Oct 7, 2009 | Leadership, Management, OE
Organisation charts almost always depict organisations as an equalateral triangle. It is a simple change in perspective, to see it with a third dimension, like the Egyptian pyramid. Suddenly, it is clear that the guts of the organization are largely hidden from view.
It also becomes clear that enterprises can really only work when there is engagement across the third dimension, with all the complication that engagement implies.
This simple act, of thinking about the organisation and how it works including the third dimension is an easy way to recognise the complications inherent in the management processes and decision-making necessary to make the thing effective. Cross functional co-operation then becomes an obvious necessity, not something mandated by someone with a good idea.
Oct 6, 2009 | Leadership, Management, Strategy
One of the most widely known strategy tools is the SWOT, but it is widely misunderstood.
Often there is confusion about what is a strength, and what is an opportunity, similarly, what is a weakness, and what is a threat.
Strengths and weaknesses are internal to the business, they are under the control of those in the business, and a strength is not just something you do well, that is like having a watch that tells the time, it is something that makes your business distinctive.
Threats and opportunities are a result of external conditions, and usually there is little a business can do to create them, the best they can do is anticipate and manage the adverse impacts, and leverage the opportunities.
Most businesses automatically set out to build on their existing strengths, when often improving on their weaknesses offers a better return on the resource investment necessary. Turning a weakness into a strength also has the potential to create surprise, and the resulting competitive edge, simply because it is unexpected.
