Leadership
As we enter the normal stategic and business planning season it is clear that things are different this cycle. We are all being forced to ask tough questions about how we’ll invest, carefully, for 2010. I’ve been in several strategic planning sessions with both clients and in our own company where a single question is disturbing the status quo. The question boils down to asking, “is our current business model and approach over-engineered and over-built…and if so, how do we get it right for the coming years?” There is a fantastic Wired Magazine article you can use to spark the right conversation within your team that will help you target investments in the right areas.
Someday, the picture on the right of a typical cubicle farm will look just as obsolete as the rows of desks with the boss watching from behind on the left. For some workers, someday is today. And the good news is that the solutions for today are actually less expensive, more flexible, better for effective work, sustainable and to most employees…really cool. It is rare to find this type of business solution.
This week we had an opportunity to meet an amazing group of people at Sun Microsystems. They have developed what is by far the best, most cost effective, most efficient, and cool workplaces that I’ve seen in years. In my work, I have the opportunity to see a lot of different work environments and use a lot of different collaboration platforms…some of which I’ve written about on the blog. However, this one was different…. (more…)
A recent article in BNET was somewhat scolding executives for needing to go to ‘Strategic Planning 101′ in response to a Dartmouth Professor’s claim that newspaper publishers are just sitting around and whining, while their businesses go in the tank.
A clip from the article shows a somewhat insulting list of what Strategic Planning 101 is all about. Usually I just ignore this type of advice, but in this case it was so far off the mark, I had to comment.
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Strategic Planning 101
- Get a bunch of smart people in a room together … without cell phones and Blackberrys
- Have somebody present a completely honest analysis of the competitive situation
- Throw out all the sacred cows and preconceived notions
- Brainstorm new ideas until you can’t stand to look at each other anymore
- Vote on them, take the top ten, assign each to an executive to develop a business plan
- Meet back, present the plans, debate, decide on one or two to implement, and execute
At least you’d think that’s what they’re doing, right? All those high-paid executives with fiduciary responsibility can’t just be sitting around complaining and waiting to die. Or can they? What do you think? Do Syd and I expect too much from officers and directors that shareholders depend upon to make their investment worthwhile?
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This misguided view of what strategic planning has two major gaps that are the undoing of most efforts to set and execute strategy. (more…)
There is a natural reaction when a major disruption in business occurs to go into survival mode. That means tunnel and short-term vision as well as tactical and reactionary measures. That can be a necessity for survival. However, a recent poll of the Strategic Planning Community (SPC), a business social network of strategic planners hosted by the Association of Strategic Planning (ASP), shows that for the most part, the knee-jerk reactions to the downturn have passed and most companies are moving towards more strategic moves. (more…)
On Thursday, February 5th, the Association for Corporate Growth is holding their annual West Coast M&A Conference. I’ll be presenting on the topic of “M&A Integration…Shaken Not Stirred.” Too many M&A deals end with results that don’t justify the cost or effort of the transaction. Often this happens because companies try too carefully to not disrupt the existing orgnaizaitons and never get to the true value of combining companies. The event is at the SF Palace Hotel and will run from 8am to 6:30pm. If you are interested in attending, you can click here for more information.
By: Michael Kanazawa
People like to say, “failure is not an option,” in an attempt to motivate greatness and breakthrough results. However, like so many popular business phrases, this one doesn’t even make sense in real life. This phrase was made popular in the Hollywood version of Apollo 13, but business isn’t a movie and employees aren’t actors. We all lead in the real world where not everything gets resolved in a happy ending in a neat 90 minute story. Successful people and companies know that failure is always a potential and it is not something than can or should be ignored. (more…)
Exactly one year ago, November 11, 2007, I published an online article on HR.com that discussed how Barack Obama was doing a good job of truly engaging people in his campaign, but that he had a slight miss on a particular exchange on LinkedIn. In the article I suggested, ” From my work as an advisor to corporate executives it is clear that CEOs who engage their workforce move from having a group of passive followers to people who are active in driving for a cause and willing to take personal accountability for results. Isn’t that what a Presidential hopeful needs in terms of getting out the vote and eventually leading our country?”
Now that the election is over, Barack Obama’s campaign so clearly showed the power of a leader getting people engaged in their cause it is worth calling out again and sharing some key tips to leverage in your own leadership. (more…)
By: Michael Kanazawa
The American Management Association recently published an article I wrote in ‘Executive Matters’ that highlights the challenges with traditional approaches to corporate change programs and three key tips for making sure that your corporate change efforts succeed. People have become highly skeptical and jaded about corporate change programs…and often for good reason. The article provides a great overview and specific tips for a better and more accelerated approach to change management.
For a full copy of the article, click here.
By: Michael Kanazawa
One of the concepts from our book that has truly struck a chord with people is the concept of doing “More ON Less.” People seem worn out with the old and tired saying and approach of trying to do “more with less, ” which does little to drive great execution or to get the best from people in challenging times. On the other hand, doing More on Less drives focus, concentration of resources, and can generate breakthrough results.
Just recently I spoke at a LeaveSmarter conference and the sponsor posted a video cut of that presentation on YouTube. They selected the section about doing more on less so I thought I’d share it here on the blog. It is a great explanation of what we mean and the challenges that arise when you go with the common phrase and idea of doing more with less, versus doing More on Less. (more…)
By: Michael Kanazawa
In most of my experiences with our ACT process, we’ve been working to accelerate strategic change at corporations. We’ve also worked with our process with public educational institutions, which has always been enjoyable because the end “product” of developing future leaders is so rewarding. One area I haven’t spent a lot of time thinking about is how our process could be applied to social change or to quite literally, change the world.
Two things happened this week that are opening my eyes to the opportunity for our process to help change the world. One was an article about the breakdown between policy changes and real-world impact within our government and the other was a real surprise and practical interpretation of our work from a pet rescue non-profit founder who is looking to change the world. (more…)
ABOUT
Michael Kanazawa shares recent insights and tips about the no-nonsense, results-driven approach to driving business breakthroughs found in his new book Big Ideas to Big Results.