The framework to take the decision to outsource elements of your organisation's operations has changed in the 21st century. The long-term consequences of outsourcing without considering the very foundations of organisations are becoming more apparent. The real problem with outsourcing is “fracturing”, the splitting of what should be integrated parts of the organisation.
Read MoreDrucker made it clear that leaders, managers, academics and researchers in the fields of organisations, management, communication and change need to challenge the very foundations and assumptions of their work. Roddick said "we went looking for employees, but people turned up instead." The starting points for all organisations are people and values.
Read MoreBudget cuts, especially when they relate to labour cuts, have dramatically unkind impacts on the people in your organisation, their morale, the ability to get the work done. They result in long-term hardship to your people (or former people in the case of labour cuts) and their families, as well as having a broader impact on customers and communities. History tells us that budget cuts are often the beginning of the end for companies, leading to eventual closure, takeover or liquidation.
Read MoreOver the last fifty years, the range of key stakeholders for most corporations has been expanding. Corporate responsibility expectations are changing as a result of the influence of key stakeholders, with the consequence of potentially limiting the ability of shareholders and managers to operate in their preferred environment. In the meantime, the more traditional key stakeholders, shareholders, clients, customers, suppliers and staff, are asking for more involvement in organisational operations.
Read MoreIn the Asian century, business as usual is not enough. Because what we know clearly is there isn't a single aspect of government policies and national planning that won't be touched by the great changes to come. Food security and foreign investment, immigration and education, stock market structures and financial regulation, energy policy and environmental standards.
Read MoreThe key theme is that in one way or another, price will always be part of your competitive offering. What is important for long-term success is how you define the role price plays. It needs to be the best role for your business, in line with the shared values between yourself and your customers.
Read MoreVarious Australian governments, by allowing money to talk so loudly, have put themselves into a spiral where this same pattern is repeated over and over. And each time the pattern is repeated, the cost of fixing it becomes higher and higher. Also each time, it is our values, our lives and the futures we are trying to create that are diminished.
Read MoreAs well as being central in Asia and having a heritage with European influences, Malaysia has strong links into the sub-continent, South West Asia, the Middle East and the newer Islamic republics in the region. There will be many business opportunities in these regions in the years to come.
Read MoreMany organisations have failed to see scenario planning as a wonderful method for strategy thinking and planning, yet experience demonstrates that scenario planning produces innovative, practical, inspirational plans that focus on delighting customers and clients.
Read MoreFind an organisation in the news that is attracting a lot of criticism for an aspect of its performance. Look particularly at those where a lot of people are proposing solutions which have a really common feel to them. Identify some underlying long term issues affecting that organisation and see if you can come up with a different solution to everyone else.
Read MoreI remember well the stunned reaction of a senior management team when I presented a detailed strategy and action plan that eliminated my own role from the organisation. Before the presentation, I was seen to be talking to a lot of people at all levels of the organisation, therefore I was plotting. It never occured to any of them I would advise they change the nature of my own position and employ a person more suitable to the needs of the organisation.
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