car ce dernier n'oublie pas et il se souviendra de ce que vous avez fait pour lui.
more fromhervebommelaer.blogspirit.com
Umair Haque How to Build a Next-Gen Business Now
The macro crisis tells us that it's time to get serious about what we've been discussing for the last few months: building a better kind of business. So here's a five-step construction kit for tomorrow's revolutionaries.
more fromdiscussionleader.hbsp.com
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