In order to redress the balance of negative sentiment, combined with a political(ly) charged environment with electioneering by all major political UK parties posturing new populist policies (say that fast a few times); we thought it a good idea to put a little perspective on the matter of #Tax avoidance (tax planning we prefer to call it). Remember this is #Election2015 coming up on 7 May 2015.
We are picking up on a theme we have been experiencing and confirmed by this HBR article published in 2012:
Job and Career seeker’s unfulfilled EXPECTATIONS
The word expectation has several meanings, amongst them words like hope, belief, prospect and even probability. It is interesting that if you were to consider these four other words it is almost a continuum, stretching from the vague hope frontier and uncertainty right through to probability which is calculus driven and at least more certain statistically then mere hope…
However, the real focus of our analysis today is the mis-sold or rather mis-aligned expectations gap.
Factors driving the Expectation Gap in our opinion include:
- Disruptive Technologies versus Organisational Structure and Strategies
- A lack of understanding and appreciating decision-based risk
- Improvisation parallax
We will begin to unpick each one of these factors or drivers (reasons why) in a multi-part series of articles to see how, why and if we can help ‘plug the Expectations Gap’.
Today we will begin to briefly cover the top item on our list:
Disruptive Technologies versus Organisational Structure and Strategies
Agile and Adaptive seem to be the new buzzwords in the corporate planning landscape and lexicon. But how do we change entrenched processes and ways of working to align to an agile and adaptive mindset?
Let us turn to certain inhibitors first. Processes like preferred supplier lists, supply chain or other framework procurement agreements, Service Level Agreements and other longer-term contractual arrangement all help create the illusion of certainty and stability; yet are they? Sometimes this flies in the face of agile and adaptive planning and operational processes.
Maybe the gap exists between a process reality and a mindset aspiration. Flexible organisational structures, including resource pools like labour still have a long way to “move” in order to create the conditions in which agile planning and aligned to adaptive process realities.
How are our own personal aspirations and understanding of the current market aligned to the Shamrock Organisation mindset?
- Is Your Company Ready for an Agile Process? (slalom.com)
Part 2 – Revelations
Reflections on 2014
As a behaviourally focused economics publication we have been very quiet and inactive during 2014. A year of reflection and introspection, however, we are ready to resume service, with vigour. And what better way to start than with a reflective piece and thoughts on the biggest risk we believe are developing under the surface without warning. Our concluding theme of 2014 is that of moral hazard.
As Margaret Thatcher once said: “There is no society”; we state today that there is ‘No Moral Hazard’; in fact there is only Moral Hazard PLUS.
We believe that there is a strong correlation between QE (Quantitative Easing) and economic moral hazard developing a new strain, mutating like an unseen virus.
QE might have saved the financial system of the developed world, but it it only provided a shot in the arm and acted as a stimulus for sustaining moral hazard.
Economics follow a flow and cyclical pattern, as discussed in our article entitled ‘Information Age Irony‘. These patterns and flows weave themselves into the fabric of our lives and affect individual economies in different ways.
It is important to understand where and how economic cycles develop and flow and how much influence they have on our general economic activities on a day to day basis, but we should not become overly obsessed by them, as they can be short-circuited from time to time by policy and policy-maker’s actions, wherever individually or collectively.
In part 2 of this article we will focus on the revelations of QE and the underlying threat of moral hazard returning on a grander and more catastrophic scale, if it goes unchecked and misunderstood.
© theMarketSoul 2014
- Bart Chilton Says Goodbye – The Essence of NeoLiberalism and the Sorcerer’s Apprentice (jessescrossroadscafe.blogspot.com)
- Scrutinizing market failure through microeconomics (edwardcollin742.wordpress.com)
- What is neo-liberalism (bruneljournalism.wordpress.com)
- New-liberal Capitalism (dissidentvoice.org)
- Henry Farrell Argues Against Left Neoliberals Like Me… (delong.typepad.com)
- Susan George: austerity means socialising losses and privatising profits – Guardian video (inquiringminds.cc)
- Polanyi on the Persistence of Economic Dogma (geoffkennedy.org)
The problem of getting too distracted by constantly fire-fighting in business settings
We might have heard it referred to as phrases such as “blinkered vision, short-term thinking”, possibly even “tunnel vision” or something similar; however the challenges of Immediacy is (1) the hidden cost and (2) damage it does to our organisations and culture within those organisations.
This is a behavioural consequence of a much more deep rooted problem. It could possibly be insecurity or ‘over’ control, mistrust or some other behavioural issue.
However, we would like to make a bold statement that the problem is one of an over commented emotional connection to what we do. Too much passion and care in other words. This is not a bad thing in itself, but it must be tempered and balanced by its opposite twin, namely logic and deliberation.
Too often we let the Emotional Intelligence (EI) side of our personalities or just pure emotions (if we lack in the finesses of EI) rule the roost and we park logic and Business Intelligence (BI) at our peril.
What to do, in order to balance the equation:
When faced with the typical flight or flight scenario of a mini crisis at work or during a project;, stop or pause for a little while in order to achieve two very important objectives:
- Calm down the emotional roller coaster.
- Take stock in order to appraise and assess what would be the most logical course of action to take next.
As an experiment in BI versus EI today and over the course of this week, just think and apply these two simple steps and monitor and evaluate the outcomes and consequences.
You might be pleasantly surprised…
Feedback most welcome.
theMarketSoul © 2013
- Emotional Intelligence Is My BFF – Queendom Study Shows That Strong EQ Leads To A Better Social Life (prweb.com)
- Emotional Intelligence testing in the workplace – not so intelligent? (comensense.net)
- Developing Emotional Intelligence in Corporate Leaders (commandposttech.wordpress.com)
- The MBTI Test INTP Personality Type and Emotional Intelligence (careerassessmentsite.com)
- Can Emotional Intelligence Be Taught? Yes, and it should shape all our interactions with kids. (kchapmangibbons.wordpress.com)
- Is it Poor Communication or Emotional Intelligence that impacts on your performance? (rspad.wordpress.com)
- Emotional Intelligence is Critical for Leaders to Make an Impact (newspodge.wordpress.com)
- How Does Emotional Intelligence Increase Power? (6seconds.org)
- Emotional Intelligence and Agile (managedagile.wordpress.com)
- EQ – Emotional Intelligence and Its Shameful Absence From the Modern Curriculum (thesunnysidemusic.com)
Today’s post is actually only a short sound bite for further conversations to be developed in the future:
- Long live the Free Market Theory….more a Free Zombie Market (investorpolitico.com)
- Libertarian writings that read like comic books (wnd.com)
- Pope Francis Said What?! Actually, No, He didn’t (selwynduke.typepad.com)
- The Free-Market Success Story: Democrats Cannot Find Enough to Tax (redmillennial.com)
- Public Banks Are Key to Capitalism (dissidentvoice.org)