Sustainability I

The focus on sustainability and sustainable practices is a self defeating objective.  Sustainability means that business leaders take their eye off the equity holder’s value creation ideal, as it flies in the face of self-interest as promoted by Adam Smith some 234 years ago (The Wealth of Nations , 1776). Self-interest and the pursuit therefore is being … Continue reading Sustainability I

Short-sighted: Actor behaviour in the market for competitiveness

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?

Does Law inform or enforce culture?

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?

End to End or Integrated systems and thinking processes

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

The Value of the Synthesist (as opposed to the Analyst)

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)

The Trouble with Innovation – Part 5

As CeBIT 2010 ended this series of articles will move forward from the baseline discussed do far. In the last article Part 4 we alluded to Risk and the positive Risk Management strategy of Value Based Principles.  In order to conclude the next two steps into Value Creation Chain, we need to focus on ‘Value Management’ and … Continue reading The Trouble with Innovation – Part 5

The trouble with Innovation – Part 4

Risk!  This will be the main theme of this part of the series we are investigating.  As highlighted in part 3 Risk Management and Sustainability are key factors to consider in unleashing Innovation and creativity in the organisation’s life cycle.   However, in the word life-cycle we already have a clue as to the inevitability … Continue reading The trouble with Innovation – Part 4