We explore the challenges with INTEGRATION projects in an organisational context
The changing way labour and skills markets operate and are being disrupted by on-line exchanges and cloud computing 'enablement' technologies
Let Collaboration trump the three Destructive "D" words in organisational life...
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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
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
We link today’s article to one of our main themes on our home page, namely the ‘Battle against the Status Quo’, or as per the title of this posting, ‘The Morass of Mediocrity’. The underlying intent and theme is that of competition and competitive behaviours and the difference between rules based and principles based … Continue reading The Morass of Mediocrity
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
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?
Competitive versus Comparative advantage. What is the difference? Comparative advantage is attributed to David Ricardo and is an economic law which states that a market actor (individual, firm, region or country) has the ability to produce goods and services at a lower opportunity cost than another actor or market participant. This is a relative term as even if a market … Continue reading Where is our competitive advantage?
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
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
In this part of our discussion regarding Innovation, we want to turn the focus to the UK market place and some unsung heroes, some tirelessly working in the trenches, others ‘fishing in the ocean of opportunity’ at the moment, not being ‘on assignment’. We are referring to Independent Consultants and Senior Interim Managers. How exactly … Continue reading The trouble with Innovation – Part 3
One of the comments we picked up on during the CeBIT 2010 fair was this: At around 80% of the exhibitor booths it is very difficult to figure out what the company does or sells. Now we might split hairs over the accuracy of the 80% estimate, but we want to focus on … Continue reading What do you do?