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What to Ask the Person in the MirrorMost successful leaders receive a high degree of guidance and support in the early stages of their career. But as they move up the levels they have to forge ahead with steadily decreasing sources of honest feedback. However even the best of leaders require accurate feedback because no one is immune from bad habits, bad judgments and mistakes. The world is changing continuously and subtly, leaders often keep using strategies that worked in the past but are not effective anymore. It’s very tough to understand the changes or the mistakes we make when we are in the midst of doing so.
read more>> | Marketing MyopiaMarketing Myopia is counted among the super successful articles of Harvard Business Review; it was published in 1960 and won the McKinsey Award that year. Written by Theodore Levitt who was a lecturer at the Harvard Business School, this article introduced a famous question to the corporate world which was, “What business are you really in?” The article theorized that most businesses, including the hugely successful ones declined after their years of glory because their focus was on the product rather than their customers.
read more>> | Manage Your Energy, Not Your Time
read more>> | Managing Your Boss
Bosses need to rely upon managers and they also require them to be co-operative and honest. From their end, managers depend upon their bosses for guiding them in the right direction by setting priorities and them getting critical resources as required. Managing your boss might appear to be a strange goal because traditionally it’s the boss who directs the manager. It actually involves creating a productive relationship which also serves as a win-win solution for both boss and manager.
read more>> | How Strategists Really Think: Tapping the Power of AnalogyStrategies involve making choices and it is the quality of the thinking that influences these choices which in turn determines the success of various strategies. When enquired about their decision making processes executives generally credit either deduction or trial and error as the method they used to make strategic decisions, however most of them are not aware of how often they use analogical reasoning.
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Harnessing the power of informal employee networks
Wherever human beings work together networks start growing spontaneously. People form networks for fulfilling their mutual self interests. These informal networks help professionals to share ideas and also work together for their personal benefits. The members of these networks could range from research scientists who are working in related fields, to investment bankers whose clients come from the same industry. Large corporations with thousands of employees usually have hundreds of such informal networks whose members connect with each other through their mobile phones and community web sites as well through informal meetings in cafeterias.
read more>> | Making Talent a Strategic PriorityTen years ago McKinsey conducted a research called War for Talent which pointed towards an imminent shortage of executives. Today, that problem still exists and has probably become even worse. Companies now face the retirement of baby boomers, and are not sure about the talent that would be suitable for emerging markets. McKinsey Quarterly global survey in 2006 found that getting talented people was among the top objectives of managers, in 2007’s a second survey had over half of the respondents stating that they expected competition for talent to intensify.
read more>> | Why value value?—defending against crises This article which is actually an excerpt from a book presents a sound argument for the fundamental reasons that led to the recent economic crisis. The author Timothy M. Koller begins by stating how many serious thinkers have responded in the aftermath of the ongoing economic crisis. They have by and large stated that we must fundamentally change our idea about the market economies in order to avoid economic crises in future. They have called for much stricter and explicit governmental regulation into the actions of investors and companies. There is also a general demand for new economic theories that can prove to be a stronger safeguard against any future recessions.
read more>> | Learning 2.0: Improving Workforce ProductivityE-learning was introduced with a lot of hype but turned out to be a disappointment. It was not because e-learning as a concept was merely a lot of hot-air but not much substance. The real reasons were that we did not have platforms that could maximize the potential of e-learning. But that was then, today we have Web 2.0, social media, crowd-sourcing and a host of mobile computer devices like tablet PCs, e-readers, ipods and ipads, all of which can be used together to make the most of e-learning.
read more>> |  The End of Rational EconomicsThe global economic crisis has shattered two long held economic theories.
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 Shoveling Water - Why does it take so long to commercialize new technologies?Author David Rotman explains the differences between individual technologies and domains while exploring why it takes technology so long to commercialize. This understanding can help enterprises evaluate their product choices, the investments they need to make and the timeline for successful adoption of the new technology. This can show them what to focus on in their development efforts.
read more>> |  Lie Detection Ekman learned that the human subjects he studied betrayed their emotional state through microexpressions, however much they tried to suppress them. He identified 46 facial-muscle movements that, across cultures, signal such basic emotions as fear, distrust, and distress.
read more>> |  Manipulating MemoryA clinical psychologist at McGill University and the Douglas Institute in Montreal, Alain Brunet says "If someone is traumatized, you ask them to recall the memory, give them a pill, and the [emotional] strength of the memory is weakened." The details of the trauma remain intact, but the emotional component of the memory appears to dissipate.
read more>> |  Touch Screens with Pop-up ButtonsAs touch screens become more popular in other contexts, such as in-car navigation and entertainment systems, this lack of sensory feedback could become a dangerous distraction.
read more>> |  More-Precise Genetic Engineering for PlantsTwo papers in this week's Nature detail the use of a genetic technology that allows scientists to target plant genomes more precisely. The method, which has previously been used in animals and in human cells, can be used to introduce a new gene, make small changes in existing genes, or block a gene from being expressed; it also makes it possible to introduce several different genetic changes into the same plant.
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Selling Get ComplexSelling has come a long way from being simple barter exchange to a sophisticated and complex process that is continuously changing. It can be described as an evolutionary process that requires changing in relation to new technologies. Professional selling requires mastering of new skills, optimum utilization of available sales technology tools, development of opportunities and closing deals.
read more>> |  50+ The Market That Marketers Still Miss
The authors Rawlinson and Kuznetsova, discuss the importance and presence of a strong group of consumers who are 50+ and have the money and drive to experiment with new and old products. It is time for them to engage in a full blown market segmentation framework for their products.
read more>> |  Managing with the Brain in MindUnlike other human organs, the human brain is a social organ and it develops not by the growth of the human body but by the level of its social interactions, as the recent neuroscience research has been able to prove.
read more>> |  The China and India StrategyFastest-growing economies in the world...
China and India are the two fastest-growing economies in the world. Both represent a supreme market penetration. Economic integration between China and India is rapid. People outside these two countries knew that China is India’s number one trading partner and for China, India is in their top 10 trading affairs.
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Sales Avoid Drawn Out Sa...On a list of the “Top 10 Things Salespeople Don’t Want to Hear from Customers,” few rank as high as “We’ll need some time to think about it.” For the ...
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Marketing What Is The Most I...At first glance, it seems like a simple question. But the more you think about it, the more complex it gets. You could argue any number of answers based on your beliefs, values, or type of ...
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Web 2.0 Web 2.0: The End o...The recent Web 2.0 Expo in San Francisco was an upbeat affair showcasing a lot of interesting technology. The initial consumer-focused hype is receding as the next phase of "social ...
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Strategy Secret to Strategi...Even after knowing what they need to do to succeed and setting all the plans in place, most of the service firms get unfocused and the plans get pushed aside. Developing a strategy is not ...
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Communication Lead Generator: Ca...Want to capture leads through a speaking engagement? Smart thinking. Vickie Sullivan, founder of Sullivan Speaker Services, offers these tips to make it happen.
Don't Sell
Audiences looking ...
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Thoughts From A Sale Most readers of this blog know that our company recently sold its Jupiterimages division. We were in the image business for nearly 6 years. I will not bore readers with the details of the history or the highs and lows. However there are a few salient lessons that I learned from the experience.
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