We explore the challenges with INTEGRATION projects in an organisational context
We decided to summarise our learning from 2011 into two brief thoughts: The pains and strains of the economic sovereign debt melt-down in 2011, should stand us in good stead to deal with even more debt and sovereign strain in 2012, as More and Bigger Europe continue to miss the point; this being … Continue reading Our Lessons from 2011
Adding further value to our conversation on The Market eQuation we introduce the concept of the: RISKed RETURN on MARKET (RdROM) today on 11.11.11. RISKed RETURN on MARKET adds a counter balance to the Efficient Market Hypothesis and Rational Market Theory, Black Scholes and CAPM, amongst others. More detail to follow in due course... theMarketSoul ©2011
Today (26 October 2011) is an important watershed date (or not) for Europe. Will our leaders and the politicians be able to agree an all encompassing Framework to rescue the Euro, or will we need to think about a more modular approach for the future? We believe that it might be in the Euro's short-term … Continue reading Frameworks, frameworks, frameworks…
We have been having several conversations with colleagues and practitioners in both the Enterprise Strategy and Architecture space around both Cloud Computing and the Integrated Service IT delivery space. Our brief conclusion is that Organisational Structure is everything. We believe that you cannot effectively move IT Service delivery into the ‘Cloud’ and / or integrate … Continue reading In the Cloud, Structure is everything!
A reminder of what we wrote on 22 September 2011 about Quantitative Easing: “QE – Our take on the Bell Curve Effect” (Please click on the link for the full article). Expect Mervin King to continue writing letters to the Chancellor to explain the Inflation target gap and the worsening economic landscape. It begs … Continue reading Quantitative Easing – Here we go again
This question posed in a discussion forum made us pause and think: "Bosses think their firms are caring and "values-driven." Their minions disagree. I think it's hard from top-down, policy-driven firms to switch to values-driven because even the values are enforced top-down and bosses who have never listened carefully to their employees don't suddenly start … Continue reading Corporate Culture
As if last week’s (week ending 23 September 2011) turbulence on the world’s stock markets wasn’t enough of an emotional rollercoaster for millions of market participant’s, we will offer only one bit of reflection this morning on the market conditions. Remember, the markets live, breath and die by the age old human conditions (seven deadly … Continue reading The Seven Deadly Sins of the Market
We thought it about time to write an opinion piece on the dynamics (economics) around the Interim Management market, delivered from a UK perspective. This is a purely thought piece and opinion, not support by empirical research, but grounded in economic theory and an observation of the 'state of the current market'. The inspiration for … Continue reading The economics of Gap (Interim) or Freelance Management
As a general introduction today we will look at two US Treasury Yield curves. The first Yield curve in the Curve graphic 1 below is the 3 Month bills compared to the 10 Year bills over the last 5 years. Yield Curve 1 In this table it is clear that the current 10 Year … Continue reading The US Treasury Yield Curves – Are the markets really that bothered?
This discussion is a little bit of background behind the concept of ‘The Boardroom Incubator’. We currently work mostly around Cambridge, Cambridgeshire, England. The university and some of the colleges in Cambridge have start-up incubation hubs in and around the city. These incubation hubs are spin-offs from ideas and innovation created in the laboratories of … Continue reading The Boardroom Incubator – The Idea explained
“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
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
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
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?
The CBI published a report entitled "The shape of business - the next ten years" in late 2009. The authors identified 5 key drivers affecting the business environment, namely: 1. Changing finance and capital conditions, 2. The decline of trust in business and markets, 3. A less benign macroeconomic environment, 4. Social and … Continue reading The Sustainability Gene
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