November 6: Winning Strategies
One prays for miracles but works for results ~ Saint Augustine
There is an old saying that good intentions don't move mountains, budd-dozers do.
Strategies are the bulldozers. They convert what you want to do into accomplishment.
They also tell what you need to have by way of resources and people to get the results.
Everyone feels virtuous once planning is done. Untill it becomes actual work, nothing is done.
Strategies are action-focused.
Strategies are not something you hope for; strategies are something you work for.
Action Point: Have a strategy in place.
Thursday, November 3, 2011
November 5: The Future Budget
November 5: The Future Budget
The budget for the future remains stable throughout good times and bad.
In most enterprises there is only one budget, and it is adjusted to the business cycle. In good times expenditures are increases across the board. In bad times expenditures are cut across the board.
The change leader's first budget is an operating budget that shows operating and capital outlays to maintain the present business.
What is the minimum we need to keep the operations going? In poor times it should, indeed, be adjusted downward.
The change leader has a second, separate budget for the future. The approach is 'What is the maximum funding these new activities require to produce optimal results." That amount should be maintained in good times or bad - unless times are so catastrophic that maintaining expenditures threatens the survival of the enterprise.
Action Plan: Prepare a 'development budget' that contains funds to exploit opportunities.
Make sure the budget provides stability of funding in good times and bad.
The budget for the future remains stable throughout good times and bad.
In most enterprises there is only one budget, and it is adjusted to the business cycle. In good times expenditures are increases across the board. In bad times expenditures are cut across the board.
The change leader's first budget is an operating budget that shows operating and capital outlays to maintain the present business.
What is the minimum we need to keep the operations going? In poor times it should, indeed, be adjusted downward.
The change leader has a second, separate budget for the future. The approach is 'What is the maximum funding these new activities require to produce optimal results." That amount should be maintained in good times or bad - unless times are so catastrophic that maintaining expenditures threatens the survival of the enterprise.
Action Plan: Prepare a 'development budget' that contains funds to exploit opportunities.
Make sure the budget provides stability of funding in good times and bad.
Wednesday, November 2, 2011
November 4: The Test of Intelligence Information
November 4: The Test of Intelligence Information
The ultimate test of information system is that there are no surprises
Action Plan: Identify key variables in your environment. Make sure you have intelligence information about each of these variables to minimize surprises.
The ultimate test of information system is that there are no surprises
Action Plan: Identify key variables in your environment. Make sure you have intelligence information about each of these variables to minimize surprises.
November 3: Gathering and Using Intelligence
November 3: Gathering and Using Intelligence
Information has to be organized to test a company's assumptions about its theory of its business.
Action Point: Do you have information you need to challenge your company's strategy and assumptions?
Information has to be organized to test a company's assumptions about its theory of its business.
Action Point: Do you have information you need to challenge your company's strategy and assumptions?
November 2: Business Intelligence Systems
November 2: Business Intelligence Systems
Half of the new technologies that transform an industry come from outside the industry, and information about these new technologies is available.
Action Point: Identify three technologies / business areas that are transforming your business that have come from outside of your industry. Setup an intelligence system to gather information about these and other emerging technologies and capitalize on them before your competitors do.
Thought:
Banks like hospitals
Technology service providers like doctors
Focus from General to specialty treatments
Half of the new technologies that transform an industry come from outside the industry, and information about these new technologies is available.
Action Point: Identify three technologies / business areas that are transforming your business that have come from outside of your industry. Setup an intelligence system to gather information about these and other emerging technologies and capitalize on them before your competitors do.
Thought:
Banks like hospitals
Technology service providers like doctors
Focus from General to specialty treatments
November 1: Organizational Agility
November 1: Organizational Agility
Fleas can jump many times their own height, but not elephants.
The law of organization is concentration.
Modern organization, indeed must be capable of initiating change, that is innovation.
Move scarce and expensive resources of knowledge from areas of low productivity and non-results to opportunities for achievement and contribution.
Stop doing what wastes resources.
Action Point: What the small number of tasks that your large organization is doing? Are they the right ones? If not, discontinue them and focus on others.
Fleas can jump many times their own height, but not elephants.
The law of organization is concentration.
Modern organization, indeed must be capable of initiating change, that is innovation.
Move scarce and expensive resources of knowledge from areas of low productivity and non-results to opportunities for achievement and contribution.
Stop doing what wastes resources.
Action Point: What the small number of tasks that your large organization is doing? Are they the right ones? If not, discontinue them and focus on others.
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