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Management Excellence Book Series Podcast: Strategic Speed

Aug 31, 2010

I had the good fortune to connect recently with Jocelyn Davis, one of the co-authors (along with Henry Frechette, Jr., and Edwin Boswell) of Strategic Speed, for an interview, where we discussed the high failure rate of strategies, the meaning of “strategic speed,” and a number of other issues important to anyone interested in improving strategy execution. Jocelyn’s insights into the book and the world of strategy and leadership were fascinating.

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Leadership Caffeine™: Quit Managing Reduced Expectations

Aug 10, 2010

A great friend and talented product manager once offered in a moment of frustration that he viewed his principal job as one of “managing reduced expectations.” This brilliant, but depressing turn of words reflected bigger business problems, including a logjam in development that effectively precluded us from doing anything to enhance the competitiveness of our products in a timeframe shorter than something that you might find on a geologic time-scale. The “managing reduced expectations” seems to be a theme inherent in our society right now, and it is a dangerous mind-set.

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Innovation is Everyone’s Business

Jul 28, 2010

Take a poll in your firm on whether people feel responsible for innovation in their jobs or in their departments, and I’ll offer an educated guess on the outcome. Those involved in engineering, design, marketing and product management will feel a strong sense of responsibility to innovate. For others in supporting or operations-focused roles, the need or ability to innovate will be rated towards the low end of perceived priorities or even capabilities. That’s a shame. A good innovator and good innovations are terrible things to waste, regardless of functional role.

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Rethinking Talent, Leadership and the Organization

Apr 21, 2010

Anyone involved in leadership and responsible for the development of leaders should read the recent BusinessWeek article, “Can GE Still Manage?” The article offers a fascinating look into GE’s traditional leadership and high-potential development practices, and raises an interesting question of whether these practices still hunt in a very different world than when they were conceived. While I’m not qualified to critique GE’s approach, the article certainly begs all of us to be thinking about or rethinking everything that we take for granted in how we find and cultivate talent and how we deploy our resources.

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7 Ideas to Stimulate Experimentation in Your Organization

Mar 17, 2010

In some organizations, there are so many systemic and cultural disincentives to experimentation that it’s a wonder that executives and employees are able to decide what to have for lunch today that was different from yesterday. In spite of the natural inertia towards the sure thing or the shortcut (external advice in lieu of more risky and time-consuming experimentation), I’ll offer my few cents worth on why and how you and your firm can use experimentation as a means of building value and confounding competitors.

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Leadership Caffeine™-It’s Time to Get Serious About Learning from Your Twenty-Somethings

Jan 31, 2010

One of the recurring themes in my writing and teaching activities is the importance of blending the generations in the workplace. I’ve been a cheerleader for this cause for the past few years and I truly believe that good managers everywhere must find opportunities to leverage the unique perspectives of experience, pragmatism and idealism available from this fascinating mix of time travelers. I’ve now moved beyond my polite encouragement for managers to find ways to adapt and cope with what seem to be the foreign habits and foreign viewpoints emanating from the more youthful in the workforce. It’s time to get serious about learning and benefitting from this younger generation.

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Leadership Caffeine™-Develop a Big Picture View or Risk Becoming a Carp

Jan 4, 2010

Far too many leaders that I work with lack awareness of the broader forces swirling around their firms, their customers and those shape-shifting clusters that we describe as industries.

Given the hurricane like market and societal forces buffeting our globe today, a strategy of boarding up the windows and hunkering down is tantamount to committing corporate suicide. Yet, mostly by the sin of omission, this is exactly what I’m observing inside too many organizations.

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Leadership Caffeine™: Five Simple Suggestions for Minimizing Management Myopia

Nov 29, 2009

Participate in or monitor enough management team conversations and you will invariably conclude that it’s darned hard for these teams to spend quality time discussing external issues. The gravitational pull of internal “stuff” is overwhelming and resists all attempts to move the conversation to topics outside of the firm’s four walls, preferring instead to keep managers focused on the nuances of their own operations. The result is a self-fulfilling management myopia where the view on the world is grossly limited to the immediate surroundings…and ranges as far as the eyes can see outside conference room windows.

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Jump-Start Strategy By Jumping Straight to the Middle of the Process

Jul 17, 2009

Get your team talking about the right topics and get them focused on assessing and comparing based on the criteria that are the most important to your success. Skip the summer strategy offsite and start the dialogue on determining what’s truly important, and you’ll find yourself and your organization moving and working the right things faster than you might imagine.

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