Mar 24, 2014 | Change, Leadership, Personal Rant, Strategy
Until I was about 10 years old, I lived in a little cottage at North Avalon, and used to walk to primary school through the sandhills, along the beach, then to school, and back. It sometimes took longer than it should have, as there was simply so much to see and do.
Those with children who have been to a farm nursery will understand the joy, the wonder of it to those kids, yet, this is not a normal part of our landscape, as it was just a very few years ago. This connection to the world around us has been replaced by apartment blocks, video games, and concern about the safety, both physical and emotional, of our kids.
Somewhere along the line we have lost something, real engagement with the natural world has been lost, replaced by coverage by David Attenborough.
Imagine the urban landscape that included again, those opportunities for the production of a bit of food for the family, and neighbours, how much reconnection might occur?.
Man is a social animal, and at some level we all understand that the most powerful motivator is recognition, not money, so social collaboration when enabled and recognised can change the world.
Look at what had happened with the town of Todmorden in Yorkshire, England, the productive gardens in our own backyard, have the potential to again be social glue, a force for the benefit of us all.
Problem is, the short term, financially driven mind set that dictates the usage if land around out cities, as well as in them mitigates against this opportunity to once again create the enablers of the production of social glue, and our children and grandchildren will be the worse for it.
Mar 21, 2014 | Governance, Leadership, Strategy
Simon Sinek
For 35 years as a corporate manager and consultant I have been an advocate of, amongst other things, personal accountability, marketing ROI, extensive use of data in decision-making but without eliminating the wisdom of individuals who have “been there, done that”, socialising businesses with various digital platforms, turning your supply chains around so they become demand chains, and much more.
Many of the 1,100 odd StrategyAudit posts to date have as the core idea the notion of “doing” something rather than just accepting the status quo.
It is only in the last few years that I have come to realise that while the advocacy was based on good solid reasoning coming from domain experience, technical expertise, and common sense, it is not enough by itself.
I have spent lots of time articulating various cases for change considering the “WIFM” (What’s in it for me) question explaining why the proposal was in not only the best interests of the individual, but of the organisation, but fell short of connecting into the reasons the organisation exists, why it deserves the commitment of the individual. Lots about commercial survival, innovation being the only sustainable competitive advantage, the commercial and personal value of simplicity and transparency, but little, as I said, about the big “Why” question.
Now, in a homogenised, connected, and integrating world, little is more important than articulating the ‘Why” . Spend the time to watch Simon Sinek’s seminal presentation, your competitors almost certainly have.
Mar 7, 2014 | Governance, Leadership
Everyone knows the optimist sees the glass half full, and the pessimist sees it as half empty, but few see the other options.
The technologist sees the shape as sub-optimal
The engineer sees the variation of material in the glass as an affront to his efficiency
The designer sees the glass as twice the size it needs to be
The production manager wants more glasses
The marketer thinks the glass just needs to be bigger, with a better name
The innovator is keen to find another way to introduce liquid into the glass
The accountant just bitches about the costs.
The entrepreneur sees a great opportunity in glasses
The salesman points out that people buy less glasses when it rains, which is why his sales are down
Leaders find ways to bridge the gaps between these perspectives, and have everyone working to a common goal.
Feb 27, 2014 | Leadership, Management, Strategy
Some things we can predict with great accuracy, simply because we can quantify almost all the variables that come into play. The path a bullet will follow when fired, how long it will take a brick to hit the ground when dropped, and how much fuel it will take to do 10 laps of Mount Panorama racetrack flat out.
It is when you start to introduce unquantified variables, as distinct from unquantifiable variables, that things get exciting. A strong gust of wind will change the trajectory of a bullet, and a prang on Skyline and subsequent braking and weaving will alter fuel consumption, but the impact of both can be reasonably accurately forecast if they are included in the variables considered.
It is the random events that really cause trouble, the kangaroo that jumps out half way down Conrod, the quick-handed apprentice that reacts to the brick heading for your toes and does a diving catch, these things cannot be reasonably forecast, are random events, but have a profound impact on the outcome.
The point of the story is to again confirm the old adage that strategy rarely survives the first contact with the enemy, so the more agile you can make your reaction to the unpredicted and just plain random, the more likely you are to come out on top.
Feb 20, 2014 | Governance, Leadership, Management
“If this was your money, would you invest it this way”.
This question worked well for many years as a corporate executive, asking the question of those who reported to me about the projects for which they were seeking support.
Usually, indeed, almost always, the answer was “Yes”. Clearly my last question had been accommodated before they got to the point of asking, and they knew it was coming, so made sure they could answer Yes before asking.
The added effect of this question was to ensure that there was a personal commitment from the managers involved, they had to look me in the eye and convince me that they had invested their credibility in the project.
This did not guarantee the proposal worked, that was not the deal, just that it was worth doing, and if it went pear shaped, there was accountability, and the opportunity to learn from the miscalculations would not be lost.
As a consultant for 20 years, I still ask myself the same question when recommending actions to my clients, “would I spend my money on this”
It still works.
Feb 7, 2014 | Change, Leadership, Management, Operations, Strategy
Scaleable.
My world is SME’s, helping them to be more profitable, more commercially sustainable, more accountable, by being focused on customers and their own processes and priorities. The outcome is that most successfully remain SME’s, avoiding the many death traps that lurk, and a few make the leap and become SLE’s, or sustainable larger enterprises.
Watching this evolution occur over many years, different in the detail every time, but following a few core principals, there is one principal, “StrategyAudit’s second law” (the first is “Look after the cash, and the cash will look after you”) that keeps coming up, time and time again.
The second law is “Solutions to problems are specific, and generally do not scale, but principals by which decisions are made can be successfully scaled”
Building scalability into the solutions of problems is about as fundamental lesson in growing a small business into a larger one that I have seen.
Principals scale, single solutions usually do not.
