Creating Context and focusing on Simplicity in getting your message across in a very noisy external world.
Let Collaboration trump the three Destructive "D" words in organisational life...
Cost control and the Inverse Relationship with the (Learning) Experience Curve
Understanding the collaborative mind-set of the future
We have been following the G20 'get those naughty multinationals in the tax tent' debates raging for a few months now, with amusement we have to add; here at theMarketSoul and have the following short thought piece to contribute to the debate. We know the 'outrage' really is all about the what the OECD calls … Continue reading An Ownership Revolution is required
Business Process Design - The risks we run
“Don’t waste a good crisis” – not entirely sure who first uttered these immortal words, although a Google search on initial analysis seems to attribute it (or some very similar words) to Rahm Emmanuel, the current Chief of Staff of the White House, part of the Barack Obama administration. The actual phrase might be attributed … Continue reading Collaborative nano and micro business ventures
Chance and spontaneity are two interesting phenomenon required for innovation and creativity. We were reminded of this in an interview recorded of a LinkedIn executive recently*. He stated that chance encounters are "where we make some of our most significant connections", be it your life partner, business associates, etc. and that speeding up those chance … Continue reading Random Collisions of Chance
Introduction Cost cutting has been a priority in the private sector, ever since the financial credit quake started in 2008, yet the words currently are ‘austerity measures’ and budget cuts in the public sector. Most of the cost cutting in organisations has been along the tactical and operational lines and we believe that in the … Continue reading Risk-Based Change Management
A few weeks ago we published what seems like our most popular blog article to date, namely Increased Friction Costs. As it has been our most read article, we thought we might continue to build on the theme of Economic Friction Cost. Williamson (1993) published some work on Transaction Cost Economics (TCE) in a book … Continue reading Continuing conversations in Friction Costs: Increased Friction Costs II
Risk has as one of its essential elements TRUST as a foundation. Trust on the other hand has many other factors that interplay and interact on it. Markets are created when there are needs that are not immediately met from you local environment and therefore scarcity exists. Market participants step in to fill this 'needs' … Continue reading Risk Management Ideas
Risk versus Uncertainty. How did the language become so confused?
Reputation Risk and damage mitigation must be some of the watch words and the top priorities at BP at the moment. So how are they faring in the management this agenda item? What ‘price’ or cost must we attach to a ‘licence to operate’? It is interesting to observe behaviours of Chief Executives under the … Continue reading The Cost of a ‘Licence to Operate’
Competition has to be guided, controlled and focussed. How do we manage this process and in addition attract talent to sustain organisations deep into the 21st Century?
If ‘the Law’ is the codification of cultural norms and practices, does the Law then not inform culture? Policy, social malice and engineering of social outcomes bend these laws into legislative blunt instruments designed to enforce cultural behavioural changes on a grand scale, trouncing the common law of good judgment, neighbourly relations and common sense … Continue reading Does Law inform or enforce culture?
Silos. We hear this management buzz word quite often touted in office settings, and conferences in the media, etc. We argue today that silos are cultural norms. They are national cultural models possibly endemic of certain national cultures. We certainly have no empirical evidence for this, so this is pure opinion and conjecture on the … Continue reading End to End or Integrated systems and thinking processes
There has again been a short period of drift and volatility in 'The Markets' recently. And yet again we have heard the old refrain: "Markets hate uncertainty". This we assert is yet again a misused turn of phrase. It is not uncertainty that markets hate, because inherent within market processes and market operations is the … Continue reading The Markets do not need certainty
We had some very rewarding conversations recently with business partners and peers regarding the Value of Synthesis versus Analysis. Synthesis we believe to be a ‘higher level’ skill and experience set than traditional analysis. Synthesis requires a natural ‘incubation period’. Very few people are natural ‘synthesists’. You grow and mature into a ‘natural Synthisist’. Analysts … Continue reading The Value of the Synthesist (as opposed to the Analyst)
It is true. This is not a playground, kinder-garden experience... As we don’t live a purely Command and Control or 100% Free Market environment we have to constantly adjust our actions and interactions with the market around us based on factors such as: Geography Jurisdiction and cultural norms Experiences Sophistication levels Access points Openness There … Continue reading The “Harsh” Market
We start today’s article with a cry for a return to common sense and a reduction in the unnecessary Friction Cost in the economic system (especially here in Britain). Friction Cost, in economic terms is defined as: The implicit and explicit costs associated with market transactions. The total cost, both direct and indirect, of a transaction after commissions, interest … Continue reading Increased Friction Costs