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.
Feeling jaded? Can’t seem to think through complex issues logically or creatively? Must be time for a break.
It has been brought to my attention in a few ways recently, that a missing element in what I have been doing is changing myself. In focusing on others, I have missed adapting to the new circumstances I find myself in as I take the next steps of my life.
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.
I would love to set up the modern equivalent of an ancient concept – a space for dialogues that allow us to challenge our own concepts, create and define our real values and philosophies, and better understand the power of diversity. I would love to set up a Google+ circle that allows a number of excellent business thinkers and leaders to ask each other questions and respectfully listen to each other over months and years as we take the voyage of exploration through this complex world
In the Asian century, business as usual is not enough. Because what we know clearly is there isn’t a single aspect of government policies and national planning that won’t be touched by the great changes to come. Food security and foreign investment, immigration and education, stock market structures and financial regulation, energy policy and environmental standards.
The 55-minute guides are the antidote to most business books. A quick read, not a long slog. Focused on big ideas, not technical detail. Promoting joined-up thinking, not functional bias. Written to empower the reader, not to make the author look clever.
If you aim for a ranking, you will run the grave risk of losing sight of your key aims – Are you delighting your customers and are you experiencing the success you want?
In these cases and many others, we are talking about companies with immense experience and excellent reputations. They are managed well and would have crisis and risk management plans. Yet in each case, the consequences exceeded anything they planned for.
Competition is a learning and growth experience. By competing, we learn from those with similar values and goals, including our customers and competitors, and find inspiration and methods to improve our own performance.
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