Amount of bull**it generated by large organisation = (nebulous nature of mission statement) x (flakiness of chairman's statement) x (delta needed in share price) x (accounting creativity implemented at end of FY) x (individual pension packages of those on board) x (ridiculousness-all things considered-of list of values).
Test the interactions with the business: be a secret shopper.
Dig deeper:don't make decisions solely on the summary PPT.
Stay special: don't allow the chase for business to weaken the story that gets you the best business.
Less, less, less. Vital few not trivial many
Forget mission, vision, values, goals etc for a while.What's your story?
Attend to the big 5: competition, innovation, people, systems, customer service.
Find 1% improvements. And multiply them together.
Fewer slide-decks, more innovation.
Close the gap between marketing story and real story.
What's lurking in your business?
More War Zone, Less Country Club.
Don't just talk to customers, listen to customers. Don't just provide for customers, innovate for customers. Don't just please customers,amaze customers.
Get rid of the fuzzy thinking and ask who?, why?, where?, when?, what? and how? Stop talking in PowerPoint
Ask those at the front line.
Really, really thinking about profit generation tends to solve the revenue problem.
The business model must work in tough times. It must work in uncertain times. It must work in times of stiff competition. It cannot only work in easy times.
Most 'motivators' of people don't.
In tough times only good habits will get a firm out of the mess.
E-mail isn’t free. It seems free. It feels free.
Work on people: get great ethos and great innovation.
Great teams: people x process x priorities.
Fewer late night pizza sessions.
Once a person gets great leadership, he can get down to great work.
There are few fresh ideas in e-mail. There are plenty in a few minutes reflection and observing a real horizon.
Never hide behind a job title. Allow skill, presence and sheer humanity to inspire to get the job done.
Don't let potentially valuable long-term work on mission, values, goals, competencies, 'road-maps' and new product releases to distract a person from their day job and their having absolute 100% clarity of what they are meant to be doing minute by minute.
Why do some spend the whole of their mid-day break complaining about the business? Because we all love drama and in the vacuum of something positive to celebrate we will create negative melodrama. Lead towards the positive; lead towards results; lead towards success.
For them to change for the better, they need to know what might be better. For them to know what might be better, you need to reveal to them some feedback. For you to reveal that feedback, you need to have courage. For you to have courage you need to be seeking and acting upon your own feedback.
Little can beat the WD40 of respectful, deep and consistent coffee and conversation.
If you don't laugh some of the timeyou are really going to be crying a lot of the time. That's business.
Innovation=creativity + action.
The economy is shifting, finally.Time for new thinking, new plans and new actions.
Don't start a new initiative. Get the current one to work.
The external candidate only perhaps seems better for the job because his/her strengths are more apparent than the internal candidate whose weaknesses are well established. And most importantly how will you discover what the external candidate doesn't want you to know?
Words, sentences and paragraphs. But no story. Much corporate stratgey in a nutshell.
Split team meetings into three: 1 is training and development; 2 is Kaizen; 3 is admin.
A competitor is only a competitor when we become fearful.
MBO? Maybe. Maybe MBR, Manage by Results.
Gather the team. Issue pencils, paper and chosen beverage. Ask the team individually and without conferring to w
rite 100 words about the team, its purpose and the barriers to its highest performance. Now share. It will be revealing.
Start the week on a Friday.
Strategic Marketing is hard. Still needs to be done.
Strategic Marketing is the really hard bit of business planning. It's about who are your customers and who will be your customers. It's about why they should be your customers and why they should remain your customers. It's about price, differentiation, segmentation, boston matrices, elasticity, channel, distribution....
It's hard. It's tough. Which why it is so often not really done and when it is done, done badly. But it's critically important. Set up an AwayDay and start work on making it easier. 24 months from now you will be delighted you did.
MBO? Managing by Objectives? It can work but it's not the same as managing by results. Too much attention on a stripped back single objective at all cost (close the deal) can cause focus to be lost on why that objective was set in the first place (build profitable market share). At worse the unthinking pursuit of an objective can cause exactly the wrong result to be achieved.