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- Category: Understanding
Context is one of the most faithful and rewarding gifts in life, it yields an immediate appreciation and understanding from networked people. Yet, in is a common characteristic found in self-centred individuals who wish to save time by neither expressing their thoughts in a structured manner, nor wish to contemplate the consequences of poor communications. The result of being self-centred soon displays a decline in team performance and inaccurate deliverables; disciplines of value are compromised and corporate culture takes a nose-dive. All results point to the missing link of Context.
- Category: Understanding
For more than 70-years we have been told to cut costs. Frugal misers are portrayed as astute, but are they successful and wise in understanding?
I believe they are Pirates and not Leaders. By the time it comes to scraping rum from the bottom of the barrel, your business is already on the rocks. The early warning signals were there; ignored by still having the emergency option to cut costs.
- Category: Understanding
JUST™ is a Symphony™ acronym for Joint Understanding of Strategic and Systemic Threads. To comprehend the imperative nature of structured thinking and its impact on the organisation, it is imperative to recognise the deliverable first. The concept aims to deliver a flawless series of structures, structured thoughts and procedures – a core that reflects deep understanding and purpose.
Market Myopia (Levitt, 1960) appealed to leaders to view their organisations from a perspective of the value created for customers. Knowing how markets perceive the value created, indicates where customers position your offering in a sequence of functions they are trying to perform, defined as customer-value. Levitt was cautioning the likes of railway companies who thought they were in the railway business. Likewise newspaper companies sold newspapers, a full focus on activities to produce a ‘daily paper’.
- Category: Understanding
Owners and Managers readily consult professional opinions when faced with business challenges and complex Issues, Deficiencies, Obstacles and Shortcomings. Yet any challenge can be dealt with by simply applying some deep Understanding. Unfortunately, the first port of call is a ‘quick-fix’ remedy and not clarity by means of understanding. Yet without a deep understanding we will continue to falter in any Approach and not recognise the most obvious business landscapes populated by cause-and-effect, which present multiple forms of Solutions and Opportunities. On the one hand ‘quick fixes’ indicate a lack of discipline that denies the organisation the joys of Discovery which challenges and exercises our thinking; on the opposing hand is an opportunist mentality that seeks an easy gain. This begs the question, are today’s business leaders really ‘Leaders’ or mere ‘Pirates’ at heart?
- Category: Understanding
The essence of Procedural flaws are not complex, the list is just long. For starters, academic research and business articles caution that prevention measures are better than cures. The 'profit-motive' is readily assimilated into a Profit-first mind set; our logic becomes circular by perceiving that Solutions are based on Products without asking what customers are trying to accomplish; Processes are engineered to structure the business and do things better, yet the 'things we do' misrepresent what markets 'really desire' and success results from a Vision that equates to a dream. Procedural flaws bear the following characteristics:
- they Inherently struggle to render satisfactory execution;
- Procedures which once worked, no longer render reliable results, predictable outcomes;
- Procedures which regulate the functioning and execution of process controls over causal Conditions and Circumstances, become ineffective;
- Activity outputs, reliable Results and predictable Outcomes are at stake and will be compromised.