“The most powerful way to prepare yourself, your team, and your organization to survive and thrive in a fast, unpredictable, competitive and complex world is to ‘first be nimble’ — in other words, to first develop the capability and resilience to adapt.” —Graham Winter (Author of First Be Nimble.)
We live in a VUCA world: Volatile, Uncertain, Complex, and Ambiguous. Some brief thoughts on dealing with these circumstances in your business: Continue reading →
The message you convey to your team when you micromanage is that you don’t trust their work or judgment. It creates a devastating mudslide to employee disengagement, promoting a dysfunctional and inimical work environment. Disengaged employees put in their time each day, and —that’s it, nothing more.
“If you care at all, you’ll get some results. If you care enough, you’ll get incredible results.” Jim Rohn
Want to get ahead? Approach every activity, even the mundane, determined to add value. Whether it’s your business, customers, stakeholders, vendors, bosses, peers, or subordinates, everything you strive to do should be a Herculean effort to make it the best it can be—resolve to never settle for less. Be in the top 1% of all performers, it’s not as difficult as you might think—the other 99% just want to get the job done and move on. Be on the lookout for opportunities to improve things. Even if it’s not broken, ten to one there’s room for improvement; make the continuous-improvement process a daily activity—a habit.Continue reading →
If you have a product or service that opens up a new market, as opposed to a new product for an existing market, you’ll want to consider “first-mover” advantages and disadvantages. The advantage may result in market dominance and higher-than-average profitability. A disadvantage can occur when a company entering the market later achieves superior results with “second-mover” advantage.
Without a properly executed Strategy Plan, you’ll never get the successful results you desire. Instead of shaping the environment and controlling the future, your organization will scurry to adapt to the chaotic events attacking from all sides—like Newtonian billiard balls bouncing off each other in random fashion. You’ve surrendered the future to the whims of fate.
Strategy planning is an exercise in prediction based on what worked and didn’t work in the past, which unfortunately you’re biased toward. Strategic thinking requires that you expose your core competencies and strengths to new possibilities, while reducing or eliminating weaknesses linked to the past. Continue reading →
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