Monthly Archives: June 2011

6 rules for Strategic Alignment.

Every strategy book and article I have ever read talks about “alignment” as the holy grail of effective strategy implementation, but rarely have I seen it articulated in simple terms that are easily communicated. So here goes: Ensure there is … Continue reading

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Presenter or Mentor

Presentations happen all the time, most are boring, usually because the presenter is talking about his favorite subject, “me, me, me” when the reality should be all about the audience, weather that be one person, or a thousand. Successful presentations … Continue reading

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Assumptions become facts

How often have you seen assumptions, either made in the early stages of a project, or as a result of a long association with a product category blinding people to alternatives, gradually become accepted as “fact”? I have seen it … Continue reading

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Review of produce marketing and its future

The future of produce marketing in Australia is fraught with difficulties that many who just buy their produce in the supermarket will never think about. The dominance of the chain supermarkets, lack of innovation, fragile investment outlook, environmental concerns, regulatory inconsistency … Continue reading

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Who would buy shares in a Telco?

Telstra is one of the best yielding shares around, management knows there is no other reason to hold them, so effectively pump the share price with good yields.  At the current prices they are a good buy, being assured of a … Continue reading

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SEO is the new benchmarking

Operational benchmarking was one of the “flavours of the month” for a long time in the nineties, until people realised that finding  out what the best in class were doing, then expending resources to copy them, just ensured you never … Continue reading

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Behavior & Technical change

It seems that technical changes are facilitating behavior changes that were previously constrained by the practical and cost barriers that existed. However, the really important changes occurring are not the technical ones, but the manner in which consumers use them, … Continue reading

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A seat at the table, or a spot on the menu?

Negotiation is a process of finding a solution to a question that is acceptable to all parties. It should go without saying that the first step is to actually communicate, setting out to find areas of compromise, and places of … Continue reading

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What to do Vs. What is going on

Experience is hard won, experienced people have an intuition built up over time that is not always obvious, and is certainly not a “by the list” analysis of all the factors, weighing up the relative importance of each, and reaching … Continue reading

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Invention or innovation

These two terms are often used interchangeably, but have a different meaning that I have mumbled about from time to time. This post on the PARC blog in response to Malcolm Gladwells article in the New Yorker is terrific articulation … Continue reading

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Lean accounting

One of the reasons it is sometimes hard to keep a lean initiative alive, or indeed, get it past first base after the initial adrenalin has worn off is the manner in which the traditional accounting systems monitor performance.  Often, … Continue reading

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The core of innovation

How easy it is to believe that the only thing needed for a successful NPD&C process is assets, money, people, time, capabilities, market position, and so on, but how often is it that the real innovations emerge from places where … Continue reading

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The Immediacy trap

“Immediacy” is perhaps the watch-word to describe the way in which our society works.  Communication is so instant that we expect reaction to the communication to be just as quick, and this expectation of virtually instantaneous reaction can be a … Continue reading

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The character of a leader

I listened to the Rugby  League game yesterday between the Broncos and the Raiders, an extraordinary game that the Broncos had won, almost lost, then won in a golden point  “coin toss” For no particular reason, the term “character” came … Continue reading

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Root causes of success

A basic discipline of Lean Thinking is the quest for the root cause of a problem, enabling a solution to treat the disease, not just the symptoms. The converse discipline, seeking the root cause of success so that it can … Continue reading

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Business & Sustainability

Is there a win win here, does being sustainable environmentally mean a compromise to commercial sustainability,  or is environmental sustainability a foundation of commercial sustainability? Increasingly  the latter is becoming the more obvious answer. As the green debate widens, and … Continue reading

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Still think Social media is a fad???

Try this on U-tube, a recitation of stats that should leave no doubt that social media is mainstream, not a toy for the digital generation. OK, we all know you cannot believe everything you see on the web, so halve … Continue reading

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Hire attitude, then educate

How do you find the right people to contribute to the growth and prosperity of an organisation? This task is generally recognised as a core management function, but so often a new hire makes little real difference beyond delivering more … Continue reading

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The thinking can be as important as doing

Consider, what the people on the production line are thinking about right now, finishing work, the fishing trip on the weekend, the necessity to get the car fixed and registered by next Monday, how can they pay that huge electricity … Continue reading

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Agenda management

Setting an agenda for a meeting is a crucial but easily dismissed management tool, although the capacity of the chairman to stick to it plays a role in how effective the meeting becomes. When setting an agenda, it is useful … Continue reading

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