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منتخب مقالات مدیریت و بازاریابی
Why I Decided to Rethink Hiring Smart People
جمعه 5 آبان 1391 ساعت ساعت 00 و 00 دقیقه و 02 ثانیه | نوشته ‌شده به دست بهرام سعدیان | ( نظرات )

Chris Argyris' "Teaching Smart People How To Learn" utterly changed the way I thought about management. It didn't just give me a somewhat different view; it convinced me of the exact opposite of what I had believed before I'd read it. That's a heck of a lot of influence for 10 and a half pages!

At the time, I was a director at the strategy consulting firm Monitor, and a few months before the article was published in the May-June 1991 issue, we had formed a four-person Global Executive Committee to run the firm, so I was more intimately involved in its management than I had ever been before.

We had a pretty simple recruiting philosophy during our swift ramp-up from inception in 1983 to that point in time: hire super smart consultants because, thanks to their great intellect, they will be able to learn best and fastest. In fact, we had a thoroughly obnoxious catchphrase — stupid is forever — that I am very embarrassed ever existed, and repeating it here is part of my penance for once holding the view. Its (deeply flawed) logic was that you could teach someone all the interpersonal skills necessary as long as they were really smart. But if they weren't really smart to begin with, there was nothing you could do.

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Help Us Innovate the Innovation Process
جمعه 28 مهر 1391 ساعت ساعت 00 و 00 دقیقه و 13 ثانیه | نوشته ‌شده به دست بهرام سعدیان | ( نظرات )



In the creative economy, innovation is more important than ever. Innovation is the only insurance against irrelevance. It's the only antidote to margin-crushing competition, the only hope for out-performing a dismal economy, and the only way to truly amaze your customers. Innovation, in operations, products, business models and ecosystems, isn't merely a competitive advantage, it'sthe competitive advantage.

We all get it: innovation is the lifeblood of every organization. Yet more often than not, when innovation occurs, it's a "happy accident" rather than the product of a deep-rooted innovation competence. Dig into the genesis of a paradigm-busting new product or service, and you'll usually find that its success owes more to the indomitable spirit of a lone innovator than to the obliging climate of an inherently pro-innovation management model.

The fact is, most companies aren't very good at game-changing innovation. That's why it's usually the newcomers,

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Know Which Strategy Style Is Right for Your Organization
جمعه 21 مهر 1391 ساعت ساعت 00 و 00 دقیقه و 31 ثانیه | نوشته ‌شده به دست بهرام سعدیان | ( نظرات )


Companies that correctly match their strategy-making processes to the competitive circumstances of their industry, business function, or geographic markets perform better than those that don't. But,as I discussed my last post, far too many lack a systematic way to do so. In that post I explained how choosing a strategy for setting strategy required asking two questions about your situation: How unpredictable is your environment? How much power do you or others have to change that environment? The answers give rise to four styles for executing strategy: classical, adaptive, shaping, and visionary.

Since the classical style is the best known to corporate planners and I've already discussed the adaptive style in depth in a previous HBR article ("Adaptability: The New Competitive Advantage" with co-author Mike Deimier) let's take a closer look at the other two: shaping and visionary.

Shaping
A shaping strategy is best in unpredictable environments that you have the power to change. In new or young high-growth industries where barriers to entry are low, 

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Want a Team to be Creative? Make it Diverse
جمعه 14 مهر 1391 ساعت ساعت 00 و 00 دقیقه و 36 ثانیه | نوشته ‌شده به دست بهرام سعدیان | ( نظرات )



Diversity is the crucial element for group creativity. Innovation teams tasked with creating new products or technologies or iterating existing ones need tension to produce breakthroughs, and tension comes from diverse points of view. This is the opposite of groupthink, the creativity-killing phenomenon of too much agreement and too similar perspectives that often paralyzes otherwise great teams. We've all been on these teams. Everyone is just like us — say, marketers or engineers. Consensus comes quickly, and only later, when we fail and wonder why, do we realize that the easy agreements and shared conclusions doomed us from the start.

Assembling and managing diverse teams is hard work. That tension essential to creativity is tough to manage, requiring deft leadership. The manager must ensure that sometimes sharp disagreements are aired without degenerating into the kinds of arguments that paralyze teams.


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Free Customers Are More Valuable than Captive Ones
جمعه 7 مهر 1391 ساعت ساعت 00 و 00 دقیقه و 18 ثانیه | نوشته ‌شده به دست بهرام سعدیان | ( نظرات )



"Put down the customer. Step away from the marketplace."

That's what Craig Burton once said to a clueless marketing officer at a meeting we both attended a few years back. It was one of the most right-on things I have ever heard uttered inside a company. It also comes to mind every time I hear unwanted surveillance of customers rationalized for marketing purposes, or how Big Data lets a company know a customer better than she knows herself.

We hear lots of that jive lately, and it makes full sense only to business people talking to other business people. To most customers it's creepy, regardless of how many Chief Experience Officers get hired, or how many sales pieces lauding "the Chief Executive Customer" get distributed.

What's rarely heard amidst all this talk about customer intelligence is the customer's own voice, expressing her own agency as an independent actor in the marketplace. Instead many companies continue to talk to themselves about "acquiring" "managing," "controlling" and "locking in" customers — and to create systems for that, described with marketing euphemisms that fool vendor and customer alike.

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