Monthly Archives: August 2005

The heading may confound some. Is there any irrelevant strategy? The surprising answer is YES! Very often strategies are cooked in faraway places, in faraway contexts, and in faraway language -atleast for most of your managers. So there is scepticism, … Continue reading →

As companies start realigning their strategies and processes they need to bring in fresh managerial and technical talent. Often, initiating new people is handled through some orientation programme. it is expected that new people, particularly at senior levels are capable … Continue reading →

Many equate innovation with product innovation or market innovation. While these are important, other kind of innovation, just as important gets ignored. This innovation is operational innovation. The idea is simple you focus few vital value adding business processes and … Continue reading →

CEOs are obsessed about how to build competitive advantage for their firms. It is well known that most strategies fail due to implementation problems. Business processes are vehicles of delivery of value to customers and of achieving returns for other … Continue reading →

Fanning the flames was the company’s historical obsession with selling, to the near exclusion of everything else. “We were watching the front door to capture new customers, but we were hemorrhaging customers out the back door because of inattention,” says … Continue reading →

I come across situations when the leader-CEO develops doubts about strategies under implementation. The CEO takes ad hoc decisions. This erodes confidence of those in his team. For example, a company is trying improve its order delivery process. There have … Continue reading →

See this link for full article HBS Working Knowledge: Leadership: The Zen of Management Maintenance: Leadership Starts with Self-Discovery Actually, this is more a crisis of courage than of leadership, because what is lacking today is not knowledge about leadership, … Continue reading →

But most companies are not organized to let proceseses run smoothly across them. Ask any one to describe his company, the organization chart will come up soon for display. Even young organizations are quickly form around functions like marketing, manufacturing, … Continue reading →