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Leading, not managing, complexity
One of the pleasures of blogging are the parallels I find between and among various bloggers’ themes. As I was prepping for my WSJ interview last Friday, I reviewed the posts on my Complexity Set...
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Comments on my “PR and Change Question”
Commenting on my post on PR and Change (here), Indy at http://enoptron.blogspot.com/ noted that: “Some businesses have people/departments who actually specialise in communicating with internal...
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Strategy Management at Tesco
One of my regular alignment exercises is to tie planned investments to SAP’s strategy (see Jonathan Becher‘s Strategy vs. Planning post here). As he notes: “[T]he budget isn’t really the plan; instead...
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New Leader’s Guide to Business Diagnostics
I’ve had a stack of stuff that I’ve meant to comment on, but set aside, forgot, etc. Here’s a link to a great HBR article from the February 2008 issue “The New Leader’s Guide to Diagnosing the...
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New Leader Focus Area — Costs and Pricing
Per an earlier post (here), I’ve been thinking a lot about what goes into taking over a new organization. Considering the economy these days, this may happen to more of us! Anyway, the principle...
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New Leader Focus Area — Customer and Profit Pools
Per earlier posts (here and here), I’ve been thinking about what goes into taking over a new organization. In my last post on this topic, I may have given the impression that costs and prices should...
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New Leader Focus Area — Competitive Position
Per earlier posts (here. here, and here), I’ve been thinking about what goes into taking over a new organization. This post takes a look at competitive analysis via benchmarking. Benchmarking is...
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New Leader Focus Area — Creatively Wielding Occam’s Razor
I’m wrapping up this first series about what goes into taking over a new organization (earlier posts (here. here, here, and here). The theme of simplicity and parsimony gets mangled during many...
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Not getting that promotion and handling failure
We talk a lot about the need to fail and there are lots of great nuggets of wisdom like “A person who never made a mistake never tried anything new.” and “Ever tried. Ever failed. No matter. Try Again....
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The Incentive/Behavior Nexus
Steve Kerr uses a General Motors cautionary tale to show us that it isn’t enough to have incentives that appear to reward desired behavior. In this HBR blog post, he notes that: Although managers’...
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