It seems that growth has become confused with getting bigger. Enron kept getting bigger and bigger. Where are they now? It’s not that hard to set some higher numbers, to call them growth targets and design a way to meet them. It is much harder to focus on real growth, the evolution of an organisation that wants to create a long term, sustainable future.
| Strategy RSS feed for this section
Outsourcing and Offshoring in the Asian Century
The framework to take the decision to outsource elements of your organisation’s operations has changed in the 21st century. The long-term consequences of outsourcing without considering the very foundations of organisations are becoming more apparent. The real problem with outsourcing is “fracturing”, the splitting of what should be integrated parts of the organisation.
The Treatment of Doing Nothing
So we went from immediate treatment for acute symptoms, to doing nothing unless an ongoing issue became apparent, and only at that point instituting a long-term treatment plan if required. Sometimes after settling the immediate, visible and major symptoms, we need to sit back and see if the situation will evolve and resolve itself rather than trying to exercise a control which we often don’t have.
Penang Property Proposal
A scheme like this would take the current interest in foreign investment in Penang and leverage it into creating the future that the Chief Minister seemed to be aiming for in his speech, creating opportunities for local ownership. The important thing is to change the way of thinking from traditional approaches that don’t work to innovative ways of achieving goals that delight the community.
The theory of organisations, management and leadership
Drucker made it clear that leaders, managers, academics and researchers in the fields of organisations, management, communication and change need to challenge the very foundations and assumptions of their work. Roddick said “we went looking for employees, but people turned up instead.” The starting points for all organisations are people and values.
Moving from traditional management
Steve Denning’s point was that while the teams he referred to operated far in advance of other areas of the organisation in terms of radical management (and in terms of results), the work to create the foundations had already started, creating the environment for success.
Introducing Radical Management to ACPSEM
I was taken by the description to come out of the Stoos gathering, that “organisations can become learning networks of individuals creating value and that the role of leaders should include the stewardship of the living rather than the management of the machine.”
Becoming your own caricature
It is clear, as QANTAS tries to establish new airlines in Asia, they have become a caricature of a national carrier, to the point where they are only trying to exploit national carrier status for sales and have abdicated all other notions of responsibility or reputation associated with that status.
Challenging the Unkind Cuts
Budget cuts, especially when they relate to labour cuts, have dramatically unkind impacts on the people in your organisation, their morale, the ability to get the work done. They result in long-term hardship to your people (or former people in the case of labour cuts) and their families, as well as having a broader impact on customers and communities. History tells us that budget cuts are often the beginning of the end for companies, leading to eventual closure, takeover or liquidation.
The Influence of Key Stakeholders
Over the last fifty years, the range of key stakeholders for most corporations has been expanding. Corporate responsibility expectations are changing as a result of the influence of key stakeholders, with the consequence of potentially limiting the ability of shareholders and managers to operate in their preferred environment. In the meantime, the more traditional key stakeholders, shareholders, clients, customers, suppliers and staff, are asking for more involvement in organisational operations.
Follow Us!