Monthly Archives: December 2010

A thought for 2011.

On the eve of a new decade, it is perhaps useful to consider the changes that have occurred, recognise that the pace of change is still accelerating. For myself, and I suspect most of my readers, to even try and anticipate the … Continue reading

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Data, information and spin doctors.

Around a BBQ over the Christmas break, a bunch of us were chatting about what we would ban as a New Years resolution, as you do. Some innovative solutions to intractable problems emerged, peace in the middle east, an end … Continue reading

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New year Planning

As we approach Jan 1, the time many of us make promises to ourselves for the coming year, most of which don’t last much past Jan 3, consider making a couple of real commitments: I will cease the busywork that … Continue reading

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2010 in review, 10 trends to consider in 2011.

It is that time of year, when we look back and try and understand the forces that have driven our decisions and behavior in the past year, and that will continue to have a potentially disruptive influence in the coming … Continue reading

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Commercial sustainability needs people.

  The next time you hear an argument that justifies moving Australian manufacturing to a low  cost country in order to compete, refer to this post on the Evolving Excellence blog describing the work practices in a Toyota’s Kyushu plant. … Continue reading

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Kaizen behavior to change culture.

Culture is about the hardest thing to change in any organisation, and I have seen many so called “culture change” initiatives fail at the first hurdle. If culture really is, as Michael Porter put it many years ago “the way … Continue reading

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Impact of failure = Likelihood X Cost,– or does it?.

This formula is a pretty widely used one, and it can hold true both for a corporation, and an individual. At the intersection, where individuals are employees, it is doubly true, as failure can impact not just on the corporate … Continue reading

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Solution or counter-measure

Applying a band-aid to a problem, a measure to counter the impact of a problem is often an attractive short term option, particularly to a management  measured in the traditional way on output, to whom stopping a line is heresy.  … Continue reading

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Enterprise productivity

Measuring productivity involves a combination of hard and soft measures, the soft ones being both the critical ones and the ones that have most impact. In 15 years of consulting across a range of businesses and industries, I have come … Continue reading

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A bit over a year ago, I conducted a “brainstorming” session designed to stir the creative juices amongst marketers and engineers in a fairly specialised manufacturing company. We did all the usual stuff, breakouts, whiteboards, butcher-paper, mixed in with some … Continue reading

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The parable of ‘Leaks and Horses.

Julian Assange has thrown the cat amongst the pigeons, but it was always going to happen at some time. The transparency capability delivered by the web has forever changed most commercial operations. It is naive to think that so called “classified” … Continue reading

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3 questions to drive sales focus.

It is usually easier to find more business with existing customers that it is to find new ones, or to devote the resources to reducing customer churn. Nevertheless, most enterprises overspend their limited resources seeking new customers at the expense of their existing customers.  … Continue reading

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Website hyperbole

  It is amazing how many sites I visit claim least one of a few hyperbolic options: We have a “unique” solution, We are the “industry leader”, We have an “innovative approach” We offer the “best value” These claims mean … Continue reading

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Lean lessons from the pub

Last Friday night I was in a small local club with a client, co-incidentally as they had the weekly member  “badge-draw” which had jackpotted to $19,000. As you can imagine the joint was packed, it took 20 minutes lining up  … Continue reading

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The cadence of a presentation

  Presentations of any type are a sales pitch, not always a product, perhaps a point of view, capability of an organisation, seeking engagement with an objective or vision, or an idea. Irrespective, the objective of selling cannot be met … Continue reading

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