Posts in category: Business Practice

We get what we measure

We get what we measure

“…the best and brightest are now working on ways to save fractions of pennies through efficiency instead of product development. And the problem lies in the way that businesses and the financial markets measure success.” — Clayton Christensen, Harvard...
Excuses for not improving

Excuses for not improving

These common excuses keep organisations stuck repeating the same mistakes or unethical behaviours. Tradition: We have always done this. Rules: We just do what we are told we have to do. Relativity: But everyone is doing it. Scope: Who cares? This doesn’t affect...
Convert Thinking to more Doing

Convert Thinking to more Doing

Don’t like what’s showing on the TV of your work or life? You have to pick up the remote to change the channel. The idea of change alone won’t change anything. Only actions will. Observations and thoughts are interesting. Asking probing questions to...
Two ways to use notes

Two ways to use notes

As a memory aid. When the literal content matters. These notes are read and edited iteratively to compose a fine piece of writing, or reread to reinstall force learning. New thoughts and ideas may or may not happen. As an aid to thinking. Where the outcomes (clarity,...
16 New Rules of Business

16 New Rules of Business

Hire outside the box. Time shift your team. Do a bit of everything. Tune out. Be transparent. Enforce a hard stop. Don’t think in annual terms. Splurge on things that are often overlooked. Toss out the projections – your business is you. Embrace a hybrid...
Purposing

Purposing

I have always be somewhat uncomfortable with the notion of “repurposing”. It’s like leftovers. Nothing wrong with it. But not quite the sort of thing to serve dinner guests. To repurpose is to re-use an existing product with minimal modifications so as to create...
Projects are like mahjong

Projects are like mahjong

Working through the stages of a project is like working through a shanghai mahjong (shanghai solitaire) formation. A new formation can be initially overwhelming when we first encounter its complexity. Just like a new project. There are so many factors both explicitly...
False certainties

False certainties

It is a part of our makeup to avoid discomfort. A lot of us, if not most of us, prefer to cling to the made-up certainty of a belief or an aspirational goal, than to embrace the scary uncertainties of reality. False certainties can seem harmless when taken at face...
Fortress Learning: Learn and Lend

Fortress Learning: Learn and Lend

Like many businesses, Fortress Learning has a referral fee mechanism to reward referrals. The difference is that they provide the option to donate this referral fee to Kiva as part of their corporate giving programme. Owners Chris Gribble and Bryan West made this...
The mastery-boredom cycle

The mastery-boredom cycle

Do you get bored after you have mastered something? Walking away from something you have just mastered may not be the wisest move. In his Forbes article, Neil Kane discusses How To Overcome The Boredom That Follows Mastery. I have summarised his recommendation in the...
Safety and positive affect in problem solving

Safety and positive affect in problem solving

Neuroscience has shown that effective learning and problem solving (aka innovation) requires two prerequisite conditions. The participants must feel safe within the group. And there needs to be a mutual liking of each other. Safety means feeling physically and...
Designing for motivation

Designing for motivation

We can imbue greater intrinsic motivation into work by activating the three aspects of Autonomy, Mastery and Purpose in the work design. (Definitions below are from LifeHacker. I have added questions to expand upon each.) Autonomy: Our desire to direct our own lives....
Designing for happiness

Designing for happiness

The following four factors for happiness may be useful as the basis for designing user experiences (processes, services, and user interfaces.) Material in quotes were from SlideShare. Questions are my value-add. “Autonomy – feeling that your activities are...
Client-centred consulting

Client-centred consulting

Client-centred consulting is very much like counselling. Unlike the traditional consultant-is-the-expert model, the client-centred approach acknowledges the client as the expert of their business, their unique circumstance, and their industry. The consultant brings...
Listening to transform crises and conflict

Listening to transform crises and conflict

I was once asked to meet with a “difficult” bank executive on behalf of a client. The rising frustration between the parties was holding up the project. The meeting started off as described by my colleagues. Anger, frustration, defensiveness; expressed as strong...

Project management models: Agile, PRINCE2 and PMBOK

The five broad stages of the PMBOK stake out the common baseline course along which every project inevitably runs As with all models and methodologies, these are ultimately guidelines only. To follow a methodology strictly is unwise; as is not following any at all. On...

Agile, change-embracing, accelerated projects

The Agile Methodology is typically associated with accelerated software development. The core principles of Agile can be effectively applied to general project work. Its iterative nature, marked with incremental milestones, and flat, open collaboration between...
Hidden true value

Hidden true value

The value we can offer our clients can be divided into two parts. The part above the ground is the visible part – this is our marketing – what we tell the world we do. This part is tailored to the context of our target audience. It is also our...
Industry habits and expectations

Industry habits and expectations

Have you ever waited for a tradesperson who didn’t turn up when they said they would? Or bought a piece of technology that did not work until updates were applied at your own expense/effort? Were batteries included the last time you bought a toy? (Remember Nigel...
Leading by example not

Leading by example not

There’s a media frenzy going on the last few days over the public Bondi billionaires brawl between high profile business figures David Gyngell and James Packer. Given leadership personality traits can and do infuse organisations from the top down, I wonder what...
Page 4 of 27« First...23456...1020...Last »