tag:blogger.com,1999:blog-78715845258167134602024-03-09T18:45:44.397-08:00Management MasalaInnovative Business Management Lessons for Beginners, Managers, Top Executives, and All Management Gurus. Find articles related to Operation Management, Strategy management, Financial Management and Marketing Management in Masala ( Strong and Lighter) Way.Testhttp://www.blogger.com/profile/16450037813164312835noreply@blogger.comBlogger69125tag:blogger.com,1999:blog-7871584525816713460.post-86140020268321916572021-07-14T10:07:00.000-07:002021-07-15T00:58:46.258-07:00US INDUSTRIES NEED TO STAND UP AFTER PRESIDENT TRUMP DUMPS PARIS CLIMATE ACCORD<div dir="ltr" style="text-align: left;" trbidi="on">
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<b>By V K Talithaya</b><br />
<a href="https://www.blogger.com/blogger.g?blogID=7871584525816713460" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><br />
<b style="text-align: justify;"><i><span style="color: purple; font-size: large;">"The global landscape is changing. Digital is creating world-changing innovations, but also disrupting industry and how people work. At the same time, economic nationalism is rising around the world, largely resulting from parts of society not benefiting from years of increased globalization. Sustainability has also evolved. Business must now lead and not depend on government to be a beacon for sustainability. We must think about what types of jobs and opportunities they are creating for society."</span></i></b><br />
<b><i><span style="color: purple; font-size: large;"> - Jeffrey R. Immelt, Chairman & CEO, GE</span></i></b><br />
<b style="background-color: white; text-align: justify;">President Donald Trump has done it! He has decided to walk away from the Paris Climate Change Agreement (the United Nations Framework Convention on Climate Change - UNFCCC). President Trump believes that his concern is Pittsburgh and not Paris. He is the President of the United States and not of the world. But is he? Can the US President stay aloof from the world? No matter how much the President of the United States wants to shrink from the world, the world seems to be unstoppable from engulfing him. North Korea, Syria, Afghanistan, IS - the global concerns of the President are not something he can coolly walk away from.</b><br />
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<b>The President may be too eager to abdicate from global leadership. But the US can and needs to still retain some aspects of global leadership. That onerous responsibility lies on the shoulders the managers of US industries. They have a chance to keep US leadership in the global economy. If their commitment to sustainability, limiting greenhouse gas, waste reduction etc. mean anything at all, they have a duty to ask themselves whether they want to limit themselves to government policies (including taking advantage of them) or to their stated policies.</b></div>
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<a href="https://www.blogger.com/blogger.g?blogID=7871584525816713460" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"></a><a href="https://www.blogger.com/blogger.g?blogID=7871584525816713460" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"></a><img src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhYVFa_W51kA4vfbAt5G22v1cLtkerQDp4-p8wYC0f9BqlVvNnbsX_DKcCjKhbicNoJPGJuQD8pS5spBVpkTzYNpbVUNcH1GXZkQh4xmIldXW0EfGJlSsHI6FGHGCWh_xtBsT5kwHglQaEw/h120/th+%25282%2529.jpe" /><span style="color: purple; font-size: large;"><i><b>"We believe in </b><b>building a responsible cloud. For Microsoft, this means moving beyond datacenters that are already 100 per cent carbon neutral to also having those datacenters rely on a larger percentage of wind, solar, and hydro power electricity over time". </b></i></span><br />
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<b>Governments make policies which enable environmental protection. But those who have to act to make it happen are the industries, the farmers, the service providers and so on. Therefore, no matter what the government says, whether the government owns the Paris Accord or disowns it, we as industries operating in the global market have the responsibility of contributing to mitigating global warming. It is to these little drops of contribution by US industries that the world will be looking forward to, in the face of a government which has disowned its duty to the future of humanity. It is the managers of America's GMs and Fords, GEs and DuPonts, Microsofts and Googles who really have to make it happen. This commitment goes far beyond the legal and justiciable - it is a moral commitment.</b><br />
<img src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjBqUTH4uekKcl6HkQKsexZwpEs3O0mMes6TqmT8TteA-PysroDOW11Y-IpjDDgPse7ApSEYJFnSjgNZ8zbzkXCgWsp3inKnTEHpCEySbzyqcRVjqiX63ojKVwN8LmPNzNrdW7H-UbWtiS1/h120/th+%25281%2529.jpe" /><b><span style="color: purple; font-size: large;">"Proucing environmentally conscious products is ethically responsible and something that consumers and governments are beginning to demand. Corporations are becoming increasingly aware of the importance of environmental issues to consumers, additionally they have become aware of the importance of environmental issue to their shareholders as disregarding these issues may expose the company to risk."</span> </b><br />
<a href="https://www.blogger.com/blogger.g?blogID=7871584525816713460" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><b>A look at GM's environment policy reveals the corporation's intent to restore and preserve the environment, reduce waste, educate the public on conservation, develop less polluting technologies, work with the government to develop environmental laws, and to also continually assess and improve the environmental impact of their processes and products. Elon Musk's deep concern about climate change is well known. He and Bob Iger, Disney's CEO, walked away from the Presidential Councils in protest against the President's decision to dump the Paris accord. Others like Jeffery Immelt, CEO of GE clearly articulated their views that the Paris Accord matters for the future generations. </b><b>Happily twelve states, including California and New York and 125 cities have proclaimed, "We Are Still In" - that they are committed to the Paris Accord. Google and Facebook have joined these cities in pledging their support to the Accord. It is hoped that many more US industries will lend their support.</b><b> All these provide the hope to a beleaguered world that the US industries will be on the side of the future. Their managers have great responsibility, indeed. The world is awaiting with bated breath. </b><b style="text-align: justify;"> </b><br />
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<b style="text-align: justify;"><br /></b>
<img src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiYpCYBsxzVE51n8uywgXXt2_BlLd5tZaNmvxbTzYFGNmSVJ966nhM20Y2F3W4YRPJ8OxYBF4wZnRnGsLyefC4hP57ZkE_SCELDp1ancB9bvMyNiY2n-tyYCEKMDO3IjUucGtjCEPytPXAM/h120/abtus06.jpg" /><b style="text-align: justify;">By V K Talithaya</b><br /><br /></div>
Testhttp://www.blogger.com/profile/16450037813164312835noreply@blogger.com1tag:blogger.com,1999:blog-7871584525816713460.post-79111758760406971292021-07-14T08:19:00.001-07:002021-07-15T00:54:54.770-07:00 Why Organizations Need to Walk the Talk to Build Brand?<div dir="ltr" style="text-align: left;" trbidi="on">
Scarcity is the
anchor on which the subject of Economics is based. If what people want is
scarce that will fetch a price. What price it will fetch will depend on how
much scarce it is compared to how much of it people want. In the language of
economists price is the function of supply and demand. Looking at it from the
point of view of business, it is scarcity which creates value. The scarcer the
product the greater is the value. The caveat is that it <i>is</i> a product
that people need.<br />
<div class="MsoNormal" style="margin-left: 0.25in; text-align: justify;">
<br /></div>
<div class="MsoNormal" style="margin-left: 0.25in; text-align: justify;">
<a href="http://www.vablood.org/wp-content/uploads/2012/07/walkwalk1.gif" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="197" src="http://www.vablood.org/wp-content/uploads/2012/07/walkwalk1.gif" width="200" /></a>What happens
when you produce a product which people need, and because you have limited
capacity to produce, it fetches a good price? Obviously lured by the price,
others will join the bandwagon to produce it, eventually making its scarcity
nearly zero, and its price also near zero. The question that arises is how can
there be scarcity of a product which you produce, if everyone in the world can
join the bandwagon to produce it as it fetches a price due to its scarcity? What
is the secret of producing what everyone can produce and still give a sense of
scarcity even if others join as producers?</div>
<div class="MsoNormal" style="margin-left: 0.25in; text-align: justify;">
<br /></div>
<div class="MsoNormal" style="margin-left: 0.25in; text-align: justify;">
This question
invites us to the world of marketing, the world of brands. That is, <i>every
product which <o:p></o:p></i></div>
<div class="MsoNormal" style="margin-left: 0.5in; mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><i><span style="mso-list: Ignore;">(a)<span style="font: 7pt "Times New Roman";">
</span></span></i><!--[endif]--><i>you innovated, <o:p></o:p></i></div>
<div class="MsoNormal" style="margin-left: 0.5in; mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><i><span style="mso-list: Ignore;">(b)<span style="font: 7pt "Times New Roman";">
</span></span></i><!--[endif]--><i>around which you created features or sentiments
of features <o:p></o:p></i></div>
<div class="MsoNormal" style="margin-left: 0.5in; mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><i><span style="mso-list: Ignore;">(c)<span style="font: 7pt "Times New Roman";">
</span></span></i><!--[endif]--><i>which customers like and <o:p></o:p></i></div>
<div class="MsoNormal" style="margin-left: 0.5in; mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify; text-indent: -0.25in;">
<!--[if !supportLists]--><i><span style="mso-list: Ignore;">(d)<span style="font: 7pt "Times New Roman";">
</span></span></i><!--[endif]--><i>other producers cannot imitate, for the present,
<o:p></o:p></i></div>
<div class="MsoNormal" style="margin-left: 0.25in; text-align: justify;">
<i>is a
brand.<span style="mso-spacerun: yes;"> </span><o:p></o:p></i></div>
<div class="MsoNormal" style="margin-left: 0.25in; text-align: justify;">
<br /></div>
<div class="MsoNormal" style="margin-left: 0.25in; text-align: justify;">
Every product
is potentially a commodity. At what stage the producer differentiates it from
other producers’ products depends on his innovative capabilities, market savvy
approach and hard research and product quality. The next stage is branding.
Brand is differentiation in product, creating an aura around the product or the
organization, creating strong loyalty amongst customers etc. Branding is what
creates the barrier for others from entering the specific market and
maintaining and/or improving the scarcity condition. But the brands can wear
out. People’s loyalty to brand is not etched in stone. It is perpetual war for
loyalty. </div>
<div class="MsoNormal" style="margin-left: 0.25in; text-align: justify;">
<div style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;">
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" /></div>
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How marketers
face this challenge is to take the relationship between the product and
customers to next level – the level of emotions. Saatchi & Saatchi (see
their website) call these relationships Lovemarks. “Lovemarks thinking is the
unique way we look at the relationships people have with products, services and
entities. Lovemarks are the future beyond brands because they inspire Loyalty
Beyond Reason”. <a href="https://www.excelhelp.org/" style="font-family: Arial, sans-serif; font-size: 12pt;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">Excel Expert Help</span></a></div><div class="MsoNormal" style="margin-left: 0.25in; text-align: justify;"><br /></div>
<div class="MsoNormal" style="margin-left: 0.25in; text-align: justify;">
<span style="color: #242424; mso-bidi-font-family: Tahoma;">The tangible ingredients of
the product such as quality, utility, delivery etc. are important; with Lovemarks
they are overshadowed by the new intangibles. “At the core of every Lovemark is
Respect. No Respect? It’s not a Lovemark. It’s as simple as that”. These are
laudable mission, indeed. But, how do we create Lovemarks. This has been very
neatly distilled into some principles by Morgen Witzel, in his interesting book
<i>Tata – The Evolution of a Corporate Brand</i>. Witzel’s is the story of how
a one-hundred-fort-years emotional relationship is built by one of India’s
largest multinational conglomerate, the salt to automobile and hospitality to
software group, Tata. Witzel says, “A corporate brand is not what you say it
is. It is what you are. If you want your brand to have the values of virtue and
trustworthiness, then be virtuous and trustworthy and demonstrate it in your
actions. If you want your brand to signify quality and value for money, then
make and sell quality products that give value for money, then make and sell
quality products that give value for money. Be what you want your brand to be.
That…is the final and enduring lesson that every business can take from the Tata
experience.” Lovemarks need not be a woolly idea like loyalty beyond reason; it
can be real and definite if the organization can walk the talk.. </span><a href="https://www.excelhelp.org/excelexpertforhire" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">Excel Expert for Hire</span></a></div><div class="MsoNormal" style="margin-left: 0.25in; text-align: justify;"><br /></div>
<div class="MsoNormal" style="margin-left: 0.25in; text-align: justify;">
<span style="color: #242424; mso-bidi-font-family: Tahoma;"><img alt="Why Self-Destruct to Re-Imagine" src="http://imgcdn.nrelate.com/image_cache/www.managementmasala.com/30e2919fd752a20edd79b4e023dd69fd_thumb_Management+Masala+V+K+Talithaya.jpg" /></span></div>
<div class="MsoNormal" style="margin-left: 0.25in; text-align: justify;">
<span style="color: #242424; mso-bidi-font-family: Tahoma;"><b>V.K.Talithaya</b></span></div>
<div class="MsoNormal" style="margin-left: 0.25in; text-align: justify;">
<span style="color: #242424; mso-bidi-font-family: Tahoma;"><b>vktalithaya@managementmasala.com</b></span></div>
<div class="MsoNormal" style="margin-left: 0.25in; text-align: justify;"><div class="MsoNormal" style="margin-left: 0.25in;"><span> </span><br /></div></div>
<a href="https://compass.centralmethodist.edu/ICS/Campus_Life/Campus_Groups/Allied_Health_Bldg__Conference_Room_Schedule/Discussion.jnz?portlet=Forums&screen=PostView&screenType=change&id=d830824f-1b9f-4c26-90b8-a9f1d76f1587&p=5" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">1</span></a>
<a href="https://mybelmont.belmontcollege.edu/ICS/Campus_Life/Campus_Groups/Accounting_and_Business_Student_Association/Discussion.jnz?portlet=Forums&screen=PostView&screenType=change&id=7da7d652-594d-4a73-94ca-7fecc816df32&p=5" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">2</span></a>
<a href="https://tiger.voorhees.edu/ICS/Campus_Life/Campus_Groups/Campus_Actitvities/Discussion.jnz?portlet=Forums&screen=PostView&screenType=change&id=d3603ef6-a0ad-4fbe-9a71-06b0d6ce2e5c&p=7" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">3</span></a>
<a href="https://portal.uaptc.edu/ICS/Campus_Life/Campus_Groups/Student_Life/Discussion.jnz?portlet=Forums&screen=PostView&screenType=change&id=64f06984-d679-45ee-8d02-dabbe67046cd&p=22" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">4</span></a>
<a href="https://compass.centralmethodist.edu/ICS/Campus_Life/Campus_Groups/Allied_Health_Bldg__Conference_Room_Schedule/Discussion.jnz?portlet=Forums&screen=PostView&screenType=change&id=b97334b3-27d5-4d9b-8868-3e55d9480161&p=11" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">5</span></a>
<a href="https://myluthernet.luthersem.edu/ICS/Academics/Kairos/2010_Kairos/2014_FA-2010_Kairos-101/Full_Class_Discussion.jnz?portlet=Full_Class_Discussion&screen=PostView&screenType=change&id=e2d55015-9811-4d60-b63e-28b10db8f809&p=30" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">6</span></a>
<a href="https://blogs.acu.edu/deltatheta/about/our-philanthropy/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">7</span></a>
<a href="https://ircelt.ibsu.edu.ge/old/irceelt-2020webinar/#comment-43723" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">8</span></a>
<a href="https://escatter11.fullerton.edu/nfs/show_user.php?userid=838196" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">9</span></a>
<a href="http://www.astro.wisc.edu/?URL=www.excelhelp.org/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">10</span></a>
<a href="https://setiweb.ssl.berkeley.edu/beta/team_display.php?teamid=2123936" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">11</span></a>
<a href="http://ezproxy.cityu.edu.hk/login?url=https://www.excelhelp.org/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">12</span></a>
<a href="http://www.mhes.tyc.edu.tw/userinfo.php?uid=3287876" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">13</span></a>
<a href="http://web.mdu.edu.ua/index.php?subaction=userinfo&user=blockplot86" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">14</span></a>
<a href="http://www.bsaa.edu.ru/bitrix/rk.php?goto=https://www.excelhelp.org/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">15</span></a>
<a href="http://vinculacion.udla.edu.ec/forums/forum/ideas-y-vinculacion/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">16</span></a>
<a href="http://web.jmjh.tn.edu.tw/~env/modules/profile/userinfo.php?uid=2883518" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">17</span></a>
<a href="https://skinkitty54.edublogs.org/2021/06/28/10-shocking-examples-of-beautiful-excel-spreadsheet/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">18</span></a>
<a href="http://www.astro.wisc.edu/?URL=www.excelhelp.org/hireexcelexpert" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">19</span></a>
<a href="http://ezproxy.cityu.edu.hk/login?url=https://www.excelhelp.org/hireexcelexpert" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">20</span></a>
<a href="https://setiweb.ssl.berkeley.edu/beta/team_display.php?teamid=2077808" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">21</span></a>
<a href="http://www.bsaa.edu.ru/bitrix/rk.php?goto=https://www.excelhelp.org/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">22</span></a>
<a href="https://milkyway.cs.rpi.edu/milkyway/show_user.php?userid=1517580" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">23</span></a>
<a href="http://www.astro.wisc.edu/?URL=www.excelhelp.org/hireexcelexpert" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">24</span></a>
<a href="https://setiweb.ssl.berkeley.edu/beta/team_display.php?teamid=2077832" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">25</span></a>
<a href="http://www.astro.wisc.edu/?URL=www.excelhelp.org/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">26</span></a>
<a href="https://setiweb.ssl.berkeley.edu/beta/team_display.php?teamid=2077866" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">27</span></a>
<a href="https://setiweb.ssl.berkeley.edu/beta/team_display.php?teamid=2091974" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">28</span></a>
<a href="https://www.academia.edu/49317385/Hire_Excel_Expert_United_States_at_29_Hr_ExcelHelp_org" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">29</span></a>
<a href="https://setiweb.ssl.berkeley.edu/beta/team_display.php?teamid=2165956" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">30</span></a>
<a href="https://torgi.gov.ru/forum/user/profile/1451175.page" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">31</span></a>
<a href="https://godotengine.org/qa/user/OliveSnyder3" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">32</span></a>
<a href="http://www.ict-edu.uk/user/68217/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">33</span></a>
<a href="https://gitlab.anptic.gov.bf/OliveSnyder3" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">34</span></a>
<a href="http://ufotech.com.vn/members/olivesnyder3.832528/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">35</span></a>
<a href="http://www.edu.fudanedu.uk/user/olivesnyder3/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">36</span></a>
<a href="https://git.sicom.gov.co/OliveSnyder3" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">37</span></a>
<a href="https://lib02.uwec.edu/ClarkWiki/index.php?title=User:OliveSnyder3" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">38</span></a>
<a href="https://csgrid.org/csg/team_display.php?teamid=1101355" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">39</span></a>
<a href="https://id.pr-cy.ru/user/profile/id/982787/#/profile" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">40</span></a>
<a href="http://website.mdu.edu.ua/index.php?subaction=userinfo&user=OliveSnyder3" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">41</span></a>
<a href="http://jobs.ict-edu.uk/user/27083/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">42</span></a>
<a href="https://cardique.gov.co/foro/profile/olivesnyder3/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">43</span></a>
<a href="http://fudanedu.uk/user/olivesnyder3/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">44</span></a>
<a href="http://beristain.udeo.edu.gt/user/olivesnyder3/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">45</span></a>
<a href="https://knightscollege.edu.au/profile/31161/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">46</span></a>
<a href="https://independent.academia.edu/OliveSnyder3" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">47</span></a>
<a href="https://hdsr.mitpress.mit.edu/user/olive-snyder3" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">48</span></a>
<a href="https://alumni.riphah.edu.pk/user/olivesnyder3/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">49</span></a>
<a href="http://podium.um.edu.mx/Foros/Usuarios/olivesnyder3/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">50</span></a>
<a href="https://club.een.edu/miembros/olivesnyder3/profile/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">51</span></a>
<a href="https://online.cisl.edu/profile/68884/Olive%20Snyder3" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">52</span></a>
<a href="http://www.kss.edu.zm/members/olivesnyder3/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">53</span></a>
<a href="http://www.celtras.uniport.edu.ng/profile/OliveSnyder3/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">54</span></a>
<a href="http://www.drugoffice.gov.hk/gb/unigb/www.excelhelp.org/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">55</span></a>
<a href="http://sc.sie.gov.hk/TuniS/www.excelhelp.org/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">56</span></a>
<a href="https://www.transtats.bts.gov/exit.asp?url=https://www.excelhelp.org/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">57</span></a>
<a href="http://pandora.nla.gov.au/external.html?link=https://www.excelhelp.org/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">58</span></a>
<a href="https://www.treasury.gov/cgi-bin/redirect.cgi/?https://www.excelhelp.org/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">59</span></a>
<a href="http://sc.devb.gov.hk/TuniS/www.excelhelp.org/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">60</span></a>
<a href="https://www.pcb.its.dot.gov/PageRedirect.aspx?redirectedurl=https://www.excelhelp.org/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">61</span></a>
<a href="https://historyhub.history.gov/external-link.jspa?url=https://www.excelhelp.org/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">62</span></a>
<a href="http://court.khotol.se.gov.mn/user/feethall88/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">63</span></a>
<a href="https://www.fcc.gov/fcc-bin/bye?https://www.excelhelp.org/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">64</span></a>
<a href="https://vuf.minagricultura.gov.co/Lists/Informacin%20Servicios%20Web/DispForm.aspx?ID=12631" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">65</span></a>
<a href="https://www.kharkhorincourt.gov.mn/user/kittencent12/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">66</span></a>
<a href="https://www.transtats.bts.gov/exit.asp?url=https://www.excelhelp.org/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">67</span></a>
<a href="http://pandora.nla.gov.au/external.html?link=https://www.excelhelp.org/hireexcelexpert" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">68</span></a>
<a href="https://www.treasury.gov/cgi-bin/redirect.cgi/?https://www.excelhelp.org/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">69</span></a>
<a href="https://www.pcb.its.dot.gov/PageRedirect.aspx?redirectedurl=https://www.excelhelp.org/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">70</span></a>
<a href="https://www.fcc.gov/fcc-bin/bye?https://www.excelhelp.org/hireexcelexpert" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">71</span></a>
<a href="https://www.treasury.gov/cgi-bin/redirect.cgi/?https://www.excelhelp.org/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">72</span></a>
<a href="https://www.fcc.gov/fcc-bin/bye?https://www.excelhelp.org/hireexcelexpert" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">73</span></a>
<a href="https://www.treasury.gov/cgi-bin/redirect.cgi/?https://www.excelhelp.org/hireexcelexpert" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">74</span></a>
<a href="https://www.fcc.gov/fcc-bin/bye?https://www.excelhelp.org/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">75</span></a>
<a href="https://anipipo.com/10-shocking-examples-of-beautiful-excel-spreadsheet/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">76</span></a>
<a href="https://aralevonthorose.com/6-elegant-concept-for-your-excel-spreadsheet/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">77</span></a>
<a href="https://damascusbusiness.com/9-excel-spreadsheet-formula-you-never-determine/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">78</span></a>
<a href="https://culture-cafe.net/6-elegant-ideas-for-your-excel-spreadsheet/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">79</span></a>
<a href="https://48hourgames.com/excel-spreadsheet-dont-have-to-be-hard-read-these-9-technique/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">80</span></a>
<a href="https://fortunepdx.com/10-amazing-examples-of-beautiful-excel-spreadsheet/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">81</span></a>
<a href="https://greenpride.me/get-rid-of-excel-spreadsheet-trouble-once-and-for-all/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">82</span></a>
<a href="https://community64.net/10-odd-details-about-excel-spreadsheet/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">83</span></a>
<a href="https://justinchungphotography.com/great-job-your-excel-spreadsheet-is-about-to-stop-being-important/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">84</span></a>
<a href="https://adrianjuarez.com/excel-spreadsheet-on-a-budget-4-recommendation-from-the-huge-depression/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">85</span></a>
<a href="https://goodmomusic.net/why-excel-spreadsheet-is-your-most-terrible-enemy-9-suggestions-to-defeat-it/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">86</span></a>
<a href="https://watchmechange.com/8-odd-facts-about-excel-spreadsheet/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">87</span></a>
<a href="https://g-sat.net/excel-spreadsheet-dont-have-to-be-this-hard-read-these-9-technique/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">88</span></a>
<a href="https://mlfnt.net/mastering-these-7-secrets-will-make-your-excel-spreadsheet-look-surprising/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">89</span></a>
<a href="https://damascusbusiness.com/microsoft-excel-dont-have-to-be-hard-read-these-5-recommendation/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">90</span></a>
<a href="https://watchmechange.com/9-microsoft-excel-formula-you-never-learn/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">91</span></a>
<a href="https://g-sat.net/the-ultimate-key-of-microsoft-excel/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">92</span></a>
<a href="https://community64.net/microsoft-excel-on-a-budget-10-recommendation-from-the-significant-depression/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">93</span></a>
<a href="https://fortunepdx.com/9-super-useful-suggestion-to-improve-microsoft-excel/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">94</span></a>
<a href="https://goodmomusic.net/the-ultimate-secret-of-microsoft-excel/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">95</span></a>
<a href="https://ridetheunitedway.com/heres-a-speedy-way-to-deal-with-the-excel-spreadsheet-problem/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">96</span></a>
<a href="https://quizadsense.com/4-strange-reality-about-excel-spreadsheet/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">97</span></a>
<a href="https://nikadon.com/the-honest-truth-about-excel-spreadsheet-in-3-little-words/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">98</span></a>
<a href="https://tananet.net/various-ways-to-hire-excel-expert/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">99</span></a>
<a href="https://excelhelp.doodlekit.com/blog/entry/15920404/various-ways-to-hire-excel-expert#" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">100</span></a>
<a href="https://excelhelpcom.weebly.com/blog/various-ways-to-hire-excel-expert" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">101</span></a>
<a href="https://excelhelp.shutterfly.com/21" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">102</span></a>
<a href="https://optimisticengineerblizzard.tumblr.com/post/655954064072392704/various-ways-to-hire-excel-expert" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">103</span></a>
<a href="https://penzu.com/public/b0e5cbc8" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">104</span></a>
<a href="https://dracula-wines.com/microsoft-excel-dont-have-to-be-to-tough-read-these-7-suggestion/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">105</span></a>
<a href="https://ridetheunitedway.com/good-luck-your-microsoft-excel-is-about-to-stop-being-applicable/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">106</span></a>
<a href="http://grandhacker.com/microsoft-excel-doesnt-have-to-be-this-hard-read-these-10-guideline/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">107</span></a>
<a href="https://elizabethjanebishop.com/get-rid-of-microsoft-excel-situation-once-and-for-all/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">108</span></a>
<a href="https://wikichurch.net/5-trendy-ideas-for-your-microsoft-excel/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">109</span></a>
<a href="https://watchmechange.com/9-stylish-tip-for-your-microsoft-excel/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">110</span></a>
<a href="https://quizadsense.com/6-microsoft-excel-trick-you-never-realise/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">111</span></a>
<a href="https://nikadon.com/who-else-wants-to-find-out-the-secrets-behind-microsoft-excel/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">112</span></a>
<a href="https://kenyonobserver.com/9-strange-reality-about-microsoft-excel/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">113</span></a>
<a href="https://aralevonthorose.com/microsoft-excel-doesnt-have-to-be-this-hard-read-these-7-suggestion/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">114</span></a>
<a href="https://wikiduh.com/heres-a-swift-way-to-deal-with-the-microsoft-excel-problem/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">115</span></a>
<a href="http://wow-powerlevel.net/microsoft-excel-on-a-budget-8-technique-from-the-immense-depression/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">116</span></a>
<a href="https://culture-cafe.net/best-wishes-your-microsoft-excel-is-about-to-stop-being-applicable/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">117</span></a>
<a href="https://adrianjuarez.com/the-fact-about-microsoft-excel-in-2-little-words/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">118</span></a>
<a href="https://damascusbusiness.com/microsoft-excel-on-a-budget-5-recommendation-from-the-significant-depression/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">119</span></a>
<a href="https://justinchungphotography.com/the-truth-about-microsoft-excel-in-4-little-words/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">120</span></a>
<a href="https://anipipo.com/7-amazing-examples-of-beautiful-microsoft-excel/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">121</span></a>
<a href="https://greenpride.me/9-microsoft-excel-secrets-you-never-learn/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">122</span></a>
<a href="https://g-sat.net/the-fact-about-microsoft-excel-in-3-little-words/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">123</span></a>
<a href="https://oxxtm.com/who-else-wants-to-recognize-the-secrets-behind-microsoft-excel/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">124</span></a>
<a href="https://watchmechange.com/who-else-wants-to-find-out-the-mystery-behind-microsoft-excel/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">125</span></a>
<a href="https://goodmomusic.net/get-rid-of-microsoft-excel-concern-once-and-for-all/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">126</span></a>
<a href="https://community64.net/9-amazing-examples-of-beautiful-microsoft-excel/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">127</span></a>
<a href="https://48hourgames.com/4-stylish-ideas-for-your-microsoft-excel/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">128</span></a>
<a href="https://dioxin2015.org/why-microsoft-excel-is-your-most-terrible-foe-7-methods-to-defeat-it/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">129</span></a>
<a href="https://fortunepdx.com/heres-a-speedy-way-to-deal-with-the-microsoft-excel-problem/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">130</span></a>
<a href="https://mlfnt.net/the-ultimate-secret-of-microsoft-excel/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">131</span></a>
<a href="https://aralevonthorose.com/4-strange-reality-about-microsoft-excel/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">132</span></a>
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Testhttp://www.blogger.com/profile/16450037813164312835noreply@blogger.com0Durand Pl, Modale, IA 51556, USA41.632855 -96.0217079-15.542951238317407 -166.3342079 90 -25.709207899999996tag:blogger.com,1999:blog-7871584525816713460.post-91732067559813236472021-07-13T22:05:00.000-07:002021-07-15T01:02:38.506-07:00VOICE, LOYALTY AND EXIT IN BUSINESS ORGANISATIONS<div dir="ltr" style="text-align: left;" trbidi="on">
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<b>By V K Talithaya</b></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg2Y_hJ2MJeR8KVdbn6uuHPjzRDWD_CRVnBxSh0XrbxGcPkBUlwJAry7ytPke-t-HQ6uzk4XxaMnrMdVsYc3mJOJQg91hSHK2E78IJ3W58EPSxOE6t6vabzCS9TySZ6KcJTHr3NEgsHfMbW/h120/k1686342.jpg" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEg2Y_hJ2MJeR8KVdbn6uuHPjzRDWD_CRVnBxSh0XrbxGcPkBUlwJAry7ytPke-t-HQ6uzk4XxaMnrMdVsYc3mJOJQg91hSHK2E78IJ3W58EPSxOE6t6vabzCS9TySZ6KcJTHr3NEgsHfMbW/h120/k1686342.jpg" style="text-align: left;" /></a><b>The economist/sociologist, Albert Hirschman, in his famous book, <i>Voice, Exit and Loyalty</i>, discussed how people working in public or government organisations respond to unethical actions or decisions, (a) by raising their Voice against such decisions or actions, (b) by withdrawing themselves from such organisations or situations, Exit, or (c) acquiescing with such decisions or actions, no matter whether they agree with them or not, Loyalty. Though Hirschman propounded these ideas in the context of ethics in public administration, they are equally relevant to business organisations particularly in the context of ethical transgressions by large and reputed organisations and the raging debate on the rights and protection of whistle-blowers in business organisations. </b><b>Voice is important in public organisations because it upholds our democratic values. It is the channel for dissent. Dissent is the very epitome of pluralism. What about dissent in business organisations? Voice stresses the need for organisational transparency. Transparency is in public interest or stakeholder interest. Yet, transparency is often compromised in the name of confidentiality. </b><b>Confidentiality in whose interest? When managers become too powerful, and owners become too diffused and anonymous, dissent loses its Voice. What little Voice is heard is feeble, from those who play distant supervisory role as shareholders. Voice, therefore, is rare in business organisations. From Enron and JP Morgan in the US to Satyam in India, from Tesco in the UK to Toshiba and Olympus in Japan, it is the sad saga of acquiescence. The VW case of cheating the detection of greenhouse gas in thousands of cars could not occur without connivance of a large number of managers at all levels. The total absence of Voice of managers at all levels on this blatant attempt to cheat the law is disturbing. What we see is not Voice, but a submissive Loyalty. In business organisations one sees no heroes like Attorney General Elliot Richardson and Deputy Attorney General William D Ruckelshaus who refused to obey what they thought was the illegal orders of their boss, President Richard Nixon to fire the Special Prosecutor, Archibald Cox during the famous Watergate scandal (known as the Saturday massacre). When managers know of misdemeanours taking place in the organisation, their silence is a betrayal of the shareholders and other stakeholders in the organisation. Legislative protection to whistle-blowers has not done much difference in exposing misconduct in business organisations. </b></div>
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<a href="https://www.blogger.com/blogger.g?blogID=7871584525816713460" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></a><b><br /></b></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgtJ_7r4izTs2V4yufwV9L3ETKSP5q4qWXHotzolgXbJp1rQsWVE5j5wW7EpjnvnOPvpr6Z-KVhmtMB7bZauVy-4i-2KlkBE130rTLb-SDUfX1YgA60yVYS964qOAOVpWtjw-dhJeA2EsMd/h120/55798111-cat-and-dog-cartoon-vector-mascots.jpg" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgtJ_7r4izTs2V4yufwV9L3ETKSP5q4qWXHotzolgXbJp1rQsWVE5j5wW7EpjnvnOPvpr6Z-KVhmtMB7bZauVy-4i-2KlkBE130rTLb-SDUfX1YgA60yVYS964qOAOVpWtjw-dhJeA2EsMd/h120/55798111-cat-and-dog-cartoon-vector-mascots.jpg" style="text-align: left;" /></a><b>The alternative to Voice are Loyalty and Exit. Loyalty is not simply being passively silent;</b><b> it is acquiescence with the misdeeds of the mighty and powerful in the organisation. Unfortunately, Loyalty is not an exception in organisations, but the rule. Rare is the CEO who does not love to be surrounded by senior managers loyal to him. Loyalty to the CEO or to one's superiors is more important than to the organisation. That is the subtle difference FBI Director, James Comey made when he answered to President Donald Trump's demand of loyalty, "Honest loyalty". Loyalty to one's oath, Loyalty to one's call of duty and principles is what Comey might have meant by "Honest loyalty". Loyalty of executives and managers need to be to the stakeholders. In fact, John Kenneth Galbraith in his book, <i>The Affluent Society</i>, wondered if senior managers in business organisations are paid very fat salaries to ensure their Loyalty. The question that begs is again, Loyalty to whom?</b></div>
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<b>Exit as a response to organisational misdemeanours is opted much more often in business organisations than in public bodies. It is a very effective option in business organisations because there is always the fear of the manager joining a competitor. There is also the possibilities of the manager spilling the beans after his Exit. The response of business organisations to Exit in modern times is hefty hush money. It is not only retiring senior employees who are given liberal separation packages, the golden parachute, but also those who opt to separate on their own, but who know a couple of things too many to be allowed to part without being sweetened. Organisations are learning to fortify themselves against departing whistle-blowers more by silencing them rather than by changing their own behaviour. Today reputation is very important to organisations. The hush money, therefore, is in proportion to the organisational concern for its reputation and the potential to damage it by the exiting employee.</b></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj8E__k1iP6ps-8tTfIltS1v6DbI7GEJjUL5atHQNh6KdMOcmWdy7MCiA7y1BNXuiFOO04VdU_hwm0e7U6ptxLYCiLsz_R0cmsAmOobMciDEjNDqMoBcOiE-G4bjxflXr6XfFefMCxAMOZy/h120/businessman_looks_at_the_exit_at_the_end_of_cg1p83261598c_th.jpg" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj8E__k1iP6ps-8tTfIltS1v6DbI7GEJjUL5atHQNh6KdMOcmWdy7MCiA7y1BNXuiFOO04VdU_hwm0e7U6ptxLYCiLsz_R0cmsAmOobMciDEjNDqMoBcOiE-G4bjxflXr6XfFefMCxAMOZy/h120/businessman_looks_at_the_exit_at_the_end_of_cg1p83261598c_th.jpg" style="text-align: left;" /></a><b>Lack of realism to provide an appropriate forum for freely expressing genuine views shut the</b><b> Voice in the organisation. Expectation of personal Loyalty rather than "honest Loyalty" encourages sycophancy. The intolerable situation created by both leads to Exit. But honest Loyalty to the organisation will nudge the employee to stick around without cooperating with the wrong-doers. Eventually, when staying within becomes unbearable he may raise the Voice. From that point of view Loyalty is preferable to Exit..</b></div>
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<b>From the organisation's perspective providing sufficient space for genuine Voice, encouragement to organisational Loyalty will be the right policy in the long term. If these two are in place Exit will not be threatening driving the organisation to pay hush money. Exit in this case will be mainly for personal reasons or for reasons of conscience, that is genuine disagreements.</b></div>
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<img src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEi2w_XxGG48gowTlBGYPmiv7XVrpU4PJuRLv5bI78yQs690k260Y-sLBCNyXPPnwfC4E00GaWr0oSSZq3O8EXWcDd1IjKur0gOxTV2XN7jjFONkXpXOXi9s755Ro8E_hlWxU0hlwomY5r7C/h120/abtus06.jpg" /><br />
<b>By V K Talithaya</b><br />
<b>vktalithaya@managementmasala.com </b>
<a href="https://www.ledubvolleybalfestival.nl/algemeen-2/#comment-67377" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">1</span></a>
<a href="http://www.aubade-photos.com/blog5/pluxml/?article1/premier-article/#c1624464681-1" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">2</span></a>
<a href="http://annebsollis.com/paroles/fr/index.php?article7%2Fmixage-de-sens-et-d-images%2F" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">3</span></a>
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<a href="https://disqus.com/by/carrotcolon35/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">7</span></a>
<a href="https://disqus.com/by/weederarrow3/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">8</span></a>
<a href="https://excelonlinehelp.wordpress.com/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">9</span></a>
<a href="https://old.reddit.com/user/OliveSnyder3/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">10</span></a>
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<a href="https://myspace.com/olivesnyder3" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">12</span></a>
<a href="https://www.behance.net/olivesnyder3" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">13</span></a>
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<a href="https://vimeo.com/weederjoseph8" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">16</span></a>
<a href="https://sites.google.com/view/excelhelp-org/home" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">17</span></a>
<a href="https://ask.fm/OliveSnyder3" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">18</span></a>
<a href="https://en.gravatar.com/olivesnyder3" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">19</span></a>
<a href="https://www.ted.com/profiles/29122476/about" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">20</span></a>
<a href="https://www.quora.com/profile/OliveSnyder3" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">21</span></a>
<a href="https://giphy.com/channel/OliveSnyder3" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">22</span></a>
<a href="https://myspace.com/rewardcarrot" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">23</span></a>
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<a href="https://myspace.com/clothrise54" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">25</span></a>
<a href="https://myspace.com/bowlvalley03" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">26</span></a>
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<a href="https://myspace.com/excelhelp" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">30</span></a>
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<a href="https://www.ted.com/profiles/28877031" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">33</span></a>
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<a href="https://www.scribd.com/document/513304786/Mastering-Those-9-Trick-Will-Make-Your-Excel-Spreadsheet-Look-Amazingijlvo" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">39</span></a>
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<a href="https://excelhelp308665166.wordpress.com/2021/07/03/various-ways-to-hire-excel-expert/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">43</span></a>
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<a href="https://www.indiegogo.com/individuals/27039312" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">86</span></a>
<a href="https://www.wattpad.com/user/sodasun3" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">87</span></a>
<a href="https://zippyshare.com/daisyattack0" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">88</span></a>
<a href="https://www.allrecipes.com/cook/30004882/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">89</span></a>
<a href="https://site-5023095-845-3141.mystrikingly.com/blog/various-ways-to-hire-excel-expert" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">90</span></a>
<a href="https://imgur.com/user/excelhelporg/about" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">91</span></a>
<a href="https://www.etsy.com/in-en/people/yd3cjxnxg10nzt4s" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">92</span></a>
<a href="https://www.indiegogo.com/individuals/26980039" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">93</span></a>
<a href="https://about.me/excelhelp" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">94</span></a>
<a href="https://imgur.com/a/pPlc8le" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">95</span></a>
<a href="https://ibb.co/NY82tFC" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">96</span></a>
<a href="https://www.pinterest.com/olivesnyder3/_saved/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">97</span></a>
<a href="https://olivesnyder3.livejournal.com/profile" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">98</span></a>
<a href="https://beretdesire8.mystrikingly.com/blog/add-a-blog-post-title" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">99</span></a>
<a href="https://forums.bestbuy.com/t5/user/viewprofilepage/user-id/1469736" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">100</span></a>
<a href="https://genius.com/fearlove6" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">101</span></a>
<a href="https://slashdot.org/submission/14116142/7-microsoft-excel-trick-you-never-determine\" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">102</span></a>
<a href="https://getpocket.com/@gardenhall72" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">103</span></a>
<a href="https://flipboard.com/@brandybrush94" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">104</span></a>
<a href="https://forums.bestbuy.com/t5/user/viewprofilepage/user-id/1496320" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">105</span></a>
<a href="https://forums.bestbuy.com/t5/user/viewprofilepage/user-id/1496324" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">106</span></a>
<a href="https://piegreek95.mystrikingly.com/blog/welcome-your-excel-spreadsheet-is-about-to-stop-being-relevant" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">107</span></a>
<a href="https://getpocket.com/@skinwish07" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">108</span></a>
<a href="https://unsplash.com/@combvalley49" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">109</span></a>
<a href="https://forums.bestbuy.com/t5/user/viewprofilepage/user-id/1469722" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">110</span></a>
<a href="https://genius.com/factriver72" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">111</span></a>
<a href="https://unsplash.com/@ownerarrow7" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">112</span></a>
<a href="https://forums.bestbuy.com/t5/user/viewprofilepage/user-id/1469725" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">113</span></a>
<a href="https://genius.com/canleaf2" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">114</span></a>
<a href="https://lampchime2.mystrikingly.com/blog/add-a-blog-post-title" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">115</span></a>
<a href="https://getpocket.com/@fightlight9" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">116</span></a>
<a href="https://sliporange8.mystrikingly.com/blog/add-a-blog-post-title" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">117</span></a>
<a href="https://forums.bestbuy.com/t5/user/viewprofilepage/user-id/1469729" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">118</span></a>
<a href="https://genius.com/puppyroast6" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">119</span></a>
<a href="https://getpocket.com/@daisystone0" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">120</span></a>
<a href="https://unsplash.com/@gliderbridge9" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">121</span></a>
<a href="https://forums.bestbuy.com/t5/user/viewprofilepage/user-id/1469734" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">122</span></a>
<a href="https://genius.com/twigattack6" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">123</span></a>
<a href="https://www.wattpad.com/1098017946-various-ways-to-hire-excel-expert" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">124</span></a>
<a href="https://giphy.com/channel/excelhelp" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">125</span></a>
<a href="https://www5.zippyshare.com/v/mc8Cdr6P/file.html" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">126</span></a>
<a href="https://genius.com/OliveSnyder3" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">127</span></a>
<a href="https://crookedbluebirddonut.tumblr.com/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">128</span></a>
<a href="https://about.me/OliveSnyder3" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">129</span></a>
<a href="https://www.minds.com/olivesnyder3/about" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">130</span></a>
<a href="https://linktr.ee/excelhelp" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">131</span></a>
<a href="https://www.folkd.com/user/OliveSnyder3" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">132</span></a>
<a href="https://www.intensedebate.com/people/OliveSnyder3" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">133</span></a>
<a href="https://www.diigo.com/profile/merrillhart6" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">134</span></a>
<a href="https://diigo.com/0l2soy" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">135</span></a>
<a href="https://diigo.com/0l2ssl" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">136</span></a>
<a href="https://diigo.com/0l2sv8" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">137</span></a>
<a href="https://www.diigo.com/profile/dammsimmons5" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">138</span></a>
<a href="https://www.ultimate-guitar.com/u/golfvalley86" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">139</span></a>
<a href="http://idea.informer.com/users/fangnephew30/?what=personal" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">140</span></a>
<a href="https://wanelo.co/glassdonald53" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">141</span></a>
<a href="https://www.ultimate-guitar.com/u/bonsaifridge2" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">142</span></a>
<a href="http://idea.informer.com/users/bellleaf2/?what=personal" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">143</span></a>
<a href="http://idea.informer.com/users/gamebridge2/?what=personal" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">144</span></a>
<a href="https://www.ultimate-guitar.com/u/wheelsword8" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">145</span></a>
<a href="https://www.diigo.com/item/note/8i3c4/tn8b?k=d87c94a5cc4471c701503703d6e68d6b" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">146</span></a>
<a href="https://www.mapquest.com/my-maps/878c3ab9-0038-4bc6-820c-999d20aaa5ce" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">147</span></a>
<a href="https://www.ultimate-guitar.com/u/excelhelp" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">148</span></a>
<a href="https://public.tableau.com/profile/excelhelp#!/" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">149</span></a>
<a href="https://trello.com/olivesnyder3" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">150</span></a>
<a href="https://qiita.com/OliveSnyder3" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">151</span></a>
<a href="https://bit.ly/3xkzXYX+" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">152</span></a>
<a href="https://is.gd/aXeKEz" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">153</span></a>
<a href="https://linktr.ee/soapgreek14" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">154</span></a>
<a href="https://bit.ly/3vVsPAN+" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">155</span></a>
<a href="https://bit.ly/3A50fAg+" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">156</span></a>
<a href="https://is.gd/8HuBqD" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">157</span></a>
<a href="https://linktr.ee/heartgreece7" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">158</span></a>
<a href="https://bit.ly/3he4TTI+" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">159</span></a>
<a href="http://excelhelp03.pbworks.com/w/page/145494336/Various%20Ways%20To%20Hire%20Excel%20Expert" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">160</span></a>
<a href="https://60e42952d7f75.site123.me/blog/various-ways-to-hire-excel-expert" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">161</span></a>
<a href="https://www.pearltrees.com/excelhelpcom#item374922143" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">162</span></a>
<a href="https://www.pearltrees.com/s/file/preview/246902928/Hire%20Excel%20Expert.pdf?pearlId=373387471" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">163</span></a>
<a href="https://ccm.net/profile/user/excelhelp.org" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">164</span></a>
<a href="http://www.filedropper.com/excelexperthelp" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">165</span></a>
<a href="https://postimg.cc/V5L5MhKw" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">166</span></a>
<a href="https://www.diigo.com/user/olivesnyder3" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">167</span></a>
<a href="https://www.bitsdujour.com/profiles/cfsz0U" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">168</span></a>
<a href="https://www.pearltrees.com/olivesnyder3" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">169</span></a>
<a href="https://telegra.ph/Mastering-Such-8-Formula-Will-Make-Your-Excel-Spreadsheet-Look-Impressing-06-28" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">170</span></a>
<a href="https://telegra.ph/Seeing-These-10-Formula-Will-Make-Your-Microsoft-Excel-Look-Impressing-07-05" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">171</span></a>
<a href="https://telegra.ph/Heres-A-Swift-Way-To-Deal-with-The-Microsoft-Excel-Problem-07-05" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">172</span></a>
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<a href="https://www.codecademy.com/profiles/css1217442437" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">210</span></a>
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<a href="https://www.codecademy.com/profiles/code6371656704" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">216</span></a>
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<a href="https://www.codecademy.com/profiles/beta9392323936" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">220</span></a>
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<a href="https://list.ly/list/5y9b-excelhelp-dot-org-excel-expert-help?make_list_mode=true" style="font-family: Arial, sans-serif; font-size: 12pt; text-align: left;"><span style="border: 1pt none windowtext; color: #227264; mso-border-alt: none windowtext 0in; padding: 0in;">236</span></a>
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Testhttp://www.blogger.com/profile/16450037813164312835noreply@blogger.com57tag:blogger.com,1999:blog-7871584525816713460.post-60855241733995098042017-07-05T09:28:00.001-07:002021-06-24T11:52:51.690-07:00SILICON VALLEY'S HUBRIS SYNDROME<div dir="ltr" style="text-align: left;" trbidi="on">
<img src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEineJD5Y-e2QBu69PuSUMrQJ2yIJbfCiyYSTv6DOQ2F2DCiUKveyoT3vmhGjU_cAxbgsZ5Pzt7nun2YyeJjtLiA6ZTpUiaW2fJKBHrR5sDld6IXgoJLGW-0UFhfeoktphfmzIdh9p3xoGlB/h120/abtus06.jpg" /> <b>By V K Talithaya</b><div>
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The image of grand leaders with great qualities such as charisma, charm, the ability to inspire, persuasiveness, breadth of vision, willingness to take risks, grandiose aspirations and bold self-confidence is associated with many of the successful entrepreneurs of Silicon Valley. But, this image is showing signs of cracks lately. What gleans through the cracks is another side to this image, a picture that is engendered by these very qualities. This is the picture of impetuosity, a reluctance to listen to others, or digest well meaning advice, impulsiveness, recklessness resulting from an air of infallibility and lack of attention to details - in short, the picture mired in 'hubris syndrome'. </div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhRmPUWZdpS5v1QljMmKEqWIv52Z_bAC7ClbgnteAtkqNKRJuQPlqP5STaBXUnFlHz8RlZCpVs0QBrjpIrHgIIMn-VNM8O2CUEoxDSHzpdWBoiRdNCZwuBTpFgVDrnoov8yh-xN6oeVaeFH/h120/fake_dictionary_dictionary_definition_of_the_word_hubris_cg1p66873106c_th.jpg" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="133" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhRmPUWZdpS5v1QljMmKEqWIv52Z_bAC7ClbgnteAtkqNKRJuQPlqP5STaBXUnFlHz8RlZCpVs0QBrjpIrHgIIMn-VNM8O2CUEoxDSHzpdWBoiRdNCZwuBTpFgVDrnoov8yh-xN6oeVaeFH/h120/fake_dictionary_dictionary_definition_of_the_word_hubris_cg1p66873106c_th.jpg" width="200" /></a> 'Hubris Syndrome' is a disorder of the possession of power, particularly power which has been associated with overwhelming success, held for a period of years and with minimal constraint on the leader. But, when hubris syndrome becomes the part of the larger culture of the society, it has more serious consequences than individual frailties. How else can we explain the series of recent events in Silicon Valley, of venerable leaders discarding the veil of political correctness and displaying the true nature of the arrogance of power and success? Uber's Travis Kalanick is forced to quit despite being the builder of the most valuable start-up because of unacceptable behaviour. Hubris seems to be all pervasive in Uber's management culture. As a result Uber is in the midst of several crises such as claims of sexual harassment, a lawsuit over alleged theft of intellectual property, departure of a number of senior executives and the probe into use of illegal software to track regulators. Recently, David Bonderman, Uber Technologies Inc director, resigned from the company's board following a remark seen as offensive to women, which he made during an Uber staff meeting. Having two women in the Board, he said, would mean more talking!</div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjOQ8sfJHTXL9vXnwvyBdoyjHUYExazvWWozxl-qtJmYY8knPhVohnlrHBptDsvBrHSjAlAfzkxA1BWeY_FPUDvaC8cXCkZtAGdkjPldliLtwstOa2UH6R85pJXLhuF_Yg77bh2s9oiFHnX/h120/the_word_pride_cg6p7694416c_th.jpg" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjOQ8sfJHTXL9vXnwvyBdoyjHUYExazvWWozxl-qtJmYY8knPhVohnlrHBptDsvBrHSjAlAfzkxA1BWeY_FPUDvaC8cXCkZtAGdkjPldliLtwstOa2UH6R85pJXLhuF_Yg77bh2s9oiFHnX/h120/the_word_pride_cg6p7694416c_th.jpg" /></a>Nor is this a syndrome limited to Uber. The recent New York Times story on women's voices against what it calls 'the culture of harassment' of women is an eye-opener to the Valley's hubris syndrome. The article goes on to say, "The new accounts underscore how sexual harassment in the tech start-up ecosystem goes beyond one firm and is pervasive and ingrained. Now their speaking out suggests a culture shift in Silicon Valley, where such predatory behaviour had often been murmured about but rarely exposed".</div>
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A new survey by Stanford University researchers has revealed that nearly two-thirds of women working in Silicon Valley tech firms have experienced incidents of sexual harassment in the workplace. Of the 60 per cent of women who had experienced "unwanted sexual advances", 65 per cent said these advances had come from one of their superiors, according to the Elephant in the Valley survey. For half these women, such an advance had happened more than once. One in three said they had been made to fear for their personal safety because of work-related circumstances, while 60 per cent of those who reported such harassment were dissatisfied with the course of action taken after reporting it.</div>
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Silicon Valley is the very epitome of success, and it is a victim of the pitfalls of success.</div>
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America is a society committed to politically correct behaviour, particularly with regard to sexual harassment, sexual or racial discrimination, child abuse etc. The problem with ';politically correct' behaviour is that such behaviour is hardly skin-deep. Behaviour is 'correct' because it needs to be, not because one believes in its correctness. Politically correct behaviour is often neither anchored in the person's deep seated beliefs nor in his emotions. Here, then, is the rub: when a behaviour is skin-deep, the real emotions sometimes show up, throwing the veil of political correctness asunder. It is not external circumstances or pressure. The challenge lies within the individual. It is what we think deep within ourselves that shapes our authentic behaviour. Arnold Toynbee quotes the poet George Meredith in his Study of History:</div>
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"In tragic life God wot, </div>
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No villain need be! Passions spin the plot:</div>
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We are betrayed by what is false within".</div>
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And again, he quotes C.F.Volney who says, "the source of calamities ...resides within Man himself; he carries it in his heart".</div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgPEk_zkMbNJGeyHVwfaeFwLN_SSV5N4rbeOYi7LzjZcWhC6w_KiXg-LibNPIhJ7os-V6WLqM5LYgzvYnT1IxdKLh_xyOkdC1TGli-TjwBYu0QciUOlOh1wbQSzL0OAUThMjBI-pUBhfYmd/h120/beware_of_overconfidence_cg7p9889659c_th.jpg" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgPEk_zkMbNJGeyHVwfaeFwLN_SSV5N4rbeOYi7LzjZcWhC6w_KiXg-LibNPIhJ7os-V6WLqM5LYgzvYnT1IxdKLh_xyOkdC1TGli-TjwBYu0QciUOlOh1wbQSzL0OAUThMjBI-pUBhfYmd/h120/beware_of_overconfidence_cg7p9889659c_th.jpg" /></a></div>
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Hubris Syndrome causes certain changes in the brains of the extremely successful people, the leaders which in turn makes them suffer from a number of undesirable characteristics. losing touch with reality, taking excessive pride in one's actions, lack of empathy towards others, taking decisions or acting without deliberations because of overconfidence are some of these characteristics. No wonder, in the Darwinian society where nothing is valued more than success - and success at any cost - the individual's self-esteem overreaches him. A sense of infallibility overtakes. Finesse and niceties are discarded as unnecessary frills distorting communication. Directness of communication yields no space for emotional distractions and vacillations of parental values.</div>
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A few words of advice by Mathew Arnold may help our very successful, lonely leaders:</div>
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"Perfection...is not possible while the individual remains isolated: the individual is obliged, under the pain of being stunted and enfeebled in his own development if he disobeys, to carry others along with him in his march towards perfection, to be continually doing all he can to enlarge and increase the volume of the human stream sweeping thitherward".</div>
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<b>By V K Talithaya</b></div>
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vktalithaya@managementmasala.com</div>
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Testhttp://www.blogger.com/profile/16450037813164312835noreply@blogger.com0tag:blogger.com,1999:blog-7871584525816713460.post-22201288231905497632017-05-21T21:01:00.002-07:002021-06-24T11:53:45.055-07:00QUALITY - WHEN SELF AND THE OTHER BECOME ONE<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-size: x-small;"><b>By V K Talithaya</b></span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhDxQP-78UIjRKVU2QjIe7dIlf78Fku8Lu1V73117cvHtpHaIaxukqoVx7RUa0Q-h1Qg8J5DSCzTsnoznQNRPVlDiLEz3szsuYrDkBd26ZJ1ovCwwHoyXKVhybpSSORMoNzfamA1MKrifnX/h120/Pirsig2005_%2528cropped%2529.jpg" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhDxQP-78UIjRKVU2QjIe7dIlf78Fku8Lu1V73117cvHtpHaIaxukqoVx7RUa0Q-h1Qg8J5DSCzTsnoznQNRPVlDiLEz3szsuYrDkBd26ZJ1ovCwwHoyXKVhybpSSORMoNzfamA1MKrifnX/h120/Pirsig2005_%2528cropped%2529.jpg" /></a><span style="font-size: medium;"><b> A TRIBUTE TO THE GENIUS IN SEARCH OF A DEFINITION OF QUALITY</b></span></div>
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<span style="font-size: medium;"><b>ROBERT M PIRSIG (Sept 6, 1928 - April 24, 2017)</b></span></div>
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<b style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"></b><b>Management and Philosophy do not blend easily. Their concerns are as far apart as T-Twenty and Test cricket, the one focused on quick action and immediate result and the other on patience, meditation and artful action. If, however, there is one aspect of concern to both, Management and Philosophy, it is Quality. Robert M Pirsig, the redoubtable philosopher, who died on April 24, 2017, was on a challenging and exacting journey of discovery of the definition of Quality. His formidable book, <i>Zen and the Art of Motorcycle Maintenance,</i> is a journey through the weird land of philosophy in search of this definition. His unflagging quest takes us far beyond the mundane world of management thoughts such as - </b><b>Quality is what the customer wants, or the famous Japanese formulation: Quality is customer delight. Early in the book, differentiating between the world of physical forms and the world of ideas which created the physical forms, Pirsig says, "...we are at the classic-romantic barrier now, where on one side we see a cycle as it appears immediately - and this is an important way of seeing it - and where on the other side we can begin seeing it as a mechanic does in terms of underlying form - and this is an important way of seeing things too.." Is Quality something we see on the thing, the motorcycle, in this case, or is it in the concept or the idea of motorcycle? Does Quality go along with the motorcycle which is dispatched from the shop-floor? Or does it still remain with the creators of the products, notwithstanding the product having gone to the customer, and the customer being satisfied? Take a step back, and think of it - the product you have sent to the customer is neither fragments of steel assembled to some shape like a motorcycle, nor is it some codes and signs put together as a software - it is primarily ideas. The motorcycle is made of steel. But where steel comes from? and from where ore comes? Eventually everything originates with idea. So, have you dispatched ideas to your customers? </b></div>
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<b>Does it mean that when <i>idea</i> meets the <i>material</i> Quality occurs? That is a tentative position Pirsig takes. Still, he cannot say what Quality is. He ponders,"...if you can't say what Quality is, how do you what it is, or how do you know that it even exists? If no one knows what it is, then for all practical purposes it doesn't exist at all". Yet, Pirsig has no doubt that there is Quality. He says,"I think there is such a thing as Quality, but that as soon as you try to define it, something goes haywire. You can't do it...Quality is a characteristic of thought and statement that is recognised by a nonthinking process. Because definitions are a product of rigid, formal thinking, Quality cannot be defined". Thus, Pirsig comes to the conclusion that Quality is neither amenable to scientific inquiry nor to rigid formal thinking.</b></div>
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<b>For Pirsig, the real purpose of scientific method is to make sure that Nature has not misled you to thinking that you know something you actually do not know. Having got stuck with the limitation of scientific method, he explores lateral knowledge, that is knowledge from unexpected direction. Study of scientific method by science destroys the validity of its answers. In science objectivity is all important. Pirsig believed that if subjectivity is eliminated as unimportant the entire body of science must be eliminated with it. Therefore, he changes tack to philosophy, particularly that branch of philosophy called Realism which says,"A thing exists if a world without it can't function normally". There are around us a number of phenomena which we cannot define clearly, yet their absence will not allow our society to function normally. Morality, beauty, honesty are some of the terms that do not allow clear definition. Philosophers have have quarrelled over their meaning and written treatises, but we still do not know what they are. Yet, we know our society will not be what it is without any of them. Similarly,"The world can function without Quality, but life would be so dull as to be hardly worth living. In fact it wouldn't be worth living. The word <i>worth</i> is a Quality term". </b></div>
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<b>For Pirsig, the world is composed of three things - mind, matter and Quality. Quality cannot be defined. Quality is not a thing, it is an event. But real understanding of Quality captures the system, harnesses it to work for fulfilling one's own purposes and one's 'inner destiny'. People's purposes are different, their 'inner destinies' are different. They are different in terms of their experiences. That is why they differ about Quality. To put Quality in one box is futile. Howard Roark, the inscrutable architect in Ayn Rand's famous novel, <i>Fountainhead,</i> refuses to follow any architectural tradition, not because he had an swollen ego, but because Quality for him was what helped him to achieve his 'inner destiny'. Tradition is system, and when you follow the system it loves you, and you lose your unique identity. "Quality is the response of an organism to its environment...It is the continuing stimulus which our environment puts upon us to create the world in which we live". That is exactly what Howard Roark does. Not for him the work to please and get approvals and endorsements from devious art and design critics like Ellsworth Toohey. </b></div>
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<b>Pirsig says Quality is scientific reality. Quality is also the goal of art. We are used to assign Quality to subjects and objects. We do not look at Quality as the event which is the relation between what we create and the thing we create. "The real ugliness lies in the relationship between the people who produce the technology and the the things they produce, which results in a similar relationship between the people who use the technology and the things they use...At the moment of pure Quality, subject and object are identical. This is the <i>Tat tvan asi</i> (Thou art That) truth of the <i>Upanishads</i>". </b><br />
<b>What is the message in all this to managers? They can be summed up as:</b><br />
<b>1. Quality is not a thing or a feature you put into a product.</b><br />
<b>2. Quality is the event or the process of one's involvement in creating the thing or the idea, be it a technology, a product or a software.</b><br />
<b>3. Quality is also the event or process of one's involvement while interfacing with the thing - the technology, product, software - while one uses them.</b><br />
<b>4. Quality is an internal process in individuals. Only when one identifies oneself with one's task or the product being created or used Quality is possible. </b><br />
<b>5. Managers have the onerous task of creating the environment in their organisations which enables this involvement, this identification of the self with what employees do, create and use. </b><br />
<b> </b><img src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjz0e6rvRo6BU7cfp-NqBBeOMPagHHM9vL5GlyYZZR0IQ8omyGKfhBJ_CMxVgwtOmQTwIxjB1u3G4zvxSn4Q1Ulqs_UOLGf5KKmDjw4hDS5SLTnOomjjh6J9oyQ6N_Nk9XGNgp3QFb7-V8n/h120/abtus06.jpg" /></div>
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<b>By V K Talithaya</b><br />
<b>vktalithaya@managementmasala.com </b> </div>
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Testhttp://www.blogger.com/profile/16450037813164312835noreply@blogger.com0tag:blogger.com,1999:blog-7871584525816713460.post-26852525887641539622017-05-15T09:01:00.003-07:002021-06-24T11:53:54.499-07:00TRAINER'S TRAP<div dir="ltr" style="text-align: left;" trbidi="on">
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<b>By V.K.Talithaya</b><br />
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<b><i><span style="font-family: "times new roman" , "serif"; font-size: 12pt;">"But Phaedrus is no shepherd either and the strain of
behaving like one is killing him. A strange thing that has always occurred in
classes occurs again, when the unruly and wild students in the back rows have
always empathised with him and been his favourites, while the more sheepish and
obedient students in the front rows have always been terrorised by him and are
because of this his objects of contempt, even though in the end the sheep have
passed and his unruly friends in the back rows have not." - Zen And The
Art Of Motorcycle Maintenance - Robert M Pirsig</span></i><span class="yiv7584853190s5"><span style="font-family: "times new roman" , serif; font-size: 12pt;"> </span></span></b></div>
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<b><b>Eloquent lectures, great topics, learned and colourful presentations, participants listening in rapt attention - you are somewhat thrilled that your one-day training programme has been a great success. You come home from the programme with a sense of satisfaction; feeling you have done a wonderful programme, a brilliant performance. In the quietude of your office you review the feedback of the participants. They liked the lectures. The topics were carefully chosen. The presentations were clear, colourful and attractive. The setting was immaculate. Overall rating was good. But to the one last question - what is the single most important take-away from this programme? - the answers are vague and equivocal. You are perplexed by comments such as: I am happy; I am a better communicator; I am clear about my goals and so on. You wonder what, indeed, is the take-away from your programme! And, this is not the first time you feel it. Yes, you are about to be caught in the Trainer's Trap.</b></b><br />
<b><b>A young, aspiring trainer tells me how well his three-hour session went on. "It came out very well. I started off with the introductory stuff, gradually moving up to choices, aspirations, goals and so on. The group was kind of mesmerised as the programme progressed". I ask him what was the percentage of time he spoke in those three hours and what was the percentage the trainees spoke? He says, "Why? Naturally, I spoke most of the time, say, almost ninety per cent, and they enjoyed it". This young, budding trainer also is caught in the Trainer's Trap.</b></b></div>
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<b><b>Many trainers approach training as teaching, hectoring or preaching. According to them, training is like filling empty vessels with knowledge - and knowledge usually takes the form of information. The trainer believes that he is the repository of all knowledge that needs to be gifted to the participants. That is how most of us were taught in our schools. Is that not a time-tested technique of teaching? The teacher sees the eagerly listening, studious students in the front rows of the class - the ones who never fail to get the best grades. The teacher admires their keenness to accept whatever he teaches. Often, when one of those apparently mischievous looking 'trouble makers' in the back benches asks a question or expresses his views the teacher shuts him, "Your views are not sought here, you are expected to follow the lesson". Teaching takes place from this high pedestal. Years later, the teacher wonders why his front benchers did not make the grade in life, whereas the despised back-benchers made the grades as start-up entrepreneurs, innovative businessmen or CEOs of good companies. We have many instances of long forgotten back-bench alumnus making to the highest positions in global companies. The colleges and teachers remember the erstwhile student only after reading about him in the media. When he becomes famous thus, they discover great qualities in him. </b></b><br />
<b><b>Is training same as teaching? The essence of training is enabling </b></b></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiwJfaNWuR6F4jptSoOvRTwtiAHzhTiF5gM2wZsVcSZnJJi-3y5qVUoFGEmp0UCopzutyCHql2p0Hy5BbEYIYI9HbESvdV8EIggNJ48riDsqXCOoy0RQH6BM3pON43W_GopKY4rln7d4s2z/h120/th.jpe" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em; text-align: justify;"><img border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiwJfaNWuR6F4jptSoOvRTwtiAHzhTiF5gM2wZsVcSZnJJi-3y5qVUoFGEmp0UCopzutyCHql2p0Hy5BbEYIYI9HbESvdV8EIggNJ48riDsqXCOoy0RQH6BM3pON43W_GopKY4rln7d4s2z/h120/th.jpe" width="200" /></a><b><b>participants to learn, providing them techniques to respond to their </b></b><b><b>environment, to the challenges they face. Learning enriches their experience. From this perspective, the purpose of training is enhancement of potential and building capabilities. Enabling participants to learn is important. Learning is more than receiving information. Learning involves creative use of information or data, as we call it these days. How much does the trainer enable? Often he collects information, repackages them, and dispenses them as his programme. Games, team plays and sometimes outdoor engagements are thrown in as embellishments. After all, marketing is important.</b></b><br />
<b><b>In programme over programme the same inputs continue to be dispensed, because the trainer believes that it has been "received" well.. The tragedy is that the trainer does not learn from each of his own programmes. He has stopped learning long ago, when his first, second or third programme "clicked"! That is why over a period of time his programme remains same, </b></b><b>including the spicy jokes, anecdotes and stories, which were added to enrich the flavour in the recipe</b><b><b>. The trainer had arrived at the mountain of knowledge long ago. He has no more peaks to climb. It is for the participants to trudge that path. That is the Trainer's Trap. </b></b></div>
<b style="text-align: justify;">When success thrills, but fails to provide lessons on the secrets of the success, it ends in peril. Those who are caught in the Trainer's Trap are prone to like their own voice, feel that their programmes are wonderful, believe that participants' listening is participation. They look at the training programme as a performance like that of a musician or magician. Indeed. a training programme is a performance. The trainer needs to have the same emotional involvement with his performance as the musician or the magician. But there is one important difference between the two - for the musician or the magician the performance is an end in itself; for the trainer the performance is a means to convey a message and secure the involvement of the participants. When the trainer fails to appreciate this difference he is in Trainer's Trap. </b></div>
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<span class="yiv7584853190s5"><span style="font-family: "times new roman" , serif; font-size: 12pt; line-height: 115%;"><b>By V.K.Talithaya<o:p></o:p></b></span></span></div>
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<b><span style="font-family: "times new roman" , serif; font-size: 12pt;">vktalithaya@managementmasala.com</span><span class="yiv7584853190s5"><span style="font-family: "times new roman" , serif; font-size: 12pt;"> ➪</span></span></b></div>
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Testhttp://www.blogger.com/profile/16450037813164312835noreply@blogger.com0tag:blogger.com,1999:blog-7871584525816713460.post-89449808941551586752016-08-09T09:58:00.003-07:002021-06-24T11:54:00.762-07:00Management Lessons From Obama's Foreign Policy<div dir="ltr" style="text-align: left;" trbidi="on">
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<b><span style="text-align: justify;">Foreign policy and management may look poles
apart. Not always. managers and industry may or may not subscribe to Obama's policy
formulations. Even foreign policy experts have their quarrels about his foreign
policy. Yet, a new book on Obama's foreign policy strategy has a lot for
managers looking for new ideas on business strategy and decision making. An
unusually long titled new book by Derek Chollet, </span><i style="text-align: justify;">The Long Game: How Obama Defied Washington and Redefined America's Role
in the World, </i><span style="text-align: justify;">throws light on how Obama formulated sustainable strategy by
articulating a number of principles which should be applied while making
strategic choices and managing US foreign policy.How effective these
principles have been in managing US foreign policy is a matter of debate for
foreign policy experts. But, there is no doubt that a look at these principles
will convince any manager how useful they are in business strategy and decision
making.</span></b></div>
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<b>Chollet enumerates these principles and explains
them in terms of foreign policy. While discussing and relating them to
business, we take the liberty of explaining them in the context of business as
against foreign policy. Obama's focus was long term; hence the title of the
book, <i>Long Game</i>. The urge to leave a
legacy beyond one's term is natural for any president of the most powerful
nation. What makes Obama's principles unique is that in spite of the temptation
to leave a legacy, he is able to look beyond his presidential term, into the
long term interests of the country. The obvious question is: will it be
difficult for our business managers to look beyond the quarterly results and
immediate benefits? Are business managers prepared to overlook demands for
immediate grand results, which may have little chance of being sustained in the
long term?</b></div>
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<b>According to Chollet, the following principles
guided Obama's decision making, keeping the long term sustainability of the
outcome:</b></div>
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<span lang="EN-US"><b>1. Balance: Long term policy needs to ensure balance
between interests and values of the organization, and between the conflicting
stake-holder interests. Managers also have to look at balance between the
sustainability of the policies in the long term and the need to ensure healthy
financial results in the short and medium term. <o:p></o:p></b></span></div>
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<span lang="EN-US"><b>2.Sustainability: Managers need to ask the question:
Can the commitments I am making now be sustained by the organization in the
long term. Managers need to note that commitments which will cost heavily are,
indeed, difficult to sustain. How do we make
the commitment which will not impose unbearable cost, yet will yield the desired
long term outcome? <o:p></o:p></b></span></div>
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<span lang="EN-US"><b>3. Restraint: Too often managers are tempted by
capabilities and possibilities. This leads them to ask the question: What can I
do now? What can be done, of course, is less important than what needs to be
done. Therefore, the more important question managers need to ask is: What
should I do now? <o:p></o:p></b></span></div>
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<span lang="EN-US"><b>4. Precision: Power tempts one to wield the
heaviest weapon, no matter what the situation demands. Often that results in
not only wasting valuable resources but also creating more unmanageable collaterals.
That means: Wield a scalpel if you can avoid wielding a hammer. Act with
minimum pressure and noise, but with intense focus. <o:p></o:p></b></span></div>
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<a href="https://sp.yimg.com/ib/th?id=OIP.Mbd2c7e2866af831c30b4adef42b442aao0&pid=15.1&rs=1&c=1&qlt=95&w=207&h=111#inline" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em; text-align: left;"><b><img alt="Pics Photos - Barack Obama S Foreign Policy Advisors Are More Likely ..." border="0" src="https://sp.yimg.com/ib/th?id=OIP.Mbd2c7e2866af831c30b4adef42b442aao0&pid=15.1&rs=1&c=1&qlt=95&w=207&h=111#inline" /></b></a><span lang="EN-US"><b></b></span></div>
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<b>5. Patience: Policies need time to yield result.
They follow the law of the farm: what you sow takes time to yield.
Allow your action the time for fructifying. </b></div>
<b><o:p></o:p></b><br />
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<span lang="EN-US"><b>6. Fallibility: You are not God. Managers are as
prone to fallibility as politicians, doctors, economists etc. Therefore, realism
and readiness to face the eventuality of failure of policy and appreciation of
the limitations of achieving the outcome are hallmarks of long-term success.<o:p></o:p></b></span></div>
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<span lang="EN-US"><b>7. Skepticism: Discount those peddling easy
solutions and allow the floor to the devil's advocates who may pose difficult and
inconvenient questions. Skepticism provides multiple perspectives.<o:p></o:p></b></span></div>
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<span lang="EN-US"><b>8. Exceptionalism: Beware that as a leader on whom
the organization's future depends, you carry unique responsibilities. As one
who is invested with the authority to show direction to the organization, you
cannot shirk your responsibility..<o:p></o:p></b></span></div>
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<b>No doubt, these principles can become tools for procrastination
and dithering in the hands of doubting Toms. On the other hand it can become
the framework for realistic decision making and prudent action in the hands of
thoughtful managers. Like all tools, these principles by themselves cannot yield
results; in the end it is the one who wields the tools who gets the outcomes.</b></div>
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<b>By V.K.Talithaya</b></div>
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<b>vktalithaya@managementmasala.com</b></div>
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Anonymoushttp://www.blogger.com/profile/00767572780195565273noreply@blogger.com0tag:blogger.com,1999:blog-7871584525816713460.post-82826241404959869962016-07-08T08:53:00.002-07:002021-06-24T11:54:06.034-07:00IS THERE A CREATIVE GENIUS IN EVERY MANAGER?<div dir="ltr" style="text-align: left;" trbidi="on">
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<img alt="Idea concept" src="http://i.istockimg.com/file_thumbview_approve/8973751/3/stock-illustration-8973751-idea-concept.jpg" style="text-align: left;" /><b><span lang="EN-US">"All of us are
creative. Every time we stick a handy object under the leg of a wobbly table or
think up a new way to bribe a child into his pajamas, we have used our
faculties to create a novel outcome."</span></b></div>
<div class="MsoNormal" style="text-align: justify;">
<b><span lang="EN-US"> Steven Pinker
in <i>How the Mind Works</i> <o:p></o:p></span></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b><span lang="EN-US">So, if you think that you
are going to hire a creative genius for your creativity famished organization
you will only end up paying a hefty compensation getting in return more or less
what the other guy can contribute. <o:p></o:p></span></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b><span lang="EN-US">According to Pinker the
image of the creative genius as a wonk, getting struck with ideas like
lightening, which distinguishes creative geniuses, is inherited by us from the
Romantic movement of two hundred years ago. That image is so well entrenched in
us that "Creativity consultants take millions of dollars from corporations
for Dilbertesque workshops on brainstorming, lateral thinking, and flow from
the right side of the brain, guaranteed to turn every manager into an
Edison."<o:p></o:p></span></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b><span lang="EN-US">The reality is that every
one of your managers is creative. If the organizational environment provides
them the motivation to slog like the "creative genius" they will all
be able to generate creative ideas. After all, as Pinker says, creative people
contribute by pursuing ideas, correcting mistakes and improving on earlier
unsuccessful attempts. Creativity, therefore, is not the story of striking diamonds from a big bang but collecting little grains of sand gradually making
it a bagful with a few shiny grains here and there. <o:p></o:p></span></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b><span lang="EN-US">Why then so much romance
is built around creative geniuses? Pinker says."...creative people are at
their most creative when writing their autobiographies. Historians have scrutinized
their diaries, notebooks, manuscripts, and correspondence looking for signs of
the temperamental seer periodically struck by bolts from the unconscious. Alas,
they found that the creative genius is more Salieri than Amedeus". <o:p></o:p></span></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b><span lang="EN-US">Given that everyone of us
is gifted with the creative grain, why do we still consider the creative genius
as a rarity? The answer is with the way the organization provides the
environment for nourishing creativity. Few organizations provide that
environment. Taking cues from Pinker we can mention some of the important
aspects of the organizational environment which nourishes creativity: <o:p></o:p></span></b></div>
<div class="MsoNormal" style="text-align: justify;">
<b><span lang="EN-US">1. The typical genius
slogs at least for ten years before contributing anything of lasting value. The
organization should be patient enough to provide this long rope </span></b><b><span lang="EN-US">before expecting big
returns.</span></b></div>
<div class="MsoNormal" style="text-align: justify;">
<b><span lang="EN-US">2. The creative genius
keeps an eye on the competition and "a finger to the wind." </span></b><b><span lang="EN-US">They are discriminating
or lucky in choice of the problem. Therefore, the cut-throat </span></b><b><span lang="EN-US">competitive environment
of modern business organization is a stimulant to creativity. Nurturing a
system of support to identify the right problem will be useful. Good system of
mentoring can come handy.</span></b></div>
<div class="MsoNormal" style="text-align: justify;">
<b><span lang="EN-US">3. The esteem of others
is important to the creative genius. The teams need to support positively. The
huge challenge to the organization is backing the genius with esteem of the
team while at the same time keeping the place hot with cut-throat competition between individuals. <o:p></o:p></span></b></div>
<div class="MsoNormal" style="text-align: justify;">
<b><span lang="EN-US">4. Creative geniuses work too hard for
long hours. They leave behind mountains of sub genius works. Organizations need
to appreciate that pure gold is found amidst mountains of mud. Patience on the
part of the organization pays. .<o:p></o:p></span></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b><span lang="EN-US">It is worthwhile
remembering always that creative geniuses "...are not freaks with minds
utterly unlike ours or unlike anything we can imagine in a species that has
always lived by its wits. The genius creates good ideas because we all create
good ideas...". <o:p></o:p></span></b></div>
<div class="MsoNormal" style="text-align: justify;">
<b><span lang="EN-US" style="font-size: 14pt; mso-bidi-language: TH;">___________________________________<o:p></o:p></span></b></div>
<div class="MsoNormal" style="text-align: justify;">
<b><span lang="EN-US">V.K.Talithaya<o:p></o:p></span></b></div>
<b style="text-align: justify;"><span lang="EN-US">vktalithaya@managementmasala.com</span></b></div>
Anonymoushttp://www.blogger.com/profile/00767572780195565273noreply@blogger.com2tag:blogger.com,1999:blog-7871584525816713460.post-59657523724109784562016-07-03T10:31:00.002-07:002021-06-24T11:54:17.595-07:00MANAGING YOURSELF - MODEL AND MENTOR OR GURU?<div dir="ltr" style="text-align: left;" trbidi="on">
<br />
<div style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;">
<img alt="Above View Of Business Team Sitting Around Table And Working" height="213" src="https://d1yn1kh78jj1rr.cloudfront.net/preview/IMG_7559-2159_S.jpg" width="320" /></div>
<br />
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "times new roman" , "serif"; font-size: 12pt; line-height: 115%;"> "If someone can do it, anyone can do it.
That is the basis of modelling. ..Modelling is a state of curiosity...It is a
desire to listen, watch, respect, and learn from others as well as ourselves."<a href="file:///C:/Users/Suma/Desktop/In%20a%20recent%20interview%20to%20ETV%20the%20Hon%20-%20Copy.docx#_ftn1" name="_ftnref1" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span style="font-size: 12pt; line-height: 115%;">[1]</span></span><!--[endif]--></span></a> Learning
from others is our second nature. Consciously or unconsciously everyone of us
models after someone to some extent. We observe others - our parents, teachers, seniors and heroes, and try to imbue
those qualities in them which we believe made them successful. Imbuing those
qualities may help us in many ways. But many management trainers take modelling
a step further and urge aspiring leaders and managers to model after those whom
they admire consciously and deliberately. This is based on the theory that that what we observe in others from outside
represents their inner qualities and capabilities. So, if we model after their
observable qualities, actions and behaviours we can imbibe some of their inner
qualities. This makes us as effective as
them. These experts call this 'pacing'. This is true to some extent. <o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "times new roman" , "serif"; font-size: 12pt; line-height: 115%;">Useful as it is, modelling
is an incomplete process. It is akin to building ourselves after someone else. The
extreme form of modelling may even be some kind of imitating. Yet, modelling helps
us learn capabilities, skills and behaviour. But our personality is beyond our
capabilities, skills and behaviour. Our values, beliefs, convictions and
world-view are important parts of our personality. These influence our
effectiveness - they make us who we are. Modelling does not help us in shaping
us and strengthening us based on what we already are. Our is a model. The
person after whom you model does not know he is your model. Therefore, he does
not convey any message to you directly or consciously.<o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "times new roman" , "serif"; font-size: 12pt; line-height: 115%;">It is to overcome this
limitation that we need to look at an alternate way of getting inspiration from
others. We do talk of mentors. The mentor guides the mentee, helps in finding
his way, provides him support. This is the way of accepting someone as one's
Guru. The word Guru describes the concept better than 'mentor'. The Guru means
all that we mean by mentor. Like the mentor, the Guru is someone you have
accepted as your guiding light. He or she has direct contact with you. The Guru
knows that you depend on him or her for enlightenment. <o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "times new roman" , "serif"; font-size: 12pt; line-height: 115%;">Unlike the model, the
Guru leads you on the path to find the answers you seek; but to seek it in your
own way and not in his way. The Guru or mentor shows ways of acquiring
knowledge. Does not ask one to follow him. Enlightens but does not preach. Sheds
light but does not walk you through. Reflects and helps one to reflect but does </span></div>
<div class="MsoNormal" style="text-align: justify;">
<a href="http://powerpictures.crystalgraphics.com/photo/guru_master_mentor_leader_professional_concept_cg1p34128022c_th.jpg" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em; text-align: left;"><span style="color: black;"><img alt="pic of guru - Guru Master Mentor Leader Professional Concept - JPG" border="0" src="http://powerpictures.crystalgraphics.com/photo/guru_master_mentor_leader_professional_concept_cg1p34128022c_th.jpg" /></span></a><span style="font-family: "times new roman" , "serif"; font-size: 12pt; line-height: 115%;">not teach. <o:p></o:p></span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "times new roman" , "serif"; font-size: 12pt; line-height: 115%;">The Guru may not tell
you what to do; but </span><span style="font-family: "times new roman" , serif; font-size: 12pt; line-height: 115%;">he will </span><span style="font-family: "times new roman" , serif; font-size: 12pt; line-height: 115%;">pose before you the challenges and </span><span style="font-family: "times new roman" , serif; font-size: 12pt; line-height: 115%;">some of the responses.
In the end the Guru expects you to find your own responses to your challenges.
Modelling helps you to learn skills and behaviours. Guru influences you to
think deeper issues which matter to you. When you accept a Guru you do not
model after the Guru. You accept that person as your preceptor. He guides you,
shows you the path to better life or resolution of your challenges. He enables
you to reflect to find your own responses to your challenges. Unlike the person
after who one models, a Guru is the source of wisdom and enlightenment. The
Guru is not a prophet. He or she is a wise person. What the Guru can do for you
is to make you wise. He can give you only what he has, and since what he has is
limited, he stimulates you to exploit your potential to the maximum limit, and
helps you get much more than what you had. He [provides the anchor to your life
and career. By guiding you to think beyond skills and behaviour, he enhances
your potential. Modelling is the anti-thesis of innovation, creativity and originality.
The Guru is the fountain of new ideas. He nourishes ideas. He does not put the
seeds, but prepares the bed for you to put the seeds and nourish the plant. Your
model chains you; but the Guru unleashes your individuality and creativity..</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "times new roman" , "serif"; font-size: 12pt; line-height: 115%;">Therefore, while you
will model yourself after someone willy-nilly, you need to look for someone who
will play the Guru for you. He needs to be one who inspires confidence, who
listens, shares his thoughts with you, enables you to reflect not only on
issues of immediate concern but also your values, career, ideals and
world-view</span></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="font-family: "times new roman" , "serif"; font-size: 12pt; line-height: 115%;">_______________________________</span></div>
<div>
<!--[endif]-->
<br />
<div id="ftn1">
<div class="MsoFootnoteText">
<a href="file:///C:/Users/Suma/Desktop/In%20a%20recent%20interview%20to%20ETV%20the%20Hon%20-%20Copy.docx#_ftnref1" name="_ftn1" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span face=""calibri" , "sans-serif"" style="font-size: 10pt; line-height: 115%;">[1]</span></span><!--[endif]--></span></a>
NLP At Work by Sue Knight.</div>
<div class="MsoFootnoteText">
<br /></div>
<div class="MsoFootnoteText">
<b>V.K.Talithaya</b><br />
<b>vktalithaya@managementmasala.com</b></div>
</div>
</div>
<br /></div>
Anonymoushttp://www.blogger.com/profile/00767572780195565273noreply@blogger.com1tag:blogger.com,1999:blog-7871584525816713460.post-43666876289366998902016-02-17T18:17:00.008-08:002021-06-24T11:54:23.565-07:00Leadership needs Deeper Learning<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="MsoNormal" style="text-align: left;">
<div class="MsoNormal" style="text-align: justify;">
<span lang="EN-US">In their extraordinary book, <i>Presence</i>, Peter Senge and his four colleagues discuss newer
dimensions of learning as they freely waft from the mundane world of management
to the philosophy of the Bhagawadgeeta, the religion of the bible and theosophy
of Buddhism. They provide a new perspective to leadership with their concept of
deep learning. Senge had earlier discussed about reflective learning and
generative learning in his <i>Fifth
Discipline.</i> In <i>Presence</i>, Senge <i>et al</i> take us through the third
dimension of learning, learning through the inner self. Reading <i>Presence</i> is not only a journey in the
realm of concepts but also into the deeper world of philosophy and even
spirituality to create a new idea of leadership.</span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
</div>
<div class="MsoNormal" style="text-align: justify;">
<table align="center" cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: right; margin-left: 1em; text-align: right;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiuN1mmGJc1t2x7AIBCxHa3apCX-exy1EeQXQsy1B25OAle0NE1E-_xLo2qfl-q52Q4skBijviMeU3i-Il6PpjQcdsRWby6A3ZC9_29lVJCd-DAi3NxG6EWLfg0E9cVv7I-g_eC2ltE_JY/s1600/Leadership+Management+Masala.jpg" style="margin-left: auto; margin-right: auto;"><img border="0" height="213" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiuN1mmGJc1t2x7AIBCxHa3apCX-exy1EeQXQsy1B25OAle0NE1E-_xLo2qfl-q52Q4skBijviMeU3i-Il6PpjQcdsRWby6A3ZC9_29lVJCd-DAi3NxG6EWLfg0E9cVv7I-g_eC2ltE_JY/s320/Leadership+Management+Masala.jpg" width="320" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Leadership Needs Deeper Learning</td></tr>
</tbody></table>
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<div class="MsoNormal">
<span lang="EN-US">How important is learning for leadership when
technology takes quantum jumps almost every day? Learning is more important
today than ever to organizations. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"> . <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US">Peter Senge <i>et
al</i><a href="file:///C:/Users/anjani.sinha/Downloads/Leadership%20needs%20deeper%20learning%20(1).docx#_ftn1" name="_ftnref1" title=""><span class="MsoFootnoteReference"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span lang="EN-US" style="font-family: "times new roman" , serif; font-size: 12pt;">[1]</span></span><!--[endif]--></span></a>
say, "All learning integrates thinking and doing . All learning is about
how we interact in the world and the types of capacities that develop from our
interactions. What differs is the depth of the awareness and the consequent
source of action".<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US">Traditionally learning is a reactive process governed
by established mental models and action is dictated by established habits.
Edmund Burke thought that past was the basis of future innovation. No more.
Today's leadership wonder's, like P.G.Wodehouse, how to be prepared for the
unexpected. Senge <i>et al</i> say,
"From John Dewey on, theorists have argued that we learn from the past
through cycles of action and reflection that leads to new actions....Learning
based on the past suffices when the past is a good guide to the future. But it
leaves us blind to profound shifts when
whole new forces shaping changes arise." When paradigm shifts take place
the past is no more a guide to the future. Traditional reactive learning fails
to shed light on what the future would be like. <o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US">Hence, what Senge <i>et al</i> prescribe is deeper learning which enables leadership to see
the future by looking back from the
future to the present. In place of fragmented view of the world based on our
mental model, we have to create the "increasing awareness" of the
larger whole, the entire system, not only as it is now but also as it evolves.
Deeper learning, thus, enables us to create the future rather than merely plan
for the future. The key to creating the future is the "capacity to
suspend", that is the ability to stop our habitual ways of thinking and
perceiving. We suspend our usual ways of thinking; we reserve decisions on what
we perceive: we step back and allow ourselves to "see our own
seeing". Looking at ourselves as a third person in our mind's eye and
seeing ourselves as that third person provides a new and different perspective
to our perception. It enables us to look at us more objectively. For leadership
this means the need to look at itself from a distance. <o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US">The second part of deep learning is seeing the
organization from within. Senge <i>et al</i>
concede that "Seeing from the 'whole' in an organization may seem
difficult, but learning to be more attentive and genuinely curious about the
cultures we live in and enact is the first step". From this ecological
worldview, we have to move inward. They call this Theory U. The future is far
removed from the conventional mass
manufacturing system of today. For today's leadership making decisions
based on past experience will be more and more difficult in this uncertain
'casino of technology' of future. Knee jerk responses like "oh, they have
an inventory problem" will have to yield room to deeper kind of responses
like "what really is the problem here?" The former operates from our
conscious mind; but the latter is more fundamental and is at the 'deeper level
of knowing'.<o:p></o:p></span></div>
<div class="MsoNormal">
<br />
<a href="http://www.managementmasala.com/2014/03/managementmasalas-seven-rules-of.html" target="_blank">ALSO READ: MANAGEMENTMASALA’S Seven Rules of Leadership</a><br />
<br /></div>
<div class="MsoNormal">
<span lang="EN-US">Theory U operates in three steps:<o:p></o:p></span><br />
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: right; text-align: right;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh_snTLcRMZQg_jdHO7yShfzCOl_8opFHBWfYHX0wINVSiVx1use4PjgIDJTbRHL0B8yw160L3xYY62lt9jvqDcyg-FBhM9ZzHrEP3RWSDgstjOr6dnFse3bm2kLWGDD-CJLmfUj0cwods/s1600/What-We-Have-to-Learn-from-the-Excellent-Companies-and-the-Great-Companies.jpg" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" height="150" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh_snTLcRMZQg_jdHO7yShfzCOl_8opFHBWfYHX0wINVSiVx1use4PjgIDJTbRHL0B8yw160L3xYY62lt9jvqDcyg-FBhM9ZzHrEP3RWSDgstjOr6dnFse3bm2kLWGDD-CJLmfUj0cwods/s1600/What-We-Have-to-Learn-from-the-Excellent-Companies-and-the-Great-Companies.jpg" width="200" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Leadership Learning</td></tr>
</tbody></table>
<span lang="EN-US">Step one: Observe, observe and observe. Moving
down the right arm of U, we become one with the world, or identify ourselves
with the world. This is called SENSING. As against the popular theory of leadership
through 'vision', Theory U emphasizes an inner knowing where the decision
becomes obvious without having to 'make a decision'. One's inner knowing is
connected to one's ideals and nurture. As the inner knowing clears, what we are
presented are not alternatives, but the clear road ahead. <o:p></o:p></span><br />
<span lang="EN-US"><br /></span></div>
<div class="MsoNormal">
<span lang="EN-US">Step two: Retreat and reflect: At the base of the
U, in this step we allow the knowing to emerge. We become aware of knowing.
PRESENCING. We see beyond the external reality. Presencing is seeing from the
vantage point of the source from within. Like the vision, we see the future
whole emerging as if we are peering back at the present from the future. We can
picture it like taking to H.G.Wells' time machine, take a trip to the future
and from there look back at the present! <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US"><br /></span>
<span lang="EN-US">Step three: Action. One acts swiftly with the
natural flow. REALISING. Moving up on the right side arm of U. Unlike
conventional model of learning, action in this case comes from a source deeper
than the rational mind. It comes from the understanding in the inner self. <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US">Senge <i>et al</i>
put it succinctly thus, " At its essence, the theory U poses a question -
What does it mean to act in the world and not on the world?"
Conventionally the leadership is
separate from what it seeks to change. Look at leaders who want to change their
organizations. Action in theory U emanates from the unity of our self with
nature, the higher self.<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<span lang="EN-US">As conceded by the authors, theory U is not easy
to practice. But leaders are exceptional men and women. Exceptional men and
women, indeed, will find theory U at least as guide post for action in their
organizations..<o:p></o:p></span></div>
<div class="MsoNormal">
<br /></div>
<div class="MsoNormal">
<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: left; text-align: left;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgVGw6zs-HrkVDuYyIWeb-b4iq_zSOi-hBoj_eP0kv4hLwKT5YuK_HQy4xOQYxSRoiJnj0e__5CfsSrTi_XW3Zy1Kuf8F5l0TwXkpBvI7ZfgUVJ_Qoh9-GIe0QeUvSgvHIY-V4sWc1KnIM/s1600/Management-success-stories-management-masala.jpg" style="clear: left; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img border="0" height="133" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgVGw6zs-HrkVDuYyIWeb-b4iq_zSOi-hBoj_eP0kv4hLwKT5YuK_HQy4xOQYxSRoiJnj0e__5CfsSrTi_XW3Zy1Kuf8F5l0TwXkpBvI7ZfgUVJ_Qoh9-GIe0QeUvSgvHIY-V4sWc1KnIM/s1600/Management-success-stories-management-masala.jpg" width="200" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Leadership Learning</td></tr>
</tbody></table>
<span lang="EN-US">To conclude, it may be worthwhile to reproduce
three quotes from the book which will throw some light on the essence of theory
U.<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US">The Bhagavad Geeta: "All actions are wrought
by the qualities of nature only. The self, deluded by egoism, thinketh: I am
the doer."<o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US">Jesus: "It is easier for a camel to go
through the eye of the needle than for a rich man (<i>or a lofty leader!</i>) to enter the kingdom of God".(Italics
mine.) <o:p></o:p></span></div>
<div class="MsoNormal">
<span lang="EN-US">Buddhist theory of unity of mind and world is
alien to Western World. "If you follow your nature enough, if you follow
your nature as it moves, if you follow so far that you really let go, then you
find that you are actually the original being, the original way of being...the
original being knows things and acts, does things in its own way. It actually
has a great intention to be itself, and it will do so if you just let it".</span><br />
<span lang="EN-US"><br /></span></div>
</div>
<div class="MsoNormal" style="text-align: justify;">
<span lang="EN-US">By V.K.Talithaya<o:p></o:p></span></div>
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<span lang="EN-US">vktalithaya@managementmasala.com <o:p></o:p></span></div>
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<a href="file:///C:/Users/anjani.sinha/Downloads/New%20Microsoft%20Office%20Word%20Document%20(1).docx#_ftnref1" name="_ftn1" title=""><span class="MsoFootnoteReference"><span lang="EN-US"><!--[if !supportFootnotes]--><span class="MsoFootnoteReference"><span lang="EN-US" style="font-family: "times new roman" , serif; font-size: 10pt;">[1]</span></span><!--[endif]--></span></span></a><span lang="EN-US"> PRESENCE by Peter Senge, C.Otto Scharmer, Joseph Jaworski and Betty
C. Flowers</span><o:p></o:p></div>
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Anonymoushttp://www.blogger.com/profile/00767572780195565273noreply@blogger.com0tag:blogger.com,1999:blog-7871584525816713460.post-82022322855095930702015-12-30T06:58:00.001-08:002021-06-24T11:54:29.561-07:00Why not Disrupt Yourself?<div dir="ltr" style="text-align: left;" trbidi="on">
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<i style="text-align: justify;">‘Disruptive technologies’ </i><span style="text-align: justify;">is what everyone is talking about. Every
start-up is labeled as a potential disrupter. Taxi aggregators like Uber, guest
room aggregators like AirBnb, Apple and now car pooling – you think of
something new, it is labeled disruptive. What, indeed, is disruption? Is it
only some fancy technology which disrupts an existing or thriving business? Or is
any new </span><i style="text-align: justify;">idea</i><span style="text-align: justify;"> that disrupts the
prevalent thinking? In 1829 the Governor of New York, Martin Van Buren was
concerned that the railways would disrupt the existing system of
transportation. “The canal system of this country is being threatened by the
spread of a new form of transportation known as ‘railroads,” he complained to
the President of the United States.</span></div>
<div class="MsoNormal" style="text-align: left;">
Clay Christensen, the management
guru who coined the phrase ‘disruptive technology’ meant that disruption
happens by big changes. It is not polishing existing products to make it sell
better or some marketing thrust or improvisation. So, what is disruptive
technology? A new product always threatens an existing product, particularly
one which dominates the market. Any new technology is a challenge to a
prevalent technology. From that sense any change that takes place in the
product or technology may disrupt. Even a new marketing idea may threaten an
existing product or service or business. These are not disruptive in the sense
that they change some fundamental ideas on which a business, technology,
product or service is based. If by disruptive technology we mean something very
important and fundamental, it is a technology which changes the very idea on
which current business, technology or practice is based. The premise on which a
business or its technology is based is rendered redundant by the disruption. It
is not refining a product with a few more applications or reconfiguration of
technologies to get better results. Such tinkering are modifications or
improvements, not disruptive in this sense. Disruptive technology affects the way
a particular business is organized, the way the customers or users of the
technology perceive it, and the entire supply-chain gets transformed
fundamentally. </div>
<div class="MsoNormal" style="text-align: left;">
Today every business and every
product is threatened by disruption. The disrupting idea may not have targeted
any particular business, organization or product while evolving itself as a
killer idea. Many times a new idea pops up as an improvement of an existing
idea. Soon, it evolves into a path-braking idea, making an existing powerful
idea obsolete. That is how a disruptive technology becomes a threat to existing
business, product or service. <br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhVC6bzHT8iBDuIsImfdVdsWOwca6gf0i0trGuJbk8rikzFg9sEfocvHE2XT0yLikcHbB7c-G280iYGXIJSzVHPz5BVAgsvrNJ1nC4eFVLRRn686O08bYebm0TVjI9hhnBLHRBVz_-z_C8/s1600/start-stop-1242840.jpg" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="245" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhVC6bzHT8iBDuIsImfdVdsWOwca6gf0i0trGuJbk8rikzFg9sEfocvHE2XT0yLikcHbB7c-G280iYGXIJSzVHPz5BVAgsvrNJ1nC4eFVLRRn686O08bYebm0TVjI9hhnBLHRBVz_-z_C8/s320/start-stop-1242840.jpg" width="320" /></a></div>
<br />
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Disruption will involve a social
cost and a social benefit. The cost arises from the fact that an existing
technology may become obsolete too soon, rendering all the investment made on
that redundant. At the end, it is society that bears the cost by way of
abandoned manufacturing unit, immediate unemployment etc. On the other hand the
disruptive technology obviously provides better ways of doing more useful
things. This eventually saves cost to the consumers, and society benefits. It
is, indeed, difficult to figure out the net effect in the near future. In the
long term every innovation benefits society. But at organizational levels the
perspective is different. A disruptive technology is a threat to any
organization. Worse still is the fact that disruption is an undercover
operation. The one who ushers a new technology neither knows clearly that the
new technology will be a disrupter, nor which existing technology it would disrupt.
Similarly, an organization is caught unawares when a disruptive technology
becomes a threat to itself. By the time the threat becomes clear, the
technology takes firm roots and none of the tinkering of existing technology
can prevent the onslaught by the disruptive technology.</div>
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What should an organization do to
protect itself from disruption? It is obvious that fighting disruption is a
no-win game. Disrupting the disrupters will involve a huge organizational and
social cost. The best thing organizations
can do to prevent disruption is to disrupt themselves. That is to say,
organizations should invest in innovations which will be “self-disruptive”. If
an organization continuously innovates and invents path-braking new
technologies, it disrupts its own current business and takes its business not
only to a higher level but also into different directions. Thus, when the
threat of disruption appears on the horizon the organization is already
disrupting itself; and this disruption is stimulated from inside, and happens
in a non-threatening manner..</div>
<div class="MsoNormal" style="text-align: left;">
But, how can organizations do
this? They need to stay ahead of the disrupters. Here are five rules to stay
ahead of disrupters:</div>
<div class="MsoListParagraphCxSpFirst" style="text-align: left; text-indent: -0.25in;">
<!--[if !supportLists]-->1.<span style="font-size: 7pt; font-stretch: normal;"> 1. </span><!--[endif]-->Do
not waste resources trying to scan and find disruptive technologies which may
threaten your organization. Instead continuously innovate to find technologies
that can disrupt your business; not technologies that will merely change your
business. </div>
<div class="MsoListParagraphCxSpMiddle" style="text-align: left; text-indent: -0.25in;">
<!--[if !supportLists]-->2.<span style="font-size: 7pt; font-stretch: normal;"> 2. </span><!--[endif]-->Never
feel comfortable with your technology or business. Always worry about
disrupting your technology. Remember disruption is not small changes,
disruption is innovating which will change the very idea on which your business
is based and the way your business is organized.</div>
<div class="MsoListParagraphCxSpMiddle" style="text-align: left; text-indent: -0.25in;">
<!--[if !supportLists]-->3.<span style="font-size: 7pt; font-stretch: normal;"> 3. </span><!--[endif]-->Always
keep in mind that if others can disrupt your organization, you can do it much
better and to your advantage.</div>
<div class="MsoListParagraphCxSpMiddle" style="text-align: left; text-indent: -0.25in;">
<!--[if !supportLists]-->4.<span style="font-size: 7pt; font-stretch: normal;"> 4. </span><!--[endif]-->Make
your organization a great learner.</div>
<div class="MsoListParagraphCxSpLast" style="text-align: left; text-indent: -0.25in;">
<!--[if !supportLists]-->5.<span style="font-size: 7pt; font-stretch: normal;"> 5. </span><!--[endif]-->Remember
there is no core competence better than the competence to innovate technologies
to disrupt your business to your advantage.</div>
<div class="MsoListParagraphCxSpLast" style="text-align: left; text-indent: -0.25in;">
</div>
<div class="MsoListParagraphCxSpLast" style="text-align: left; text-indent: -0.25in;">
Take a look at
some of the organizations who were leaders in their business; but new technologies
swept them away. NOKIA is an example. If NOKIA disrupted its own technology by
its own version of smart phones, would it still be a leader today? Will today’s
healthcare business model be swept away by healthcare, particularly diagnosis
and treatment supported by technology? If a device around one’s wrist reads all
the parameters of one’s health, and a health monitoring software suggests
treatment, how long it will take for today’s hospitals to face NOKIA’s destiny?
Cannot hospitals work on these self-disruptive technologies Yes they can, and
that is the only way they may survive in the long term. The mantra of the five rules of self
disruption is the key to survival in age of disruption.</div>
<br />
By V.K.Talithaya<br />
Managementmasala Contributor<br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjIspxzRL-v5uS9eeRrLik8CcPPz1ixk6WhIsCqEM0WdYeX-kSLAUKiSDE0YEGZRz7L3SPnD0p1W7mYuAJKeI-8weYmbarQeOoae54nlFpIaVMBTi_X4amqmpu_91nD68mnZIn8DMLhTlgU/s1600/Management+Masala+V+K+Talithaya.jpg" style="clear: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjIspxzRL-v5uS9eeRrLik8CcPPz1ixk6WhIsCqEM0WdYeX-kSLAUKiSDE0YEGZRz7L3SPnD0p1W7mYuAJKeI-8weYmbarQeOoae54nlFpIaVMBTi_X4amqmpu_91nD68mnZIn8DMLhTlgU/s1600/Management+Masala+V+K+Talithaya.jpg" /></a><br />
vktalithaya@managementmasala.com</div>
Testhttp://www.blogger.com/profile/16450037813164312835noreply@blogger.com0tag:blogger.com,1999:blog-7871584525816713460.post-66817232637410747602015-08-21T09:10:00.000-07:002016-07-25T09:16:02.765-07:00In Defense of Amazon<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 115%;">The New York Time story on Amazon – <i>Inside Amazon: wrestling Big Ideas in a
Bruising Workplace</i> -made good reading, excellent tear jerker, what with
people covering their watery face while coming out of meetings, or flooding
their tables in the face of difficulties. Amazon’s boss, Jeff Bezos is pushing
the envelope hard to discover new frontiers of performance. Every corporation
talks of performance management. All that they are trying to do is to monitor
and enhance performance levels through data management. Amazon is doing it
rather too well, or Amazon tops them all in managing performance. So, what is
wrong in Amazon doing what every business corporation wants to do and does it
better than them all? <o:p></o:p></span><br />
<span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 115%;"><br /></span></div>
<div class="MsoNormal" style="margin-bottom: 10.0pt; margin-left: .8in; margin-right: 1.5in; margin-top: 0in;">
<b><i><span style="color: #17365d; font-family: "times new roman" , "serif"; font-size: 14.0pt; line-height: 115%;"> <span style="color: #990000;">“This is a company that
strives to do really big, innovative, </span></span></i></b><br />
<b><i><span style="color: #17365d; font-family: "times new roman" , "serif"; font-size: 14.0pt; line-height: 115%;"><span style="color: #990000;"> groundbreaking </span></span></i></b><b><i><span style="color: #17365d; font-family: "times new roman" , "serif"; font-size: 14.0pt; line-height: 115%;"><span style="color: #990000;">things, and those things
aren’t easy”</span></span></i></b></div>
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<span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 115%;"><br /></span>
<span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 115%;">Every organization talks of innovation. Innovation
is possible only if all the ideas which come to the table are put to rigorous
test. How else can you innovate if you cannot tear apart each other’s ideas?
Questioning ideas and looking at alternatives is motherhood. How come it has
become painful in Amazon?<o:p></o:p></span><br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgdkxr_qgcEJOc5N4h3Nv0Q94K8sY0MFS_OQzTxAGXi6bJnGXYCSkch8oITMudPAv3lfPkYqUUfquLYTXVRfCdO0_ztrWZwemzXF5b4OJWgyYOuVPtGk14oULYyr8fJQFqVAPv_BRKmafk/s1600/sign-1238534.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="180" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEgdkxr_qgcEJOc5N4h3Nv0Q94K8sY0MFS_OQzTxAGXi6bJnGXYCSkch8oITMudPAv3lfPkYqUUfquLYTXVRfCdO0_ztrWZwemzXF5b4OJWgyYOuVPtGk14oULYyr8fJQFqVAPv_BRKmafk/s320/sign-1238534.jpg" width="320" /></a></div>
<span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 115%;"><br /></span></div>
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<span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 115%;">The communication tool of Amazon provides
opportunities to employees to inform top management about their views on any
other employee. This, it is believed, results in intrigues and scheming by
employees against each other. Quite possibly it does. But, pray, which organization
does not have intrigues and scheming? The only difference is that Amazon
provides the valve to release the pressure when it can no more be contained,
whereas others do not have an institutionalized tool, but nevertheless suffer
clandestine intrigues and scheming. It is Darwinism all the way in business
corporations; but as one of the HR executives of Amazon who is quoted in the
article said, the difference is that in Amazon it is ‘purposeful Darwinism’. <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 115%;">Is it all only frustration, tears and denials to
share time with ailing family members? ‘When you are shooting for the moon, the
nature of the work is really challenging’, said, Susan Harker, one of Amazon’s
top recruiters. And, if Amazon is still finding people in droves to join them,
there are, indeed, lots of people who want to shoot for the moon. Challenges
are what bright people look for. Amazon offers plenty of challenges. As a
former employee, John Rossman said, Amazon was the greatest place he hated to
work. One has to accept the fact that even while one hates to work there it
still remains a great place!<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 10.0pt; margin-left: .7in; margin-right: 1.3in; margin-top: 0in;">
<b><i><span style="color: #365f91; font-family: "times new roman" , "serif"; font-size: 14.0pt; line-height: 115%;"><br /></span></i></b>
<b><i><span style="color: #365f91; font-family: "times new roman" , "serif"; font-size: 14.0pt; line-height: 115%;"> <span style="color: #990000;">“A lot of people who
work there feel this tension; it’s the </span></span></i></b><br />
<b><i><span style="color: #365f91; font-family: "times new roman" , "serif"; font-size: 14.0pt; line-height: 115%;"><span style="color: #990000;"> greatest place I hate to work.” – John Rossman,
former executive</span><o:p></o:p></span></i></b></div>
<div class="MsoNormal">
<span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 115%;"><br /></span>
<span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 115%;">An organization which ‘strives to do really big,
innovative, groundbreaking things’ which aren’t easy’ will have to manage its
people differently. That is why Bezos ‘rejects many of the popular management
bromides that other corporations at least pay lip service to..’ What is unfair
in motivating people to work beyond normal human limits, because Amazon tries
to recruit achievers who are beyond normal human limits? Yet there is one
lingering question: when performance standards are so stringent for all, how
come the recruiters do such bad job that so many of their recruitees have to
quit the company, not being able to rise up to their own expectations! How does
Amazon tolerate this wasteful recruitment? What price the recruiters pay for
this failure?<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 10.0pt; margin-left: 1.0in; margin-right: 1.4in; margin-top: 0in;">
<b><i><span style="color: #365f91; font-family: "times new roman" , "serif"; font-size: 14.0pt; line-height: 115%;"><span style="color: #990000;">One may cover one’s face
while coming out of meetings because one did not come up to one’s own
expectations. One may not be able to balance between work and life, because it
is work and work alone that one chose. So, then why blame Bezos or his great organization
Amazon?</span><o:p></o:p></span></i></b></div>
<div class="MsoNormal">
<span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 115%;">One last word. How Bezos wants to run Amazon is not
a secret. What he expects from every one of the new recruits is obviously made
amply clear to them before they join. Why do they join the company with such <i>unbearable</i> challenges? Is it not because
they want to enjoy the thrill of facing great challenges and be part of a
creative organization? One may cover one’s face while coming out of meetings
because one did not come up to one’s own expectations. One may not be able to
balance between work and life, because it is work and work alone that one
chose. So, then why blame Bezos or his great organization Amazon? <o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 115%;">Tailpiece: This writer is past seventy. Naturally he
is not an aspirant to join Amazon.<o:p></o:p></span></div>
<div class="MsoNormal">
<span style="font-family: "times new roman" , "serif"; font-size: 12.0pt; line-height: 115%;"><b>By V.K.Talithaya</b> <b><span style="color: blue;">(</span></b></span><span style="font-family: "times new roman" , serif; font-size: 12pt; line-height: 115%;"><b><span style="color: blue;">vktalithaya@managementmasala.com)</span></b></span><br />
<span style="font-family: "times new roman" , serif; font-size: 12pt; line-height: 115%;"> </span><img alt="Management Masala V K Talithaya.jpg" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjzZbVm_O-kiigjppcDPlYNVAuhW52KRS56lCtXEXKgIajO09M2cIyIMJ8VauxrTG_UeP8oTFxtOg504C1cyzbKPF2xxSdLZjywzlnNrI8tcSPase315_tO-wNdltwS8xnjnOQXx3rOPH5m/s1600/Management+Masala+V+K+Talithaya.jpg" /></div>
</div>
Testhttp://www.blogger.com/profile/16450037813164312835noreply@blogger.com0tag:blogger.com,1999:blog-7871584525816713460.post-63410493104832777962015-07-31T08:01:00.000-07:002016-07-25T09:16:52.746-07:00Ethics is good policy but Managers have other ideas<div dir="ltr" style="text-align: left;" trbidi="on">
<b><i>"....adults regularly allow themselves to commit wrongful acts that hold out the promise of enjoyment, so long as they are sure that the authorities will not learn of it or cannot hold it against them; their only fear is of being found out."</i></b><br />
<b>- Sigmund Freud</b><br />
<b><i>Civilization and its Discontentment</i></b><br />
<br />
<b>What explains the behavior of a President who commits grave wrongs, but conceals them to avoid the wrath of the law of the land, and is finally subjected to the humiliation of impeachment not so much for committing the acts of misdemeanor in the first place but for lying to the people about his misconduct? You, readers are well aware of how the Nixon presidency was brought down. That was a national disaster of ethical transgressions, driven by selfishness, arrogance and sheer hunger for power. That may be one of the rarest events in the life of the nation. But what explains the much more frequently occurring conduct of CEOs who transgress their corporate ethical codes and when found out spare no efforts to conceal them or explain them away?</b><br />
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiWc-tAcDK-ZC71HE782WdukqHtpw7R4OpUfh9NjsKOk1VBz7fWDO2BBBA1tPr6Wdtg_4472cy50ixrZUqd_E6ZIOMK-jmBdq2PwBJcaJjgyWIKSvs4wvTnIAZoPyqQ4nOPTiF-SqfE__I/s1600/interview-1238367.jpg" imageanchor="1" style="margin-left: 1em; margin-right: 1em;"><img border="0" height="240" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiWc-tAcDK-ZC71HE782WdukqHtpw7R4OpUfh9NjsKOk1VBz7fWDO2BBBA1tPr6Wdtg_4472cy50ixrZUqd_E6ZIOMK-jmBdq2PwBJcaJjgyWIKSvs4wvTnIAZoPyqQ4nOPTiF-SqfE__I/s320/interview-1238367.jpg" width="320" /></a></div>
<br />
<br />
<b><span style="font-size: 16pt;"><span style="color: #741b47;"><i>"I swear....</i></span></span></b><br />
<div style="margin: 0in 0in 0.0001pt 0.5in;">
<b><span style="font-size: 16pt;"><span style="color: #741b47;"><i>that to the best of my knowledge (which is
pretty poor and may be revised in future),
my company's accounts are (more or less) accurate. I have checked this with my auditors
and directors who (I pay to) agree with me......"</i><o:p></o:p></span></span></b></div>
<div style="margin: 0in 0in 0.0001pt;">
<span style="font-size: 13.5pt;"><span style="color: #741b47;"> </span></span><b><span style="font-size: 10pt;"><span style="color: #741b47;">Courtesy:
Cover page of an old issue of <i>The
Economist</i></span><o:p></o:p></span></b></div>
<br />
<b>In spite of all the noise about ethics in business and corporate ethical standards, ethics is essentially a matter of individual commitment. Some of the largest and the best business corporations insist on the highest ethical standards on the part of their managers, employees, and even the entire length of the supply-chain. They even lay down very rigorous ethical standards for their vendors and service providers. Tragically, while they ensure total compliance by their associates to their ethical standards, some of these high priests of ethics in business are themselves caught up in ethical mess of their own doing or of their CEOs' doings! Wal-Mart's bribery entanglements in Mexico, TESCO's overstatement of revenues, Toshiba's case of systematically overstating operating profits for several years, and the mother of all ethical scandals, the implosion of Enron by cooking books a decade ago, are but a few examples. Rarely is there a large global business corporation whose name has not entered this 'hall of shame' at least once!</b><br />
<b>Business corporations can lay down well crafted, solemnly worded ethical codes for themselves and their associates. But those who have to conform to and observe these standards and ensure that these standards are followed in every aspect of the corporation's business in letter and spirit are individual executives and employees, that is, the 'adults' about whom Freud so clearly wrote. Corporate codes of ethics are rules of honor. As Victor Hugo said, "There are people who observe the rules of honor as one observes the stars, from a great distance".</b><br />
<b>Why CEOs indulge in misconducts, particularly when the corporation has such clearly laid down standards of ethical compliance? The problem is neither in the corporate ethical codes nor the corporations' motives. The problem is in the system, the system of managing modern business corporations, particularly the system of rewarding CEOs and other executives. Executive compensation has become a game of high stakes. The need for maintaining unrelenting growth in revenues and profits quarter after quarter, fiscal after fiscal some times throws up the nasty choice of fudging account books.</b><br />
<b><i><span style="font-family: "times new roman" , "serif"; font-size: 16.0pt; line-height: 115%;"> <span style="color: #741b47;">“There are people who observe the rules of honor </span></span></i></b><br />
<b><i><span style="font-family: "times new roman" , "serif"; font-size: 16.0pt; line-height: 115%;"><span style="color: #741b47;"> as one observes the stars, from a great distance”</span></span></i></b><br />
<span style="color: #741b47;"><b><i><span style="font-family: "times new roman" , "serif"; font-size: 16.0pt; line-height: 115%;"> - </span></i></b><b><span style="font-family: "times new roman" , "serif"; font-size: 10.0pt; line-height: 115%;">Victor Hugo</span></b></span> <b><i><span style="font-family: "times new roman" , "serif"; font-size: 16.0pt; line-height: 115%;"> </span></i></b><br />
<b><i><span style="font-family: "times new roman" , "serif"; font-size: 16.0pt; line-height: 115%;"> </span></i>Like Feud said, the 'promise of enjoyment' is too alluring to commit wrongful acts. As long as they are not detected by the guardians of the law or the shareholders, or some committee of the Board, as happened for years in the case of TESCO and Toshiba, the wrongful acts continue ensuring the continuation of the 'promise of enjoyment'. The promise of enjoyment is huge; the chances of being found out is, indeed, little. Therefore, the Wal-Mart bribery cases, TESCO and Toshiba overvaluation incidents, Goldman Sach's malpractices, LIBOR conspiracies by large banks and many other known cases of ethical malpractice may all be very small tips of the iceberg. As for the iceberg itself, it may always remain hidden underwater. Besides being a psychoanalyst, Freud was no mean psychologist. He knew human behavior better than many managers can guess. No matter how well-meaning large business corporations are, chances are that the people who manage them will continue to commit wrongful acts that promise enjoyment because there is very little 'fear of being found out'. In the meantime, a lot of talks, seminars and debates will flourish on the sacred and solemn subject of corporate ethics.</b><br />
<b>By V.K.Talithaya</b><br />
vktalithaya@managementmasala.com<br />
<br /></div>
Testhttp://www.blogger.com/profile/16450037813164312835noreply@blogger.com0tag:blogger.com,1999:blog-7871584525816713460.post-77383556409230482582015-02-10T07:34:00.005-08:002021-06-24T11:54:38.450-07:00Karma in Management<div dir="ltr" style="text-align: left;" trbidi="on">
<a href="http://www.quotehd.com/imagequotes/authors69/tmb/bhagavad-gita-quote-thou-hast-power-only-to-act-not-over-the-result.jpg" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="200" src="http://www.quotehd.com/imagequotes/authors69/tmb/bhagavad-gita-quote-thou-hast-power-only-to-act-not-over-the-result.jpg" width="160" /></a><span style="text-align: justify;"> </span><span style="text-align: justify;"><b>When</b> <b>Sathya Nadella</b>, CEO of Microsoft, advised a female employee to accept
her Karma he blew up a huge controversy, rightly though – if Karma needs to be
accepted, it is true equally for female and male employees. But the larger
question is ‘do philosophy and theology have a place in management?’ Peter
Senge, the celebrated author of what HBR called one of the most seminal books on
management, </span><i style="text-align: justify;">The Fifth Discipline</i><span style="text-align: justify;">, thinks philosophy does have a place in
management. Senge, along with co-authors C.Otto Scharmer, Joseph Jaworski and Betty
Sue Flowers, take a philosophical journey in their curiously titled book </span><i style="text-align: justify;">Presence</i><span style="text-align: justify;">.
Sathya Nadella may draw some comfort when they quote the archetypal book on
Karma, the </span><i style="text-align: justify;">Bhagawad Geeta</i><span style="text-align: justify;">, to say that your actions are guided by nature
– “All actions are wrought by the qualities of nature only. The self, deluded
by egoism, thinketh: I am the doer.” Senge and his colleagues, though address
all managers, not harassed women.</span><br />
<div class="MsoNormal" style="text-align: justify;">
<o:p></o:p></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Senge and his co-authors take forward his idea of organizational learning
in this work. “All learning integrates thinking and doing. All learning is
about how we interact in the world and the types of capacities that develop
from our interactions. What differs is the depth of the awareness and the
consequent source of action”. But the most important capability to understand
the future is ‘presence’. Our habitual ways of thinking and perceiving is based
on our mental models – reflections and our past experience. Imagining the
future, on the other hand requires the capacity to ‘suspend’ which helps us to
“see our seeing”. It helps us to observe ourselves. We need to suspend forming
immediate opinions, knee-jerk reactions and instant judgments. <o:p></o:p></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
But managers are people in great hurry. They need to take decisions fast –
that is what they think they need to do. In the age of quarterly financial
reports and instant-profit-seeking investors, they believe they do not have the
luxury of “presence”. Opinions cannot be delayed; decisions can be put off only
at great peril to their own jobs. They need more of everything – data,
turnover, margins, profits and investment – and for all that they are victims
of extreme time poverty. Impoverished for time they cannot suspend anything! <o:p></o:p></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
But what is on offer from Senge and his co-authors to these badgered souls?<o:p></o:p></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
They prescribe a new theory of deeper learning consisting of three steps:<o:p></o:p></div>
<ol start="1" style="margin-top: 0in;" type="1">
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify;">Sensing which
means observe, observe and observe and become one with the world.<o:p></o:p></li>
<li class="MsoNormal" style="mso-list: l0 level1 lfo1; tab-stops: list .5in; text-align: justify;">Presencing, which
means retreat and reflect and allow the knowing to emerge. <o:p></o:p></li>
</ol>
<div class="MsoNormal" style="margin-left: 0.25in; text-align: justify;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiJ-wbPaAFt2pDtZerBG2LE3rDv9N39QeeAfMaIT4gIy3Dah1C9kHtDeAMTAm7rRKzDpSUVUpVBPuqCv4_Rt6vFCnOGqFyz7eOONJeGOTiPUfgB1J_pXaduLm_Vv-IoBuxLVRfgV9mynBI/s1600/imagesCAVK92K6.jpg" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="135" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiJ-wbPaAFt2pDtZerBG2LE3rDv9N39QeeAfMaIT4gIy3Dah1C9kHtDeAMTAm7rRKzDpSUVUpVBPuqCv4_Rt6vFCnOGqFyz7eOONJeGOTiPUfgB1J_pXaduLm_Vv-IoBuxLVRfgV9mynBI/s200/imagesCAVK92K6.jpg" width="200" /></a>3.
Realizing, that is, acting swiftly with the natural flow.<o:p></o:p></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
Senge and his friends provide an alternative to the much discussed and
written visioning and strategizing. To quote them, “Standard theories of change
revolve around making decisions, determining ‘the vision’, and very often
acting through a charismatic figure who can command people’s commitment to the
vision. Here we are talking of reaching a state of clarity about and connection
to what is emerging, to an ‘inner knowing’, where, in a sense, there is no
decision making. What to do just becomes obvious and what is achieved depends
on where you are coming from and who you are as a person”.. <o:p></o:p></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
In effect, presencing constitutes a third type of seeing, beyond seeing external
reality and beyond even seeing from within the living whole. It is seeing from
within the source from which the future whole is emerging, peering back at the
present from the future. This involves bringing something new into reality,
just as in the standard model of learning – but this action comes from a source
that is deeper than the rational mind. <o:p></o:p></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
At its core, their theory poses a question: “What does it mean to act in
the world and not on the world?” In the standard model the change leaders or
leaders are separate from what they are seeking to change. They are seen as change
agents trying to change their organizations. The change is not generated from
within, but by the change agent. What Senge and his co-authors do is enabling the
leader to see the Generative Process that is “Seeing from within an
organization”. They do admit that seeing from within the organization or seeing
from the “whole” organization is, indeed, difficult. <o:p></o:p></div>
<div class="MsoNormal" style="text-align: justify;">
<a href="http://harekrishnaquotes.com/wp-content/uploads/2013/02/Quotes-by-Bhagavad-Gita-on-Mind.jpg" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="141" src="http://harekrishnaquotes.com/wp-content/uploads/2013/02/Quotes-by-Bhagavad-Gita-on-Mind.jpg" width="200" /></a><o:p> </o:p></div>
<div class="MsoNormal" style="text-align: justify;">
Yet, notwithstanding the difficulties, it is possible. The first step is
the shift from reactive learning to deeper levels of learning. In reactive
learning, thinking is governed by established mental models (read Peter Senge’s
<i>Fifth Discipline</i> for more on Mental Models) and our actions and behavior
are governed by established habits. Generative process involves learning to be
more attentive and genuinely curious about the cultures we live in and enact. Learning
is at deeper levels which create increasing awareness of the larger whole -
both as it is and as it is evolving – and actions that increasingly become part
of creating alternate futures.<o:p></o:p></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<b>By V.K.Talithaya</b></div>
<div class="MsoNormal" style="text-align: justify;">
<span style="color: blue;"><b>vktalithaya@managementmasala.com</b></span></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
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</div>
<div class="MsoNormal" style="text-align: justify;">
</div>
<div class="separator" style="clear: both; text-align: center;">
</div>
</div>
Testhttp://www.blogger.com/profile/16450037813164312835noreply@blogger.com0tag:blogger.com,1999:blog-7871584525816713460.post-14166429774272457752014-12-31T00:03:00.000-08:002016-02-13T07:02:26.177-08:00Are Great CEO's Decisions Really The Best Ones?<div dir="ltr" style="text-align: left;" trbidi="on">
<br />
<div class="MsoNormal" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em; text-align: justify;">
<b><span style="mso-bidi-language: TH;"><br /></span></b></div>
<div class="MsoNormal" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em; text-align: justify;">
<b><br /></b></div>
<div class="MsoNormal" style="text-align: justify;">
<b><span style="mso-bidi-language: TH;"><o:p> </o:p></span></b><b><span style="mso-bidi-language: TH;">“What happens but once might as well not have happened at all”</span></b></div>
<div class="MsoNormal" style="text-align: justify;">
<b><span style="mso-bidi-language: TH;"><span style="mso-tab-count: 6;"> </span><st1:city w:st="on"><st1:place w:st="on">Milan</st1:place></st1:city> Kundera<o:p></o:p></span></b></div>
<div class="MsoNormal" style="text-align: justify;">
<b><span style="mso-bidi-language: TH;"></span></b><br />
<b><span style="mso-bidi-language: TH;"><b><span style="mso-bidi-language: TH;"><br /></span></b>
Like life, in management of organizations also these words of </span></b><br />
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKyFvfx0nZrBEY8hhu_ABOmnefIKm11Dz_4dtJgyc-oiRqzq0LazeGZOOWGDO5jm7EPXnuJNYzzzJRsPYnmJKwmyUV_CRs53T9o7x2hxDmvjk1CQEdMrw_kHQN8eZGV5ax5SeW1RWCB0s/s1600/indecision-1167245.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img border="0" height="229" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiKyFvfx0nZrBEY8hhu_ABOmnefIKm11Dz_4dtJgyc-oiRqzq0LazeGZOOWGDO5jm7EPXnuJNYzzzJRsPYnmJKwmyUV_CRs53T9o7x2hxDmvjk1CQEdMrw_kHQN8eZGV5ax5SeW1RWCB0s/s320/indecision-1167245.jpg" width="320" /></a><b><span style="mso-bidi-language: TH;"><st1:city w:st="on"><st1:place w:st="on">Milan</st1:place></st1:city> Kundera are apt and
prophetic. Do we have a second chance in decision-making? Do </span></b><b><span style="mso-bidi-language: TH;">great managers
really take the best decisions? If yes, how do we know? Many management gurus
who write volumes on great leaders and successful managers claim to know why
they great or successful – because they always take the right decisions. In
reality, however, no one knows. We do not know if we have taken the right
decisions because, as Kundera said, “living only one life, we can neither
compare it with our previous lives nor perfect it in our lives to come.” To
quote one of the commentators on Kundera, “if we can never Compare different
outcomes, we can never know if the decisions we made are correct or not, which
means we can never <i>judge</i> them properly or take responsibility for them”
(Schmoop).<span style="mso-spacerun: yes;"> </span>To use a familiar management
jargon, what is the benchmark to which we can compare our decisions? My
previous life? I believe I did not have one; if I had one I do not remember a
wee bit about what great decisions I took in that life.</span></b></div>
<div class="MsoNormal" style="text-align: justify;">
<b>According to Kundera, life
gives only one chance. In management also one really does not have a second
chance. The critical points of decision-making are lived only once. The
decisions we take at that point cannot be compared with any other outcome. It
is at one such critical point, for example, that the Wizard of Omaha, Warren
Buffet took a decision to invest in TESCO in the belief that it was poised for
huge growth, only to find later that he was short changed by the company’s
management with regard to accounting disclosures. Buffet’s company lost $700
odd million in the bargain. Can the decision be reversed? Obviously no. Can
next time Buffet do better? One does not know because the next time it will not
be the same as the last. Next time never is like the last. He may take a better
or worse decision in a different critical decision-point. Neither the decision
nor the criticality of the point is comparable. Let us think of another
example. Jack Welch, former CEO of General Electrics is supposed to have
convinced his board to nominate Jeffrey Immelt to be his successor. Nothing
wrong in that. Indeed, Immelt proved his worth and no one is complaining that Jack
Welch goaded the Board to take a wrong decision. Indeed, he did a laudable
choice. But, influenced by Kundera, one asks the question: could there not be a
better person than Immelt, who would have done better? How does one prove that
Immelt was the best choice? And, how do our management gurus who never tire of
applauding successful managers claim that Jack Welch’s was the correct (I am
not using the word ‘perfect’) decision? How can they be sure that there could
not be a better choice?<span style="mso-spacerun: yes;"> </span>The craft of
management gurus is eulogizing managers who had been successful. Their genius
is in predicting the past. As a matter of fact management gurus do not believe
in counterfactual history, a form of<span class="apple-converted-space"><span style="color: black;"> </span></span><span style="color: black;"><a href="http://www.wikipedia.org/wiki/Historiography" title="Historiography"><span style="color: black; text-decoration: none;">historiography</span></a><span class="apple-converted-space"> </span></span>which attempts to answer <span style="color: black;">"<a href="http://www.wikipedia.org/wiki/What_if" title="What if"><span style="color: black; text-decoration: none;">what if</span></a>"</span> questions known as counterfactuals.<span class="apple-converted-space"><span style="color: black;"> </span></span>It
seeks to explore history by asking what if certain key historical events did
not happen or had a different outcome than the one which did in fact occur.
What if <st1:city w:st="on">Lincoln</st1:city> and the <st1:place w:st="on">Union</st1:place>
were defeated in the civil war? Perhaps there would have been a compromise; the
confederates and unionists would have eventually come together for the
country’s sake; slavery would have continued for a few more decades etc.
Whatever would have happened, the <st1:country-region w:st="on"><st1:place w:st="on">United States</st1:place></st1:country-region> would have been a
different place than what it is today, for better or worse. This is true of
organizations also.<o:p></o:p></b></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEinckEpdbCSjwo5FuqEh3WHvvxOU4JJAnOHhzdbEvmbLf17T_Sa9p9aI77jUEg1rjPCngb7FGxgbYpS4Sb95wVx0XvyrJ1XFqv4sQ7h2JATC1_A27TLCPV0nHWGOYPhE4oV8qlO5W1WgBQH/s1600/Kundera1.jpg" imageanchor="1" style="clear: left; float: left; margin-bottom: 1em; margin-right: 1em;"><img border="0" height="136" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEinckEpdbCSjwo5FuqEh3WHvvxOU4JJAnOHhzdbEvmbLf17T_Sa9p9aI77jUEg1rjPCngb7FGxgbYpS4Sb95wVx0XvyrJ1XFqv4sQ7h2JATC1_A27TLCPV0nHWGOYPhE4oV8qlO5W1WgBQH/s1600/Kundera1.jpg" width="200" /></a></div>
<div class="MsoNormal" style="text-align: justify;">
<b><span style="mso-bidi-language: TH;">Can management decisions be subjected to counterfactuals? Yes, and when we
do, the answers will be as bewildering as in the above cases. They will open
windows of possibilities. Yes, one of the great possibilities is to doubt that
whatever the heroes of today are doing may not be the best way; there could
have been better ways. But, alas, as with Jack Welch or Lincoln, under the
given circumstances, the US or our many organizations would only think about
the possibilities, but would not be able to do anything about it. Because, like
life, organizational situations do not occur again in the same way!<span style="mso-spacerun: yes;"> </span><o:p></o:p></span></b></div>
<div class="MsoNormal" style="text-align: justify;">
<b>Organizations do decide to
relive their old good lives after blundering. And to make the reliving
authentic, some times they bring their slumbering old bosses back from
retirement ( <i>a la</i> P&G). They hope that the boss’ magic still has
fire left in it. Time only will tell them, if some of them have not already
been told loudly and clearly enough, if bygones can be rekindled in the bygone
ways.</b><b><span style="mso-bidi-language: TH;"><o:p></o:p></span></b></div>
<div class="MsoNormal" style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="text-align: justify;">
<img alt="Why Self-Destruct to Re-Imagine" src="http://imgcdn.nrelate.com/image_cache/www.managementmasala.com/30e2919fd752a20edd79b4e023dd69fd_thumb_Management+Masala+V+K+Talithaya.jpg" /></div>
<div class="MsoNormal" style="text-align: justify;">
<b>By V.K.Talithaya</b></div>
<div class="MsoNormal" style="text-align: justify;">
<b><span class="Apple-style-span" style="color: blue;">vktalithaya@managementmasala.com</span></b></div>
</div>
Testhttp://www.blogger.com/profile/16450037813164312835noreply@blogger.com0tag:blogger.com,1999:blog-7871584525816713460.post-81214580651766940402014-12-15T00:40:00.002-08:002021-06-24T11:54:53.788-07:00Why Nassim Taleb is Only Half Right?<div dir="ltr" style="text-align: left;" trbidi="on">
<div class="separator" style="clear: both; text-align: center;">
<br /></div>
<b><span style="color: black; font-family: Helvetica; font-size: 10pt;">Why Nassim Taleb is
only half right?</span></b><br />
<b><span style="color: black; font-family: Helvetica; font-size: 10pt;"><br /></span></b>
<br />
<div style="line-height: 14.4pt; margin-bottom: .0001pt; margin: 0in;">
<span style="clear: right; color: black; float: right; font-family: Helvetica; font-size: 10pt; margin-bottom: 1em; margin-left: 1em;">
Nassim Taleb, author of celebrated books <i>Black Swan</i> and <i>Fooled by
Randomness</i> believes that much of what we call great leadership and
excellent organizational management are the result of randomness. It is only
that the beneficiaries of randomness happened to be at the right place at the
right time. That reminds me of a TV discussion between two of <st1:country-region w:st="on">India</st1:country-region>’s great business leaders, Ratan Tata,
patriarch of the Tata Group, the quintessential
born-with-silver-spoon-in-the-mouth leader and N.R.Narayana Murthy, Executive
Chairman of <st1:country-region w:st="on"><st1:place w:st="on">India</st1:place></st1:country-region>’s
second largest IT company, the authentic self-made leader and institution builder.
Narayana Murthy asked Ratan Tata what made him such a successful leader. In his
typical modest manner, and fully aware that he was born a Tata, Ratan Tata
answered Narayana Murthy with a straight, unassuming face that it was all luck.
Taleb would be happy to hear that answer from a man who was hailed for leaving
a great legacy by renowned news magazines like The Economist, Business
Week etc. when Tata laid down office a couple of years ago. But the tenacious
Narayana Murthy was not one to give up. He said, “But Ratan, luck alone does
not take you anywhere; what you achieved is much more than what luck alone
could do. After all you strived hard to make good what luck gave you.”</span><span style="clear: right; color: black; float: right; font-family: Helvetica; font-size: 10pt; margin-bottom: 1em; margin-left: 1em;"><br />
<img height="200" src="http://content.presentermedia.com/files/clipart/00005000/5773/left_to_chance_md_wm.jpg" width="200" /></span><br />
<span style="color: black; font-family: Helvetica; font-size: 10pt;"><br />
Taleb has a point – yes, it makes a lot of difference in being in <st1:city w:st="on">Boston</st1:city> or <st1:country-region w:st="on"><st1:place w:st="on">Bangladesh</st1:place></st1:country-region>.
Luck provides the opportunity. But the opportunity is visible only if one tries
to see it clearly, if one knocks at its doors. Ratan Tata not only knocked at
the doors of every opportunity he saw, but also learnt great lessons form
successes as well as failures. He took Tata Motors global, but had hard lessons
to learn from poor positioning of Nano, the small car as the world’s cheapest
car. He made Tatas the second biggest global Tea business by buying Tetley Tea
when such acquisitions of a global leader by an Indian company was unheard of..
The hair-raising negotiations to acquire Corus, the steel making company took
Tatas a notch or two in steel. Ratan Tata was, indeed, born with the silver
spoon in his mouth. But that did not stop him from testing his mettle at every
opportunity he saw. Luck might have given him the start, but imagination, guts
and sweat took him to great heights.<br />
<br />
What about the man who asked the question to Ratan Tata? It requires more than
stretching imagination to say Narayana Murthy, the son of a school teacher
lucky. But lucky he was, not for himself – he was, indeed, lucky for <st1:country-region w:st="on"><st1:place w:st="on">India</st1:place></st1:country-region>. Perhaps
it is because he was the son of a school teacher that he imbibed some of the
great qualities he showed as the promoter and leader of Infosys. This is what
Narayana Murthy said in an interview why he could not go to IIT, <st1:city w:st="on"><st1:place w:st="on">Kanpur</st1:place></st1:city> despite getting
admission there, "I had got admission to the Indian Institute of
Technology by passing the entrance exam with a fairly high rank and a scholarship.
But the scholarship was to be disbursed at the end of the year. I remember
talking to my father who said that there was no way he could afford to pay
since he was earning Rs 250 (then US$ 10) per month. He said: If you’re smart you can go to
any college and be able to do something worthwhile. So I joined the local
engineering college." Not so lucky as Taleb would like us believe. <o:p></o:p></span><br />
<span style="color: black; font-family: Helvetica; font-size: 10pt;"><br /></span><span style="clear: left; color: black; float: left; font-family: Helvetica; font-size: 10pt; margin-bottom: 1em; margin-right: 1em;"><span class="Apple-style-span" style="font-family: 'Times New Roman'; font-size: small;"><img height="212" src="http://static.digit.in/fckeditor/uploads/tata_murty.jpg" width="320" /></span></span></div>
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<span style="color: black; font-family: Helvetica; font-size: 10pt;">Narayana Murthy was
lucky for <st1:country-region w:st="on">India</st1:country-region> because <st1:country-region w:st="on">India</st1:country-region> got a role model who changed not only the
language and idiom of business in <st1:place w:st="on"><st1:country-region w:st="on">India</st1:country-region></st1:place> but also the way people
looked at business. As for himself, it was not luck that made Infosys a company
which created thousands of millionaires out of its share-holders and employees.
Was it luck that knitted such a disparate group of promoters like himself, Nandan
Nilekani, Raghavan, Shibulal, Krish Gopalakrishnan et al into a fine team or
was it a hard earned leadership capability? Was it lucky inheritance of
gullibility or the cultivated ability to walk the talk which got thousands
of his employees commit themselves to the organization?<i><o:p></o:p></i></span></div>
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<span style="color: black; font-family: Helvetica; font-size: 10pt;">To be fair to Taleb,
luck never sleeps. It always casts its long shadow on every thing we do. But,
beyond that, it is the likes of Ratan Tata and Narayana Murthy who stretch
themselves much farther than the domains of luck and make their vision a
reality. The great JRD Tata could have picked up any other Tata born with
similar silver spoon in the mouth like Ratan Tata’s. But he picked up Ratan
Tata to lead the group because he saw in Ratan Tata the unflinching commitment
to Tata values, as told by him after he picked up Ratan Tata for the top job.. And there have been many children of good school teachers. But one of them had
the vision and tenacity to go after it! <span style="mso-spacerun: yes;"> </span>And,
luckily <st1:country-region w:st="on"><st1:place w:st="on">India</st1:place></st1:country-region>
has a great role model!<i><o:p></o:p></i></span></div>
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<i><span style="color: black; font-family: Helvetica; font-size: 10pt;">Note: The interviews
are not quoted verbatim; I have only given the gist of the dialogue<o:p></o:p></span></i><br />
<i><span style="color: black; font-family: Helvetica; font-size: 10pt;"><br /></span></i></div>
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<span style="font-family: Helvetica; font-size: 10pt; line-height: 14.4pt;">V.K.Talithaya</span></div>
<div style="line-height: 14.4pt; margin-bottom: .0001pt; margin: 0in;">
<span style="color: black; font-family: Helvetica; font-size: 10pt;"><span style="color: black;"><a href="https://in-mg61.mail.yahoo.com/neo/b/compose?to=vktalithaya@managementmasala.com" target="_blank">vktalithaya@managementmasala.com</a></span><o:p></o:p></span><br />
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Testhttp://www.blogger.com/profile/16450037813164312835noreply@blogger.com0tag:blogger.com,1999:blog-7871584525816713460.post-65168775760212766042014-10-12T19:06:00.002-07:002021-06-24T11:55:01.248-07:00Why Black Swans are Real Challenge for Corporate Strategy?<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="text-align: justify;"> </span><span style="text-align: justify;">“History is opaque. You see what comes out, not the script that produces events, the generator of events. There is a fundamental incompleteness in your grasp of such events, since you do not see what is inside the box, how the mechanisms work”.</span> - Nassim Nicholas Taleb<br />
In his acclaimed book <i>Black Swan</i></blockquote>
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How do you strategize for what you do not see or even foresee? This is the question every corporate strategy group faces. How can we figure out properties of the infinite unknown, which is the future based on the finite known, the past? There are events that can happen apparently unconnected with the past. There is the celebrated example of the chicken story given by the eminent philosopher Bertrand Russell to explain the futility of induction (using known facts to foresee unknown future). His chicken story, as narrated by Taleb runs as follows: Consider a chicken that is fed everyday. Every single feeding will firm up the bird’s belief that it is the general rule of life to be fed every day by friendly members of the human race “looking out for its best interests,” as a politician would say. On the afternoon of the Wednesday before Thanksgiving, something unexpected will happen to the chicken. It will incur a revision of belief, though rather it was too late. (Taleb uses <st1:place w:st="on">Turkey</st1:place> instead of chicken)<o:p></o:p></div>
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That unforeseen event about which the chicken could hardly do anything is what Taleb calls the Black Swan. We believe swans are by definition white. Therefore, when an ornithologist spots a black bird exactly looking like a swan, it is a bolt from the blue, an event which does not fit into the existing definition of a swan. Because it is black, and since your definition of swan requires it to be white, you may like to call the Black Swan by some other name; but the fact remains, it is swan in all respects except its color! It is an occurrence totally unforeseen!<o:p></o:p></div>
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What is a Black Swan in the context of strategy planning in business organizations? Taleb explains it as follows:<o:p></o:p></div>
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It is an event with the following three attributes:<o:p></o:p></div>
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a.<span style="font-size: 7pt;"> </span>It is an outlier as it lies outside the realm of regular expectations, because nothing in the past can convincingly point to its possibility.<o:p></o:p></div>
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b.<span style="font-size: 7pt;"> </span>It carries an extreme impact and<o:p></o:p></div>
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c.<span style="font-size: 7pt;"> </span>In spite of its outlier status, human nature makes us concoct explanations for its occurrence <i>after</i> the fact, making it explainable and predictable.<o:p></o:p></div>
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Black Swans are not predictable. But human mind does not accept the fact of unpredictability. “The human mind suffers from three ailments as it comes into contact with history, what I call the <i>triplet of opacity”</i>. They are: <br />
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<ol>
<li>The illusion of understanding, or how everyone thinks he knows what is going on in a world that is more complicated (or random) than they realize:</li>
<li>The retrospective distortion, or how we can assess matters only after the fact, as if they were in a rearview mirror (history seems clearer and more organized in history books than in empirical reality); and</li>
<li>The overvaluation of factual information and the handicap of authoritative and learned people , particularly when they create categories-when they “Platonify</li>
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Taleb calls our minds wonderful explanation machines. How can we know the future? Let us go back to Russell’s chicken. From its standpoint, the non-feeding on the Wednesday before Thanksgiving is a Black Swan. For the butcher, it is not, since for him its occurrence is not unexpected. “So you can see here that the Black Swan is a sucker’s problem”.<o:p></o:p></div>
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Does this mean that since most events which have lasting impact on organizations can hardly be predicted with any certainty, there is no need to strategize? If events are determined by randomness, do we only wait for lady luck to smile? Taleb makes the point clearly and convincingly that as, “a matter of fact, I suspect that the most successful businesses are precisely those that know how to work around inherent unpredictability and even exploit it”. He goes on to lay down a couple of principles to manage randomness, which he calls nudges..<br />
<ul>
<li>Make a distinction between positive and negative contingencies.</li>
<li><span style="text-indent: 0.25in;">Don’t look for the precise and the local.</span></li>
<li>Seize any opportunity, or anything that looks like an opportunity.</li>
<li>Don’t waste your time fighting forecasters.</li>
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Randomness may be bad; but it is not always so. Taleb believes that “Luck is far more egalitarian than even intelligence. If people were rewarded strictly according to their abilities, things would still be unfair – people don’t choose their abilities, randomness has the beneficial effect of reshuffling society’s cards, knocking down the big guy”. In the world of randomness, while nobody is safe from extremes no body is threatened by complete extinction either. The vagaries of randomness ensure that “the people you meet on your way up, you will meet again on the way down”. Unlike management talk, he sounds philosophical when he says, “Our current environment allows the little guy to bide his time in the antechamber of success – as long as there is life, there is hope.”</div>
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<a href="http://talithayavk.blogspot.in/" style="font-weight: bold;" target="_blank">By V.K.Talithaya</a><b> (vktalithaya@managementmasala.com)</b><br />
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<!-- Blogger automated replacement: "https://images-blogger-opensocial.googleusercontent.com/gadgets/proxy?url=http%3A%2F%2F2.bp.blogspot.com%2F-DmuHcSB7VqA%2FUzzc_iyUizI%2FAAAAAAAAARE%2FDnyq8RLN3ng%2Fs1600%2FManagement%2BMasala%2BV%2BK%2BTalithaya.jpg&container=blogger&gadget=a&rewriteMime=image%2F*" with "https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjzZbVm_O-kiigjppcDPlYNVAuhW52KRS56lCtXEXKgIajO09M2cIyIMJ8VauxrTG_UeP8oTFxtOg504C1cyzbKPF2xxSdLZjywzlnNrI8tcSPase315_tO-wNdltwS8xnjnOQXx3rOPH5m/s1600/Management+Masala+V+K+Talithaya.jpg" -->Anonymoushttp://www.blogger.com/profile/00767572780195565273noreply@blogger.com0tag:blogger.com,1999:blog-7871584525816713460.post-31080493044952823472014-09-17T18:55:00.003-07:002021-06-24T11:55:08.531-07:00How Culture Impacts Communication?<div dir="ltr" style="text-align: left;" trbidi="on">
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEikRTZnTiMPWznYV0L0Ar6zBBd2Mp41a8YOxCAI1vaKzdU9e2j7RRRl-h_HGjk5xDY5viipoeplC7e8daQ3ZOWVeh0C1XpOAzQBQcNMQO2BSBY3qbfowHX91zvS8Ahx_AdlIADeqMRJHRM/s1600/How-Culture-Impacts-Communication-management-masala-v-k-talithaya-2.jpg" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="How-Culture-Impacts-Communication-management-masala-v-k-talithaya" border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEikRTZnTiMPWznYV0L0Ar6zBBd2Mp41a8YOxCAI1vaKzdU9e2j7RRRl-h_HGjk5xDY5viipoeplC7e8daQ3ZOWVeh0C1XpOAzQBQcNMQO2BSBY3qbfowHX91zvS8Ahx_AdlIADeqMRJHRM/s1600/How-Culture-Impacts-Communication-management-masala-v-k-talithaya-2.jpg" title="How-Culture-Impacts-Communication-management-masala-v-k-talithaya" /></a><span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;">You are the second in command of a large petroleum refinery Control
Room. You notice </span><span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;">on your screen serious leakage of gas in one of the units. An
emergency is imminent. How would you communicate to your superior who is in
command of the control room about what needs to be done?<o:p></o:p></span></div>
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<span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;"><br /></span></div>
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<span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;"><br /></span></div>
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<span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;">The answer to the question is, “it depends on where you come from”.<o:p></o:p></span></div>
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<span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;">Let us see why.</span></div>
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<b><span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;"></span></b><br />
<h3>
High-context as against low-context cultu<span style="font-weight: normal;">res</span></h3>
<span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;"><o:p></o:p></span></div>
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<span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;">The way we communicate is influenced by our cultures to a much greater
extent than we believe. The anthropologist, Edward T.Hall, in his 1976 book, </span><i style="font-family: "Times New Roman", serif; font-size: 13.5pt;">Beyond
Culture</i><span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;">, referred to this phenomenon as high-context as against low-context
cultures. According to him in high-context cultures many things are left
unsaid, letting the context explain. Words and word choice become very
important in high-context communication, since a few words can communicate a
complex message very effectively to an in-group, that is, a group in which
members are from the same culture. Words and phrases may mean many things, but
the listener derives the meaning by its context. Therefore, a message of a
high-context culture will communicate less effectively to those outside the
cultural group. A humor, for example, may mean different things in high and
low-context cultures; it may not be humorous at all in the other group! On the
other hand, in a low-context culture, the communicator needs to be much more
explicit and the value of a single word is less important. Communication is
precise there.</span></div>
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<span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;"><br /></span></div>
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<span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;">Some of the high-context cultures are: Arab, Chinese, French, Indian,
Japanese, Korean, Latin American, Russian, Southern U.S., Turkish etc.
Some of the low-context cultures are: Australian, Dutch, German, Scandinavian, Switzerland, United
States (excluding the Southern US) etc.<o:p></o:p></span></div>
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<br /></div>
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<br />
<h3>
Mitigated speech</h3>
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<span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;">Mitigated speech is the term recently popularized by Malcolm Gladwell in
his book </span><i style="font-family: "Times New Roman", serif; font-size: 13.5pt;">The Outliers</i><span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;"> (Chapter: Ethnic Theory of Plane
Crashes). It refers to any attempt to downplay or surrogate (or dilute) the
meaning of what is being said when one is being polite, deferential to
authority, or when one is ashamed or embarrassed. Mitigated speech also has the
cultural dimension to it. In certain cultures where superiors are expected to
be shown deference mitigation of speech is high.</span></div>
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<h3>
Communication gap</h3>
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<span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;">Let us see how these phenomena affect our communication. Going back to
the question we asked in the beginning, there are various possibilities of
answers:</span></div>
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<!--[if !supportLists]--><span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;">a.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;">“There is a leak in Unit X, we have an emergency. Shut down the unit”. –
This is a low-context message, unmitigated speech. The second-in-command talks
to his superior as he would to an equal..<o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;">b.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;">“There is a gas leak in unit X. Looks like an emergency. What do we do?”
– Deferential to authority. Shifts responsibility to superior. High-context.
Means the superior should order shutting down the unit.<o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;">c.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;">“There is a gas leak in Unit X. May be an emergency”.– Imminent
emergency is downplayed. Decision on action is not even suggested. Looking for
orders from superiors. High-context and highly mitigated.<o:p></o:p></span></div>
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<!--[if !supportLists]--><span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;">d.<span style="font-family: 'Times New Roman'; font-size: 7pt;">
</span></span><!--[endif]--><span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;">“There is a gas leak in Unit X.” – Only passes factual information.
Neither mention of emergency nor of action. Too contextual and deferential.<o:p></o:p></span></div>
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<span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;">In cultures where hierarchical levels are “respected”, there is higher
tendency to throw the responsibility to higher levels – a sort of reverse
delegation. There is lower assumption of responsibility. The vice versa also is
true.<o:p></o:p></span></div>
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<span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;">Malcolm Gladwell refers to three more dimensions of high and low-context
communication and the extent of mitigation.<o:p></o:p></span></div>
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<span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;"><br /></span></div>
<div class="MsoNormal" style="margin-left: 36pt; text-align: justify; text-indent: -18pt;">
<!--[if !supportLists]--><span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;">a.<span style="font-family: 'Times New Roman'; font-size: 7pt;"> </span></span><span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;">Individualism – collectivism: How much an individual is expected to look
after himself? Individualism is high in low-context cultures. Where hierarchy
is revered there would be less individualism and consequent owning of
responsibility to one’s decisions and its consequences will be low. Where
individualism is high, ownership of responsibility is high. Communication is
clearer.<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-left: 36pt; text-align: justify; text-indent: -18pt;">
<!--[if !supportLists]--><span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;">b.<span style="font-family: 'Times New Roman'; font-size: 7pt;"> </span></span><!--[endif]--><span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;">Uncertainty avoidance: High-context cultures tolerate ambiguity to a
much higher degree. These are cultures more reliant on rules, procedures and
plans.<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-left: 36pt; text-align: justify; text-indent: -18pt;">
<!--[if !supportLists]--><span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;">c.<span style="font-family: 'Times New Roman'; font-size: 7pt;"> </span></span><span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;">Power distance Index: Attitude towards hierarchy, specifically, how much
a particular culture values and respects authority. Mitigation is high in
cultures where the index is high, particularly in communication by subordinate
to superiors.<o:p></o:p></span></div>
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<span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;"><br /></span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEil1GOiAsR8TNnmdXRlEJyc3VnnM28XDEUfMht80j1dwJPuM_swvMPLRLiIJIjdPX66MrrGEUhyvXWvlnWtBwtuNLWvNw_B2xU2kBP0GHm56wcNXmmEJYLX4jiL5uz09P61DFVzxO4v4EA/s1600/How-Culture-Impacts-Communication-management-masala-v-k-talithaya-1.jpg" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="How-Culture-Impacts-Communication-management-masala-v-k-talithaya" border="0" height="165" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEil1GOiAsR8TNnmdXRlEJyc3VnnM28XDEUfMht80j1dwJPuM_swvMPLRLiIJIjdPX66MrrGEUhyvXWvlnWtBwtuNLWvNw_B2xU2kBP0GHm56wcNXmmEJYLX4jiL5uz09P61DFVzxO4v4EA/s1600/How-Culture-Impacts-Communication-management-masala-v-k-talithaya-1.jpg" title="How-Culture-Impacts-Communication-management-masala-v-k-talithaya" width="200" /></a><span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;">When people from other cultures are not clear about what you say or if
they are surprised at what you said, beware of the high or low-context cultures
from where they come. The cost of communication gap may prove to be too dear in
our business dealings. Gladwell was not exaggerating the consequences of
communication gap arising out of these cultural factors when he gave the
examples of three air crashes:<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt; text-align: justify;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt; text-align: justify;">
<span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;">- Korean Air Flt 801 crashes near Guam airport on August 5,
1997 presumably because the communication between the First Officer and the
Captain was affected by mitigated speech.<o:p></o:p></span></div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt; text-align: justify;">
<span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;"><br /></span></div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt; text-align: justify;">
<span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;">- Columbian Aviana 052. The flight was approaching Kennedy at New
York, when it crashed. Here again the cause leading to the crash was mitigated
communication between an ‘overbearing’ air traffic controller and a deferential
first officer; and between the deferential first officer and the captain.<o:p></o:p></span></div>
<div style="text-align: justify;">
<br /></div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt; text-align: justify;">
<span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;"><br /></span></div>
<div class="MsoNormal" style="margin-bottom: 0.0001pt; text-align: justify;">
<span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;">- The 1982 air Florida crash, outside Washington DC.
The first officer told the captain three times in mitigated communication that
the plane had dangerous icicles on the wings. By the time he moved from
mitigated speech to unmitigated speech it was too late.<o:p></o:p></span><br />
<span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;"><br /></span>
<span style="font-family: 'Times New Roman', serif; font-size: 13.5pt;"><br /></span></div>
<a href="http://talithayavk.blogspot.in/" style="font-weight: bold;" target="_blank">By V.K.Talithaya</a><b> (vktalithaya@managementmasala.com)</b><br />
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<span style="font-family: Georgia, Times New Roman, serif;"><span style="font-size: medium;">“Welcome. And congratulations. I am
delighted that you could make it. Getting here wasn't easy. I know. In fact, I
suspect it was a little tougher than you realize…</span><span style="font-size: 18px;">”</span></span></div>
<div style="margin-bottom: .0001pt; margin: 0cm; text-align: justify;">
<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: right; margin-left: 1em; text-align: right;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjola-dSWe7DEu3idwrMVXgLji2NgeCGmkk9FEHo-gFiWTcO5p1lW_rzQgmN0ZAxt_UvVYdcWH-F2134TXr1dO9C6d1A2Y7KacbP46viIoaxLo9DIj2dB14dD-DJpwZ6Zrani69Mfv9oLU/s1600/Do-Leaders-Matter-when-Organizations-are-Governed-by-Evolution-management-masala-2.jpg" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img alt="Do-Leaders-Matter-when-Organizations-are-Governed-by-Evolution-management-masala" border="0" height="180" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjola-dSWe7DEu3idwrMVXgLji2NgeCGmkk9FEHo-gFiWTcO5p1lW_rzQgmN0ZAxt_UvVYdcWH-F2134TXr1dO9C6d1A2Y7KacbP46viIoaxLo9DIj2dB14dD-DJpwZ6Zrani69Mfv9oLU/s1600/Do-Leaders-Matter-when-Organizations-are-Governed-by-Evolution-management-masala-2.jpg" title="Do-Leaders-Matter-when-Organizations-are-Governed-by-Evolution-management-masala" width="200" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><br /></td></tr>
</tbody></table>
<span style="font-size: 13.5pt;"><span style="font-family: Georgia, Times New Roman, serif;">“To begin with, for you to be here now,
trillions of drifting atoms had somehow to assemble in an intricate and
curiously obliging manner to create you. It’s an arrangement so specialized and
particular that it has never been tried before and will only exist this once.
For the next many years (we hope) these tiny particles will uncompromisingly
engage in all the billions of deft, co-operative efforts necessary to keep you
intact and let you experience the supremely agreeable but generally under
appreciated state known as existence”.<o:p></o:p></span></span></div>
<div style="margin-bottom: .0001pt; margin: 0cm; text-align: justify;">
<br /></div>
<div style="margin-bottom: .0001pt; margin: 0cm; text-align: justify;">
<span style="font-size: 13.5pt;"><span style="font-family: Georgia, Times New Roman, serif;">“For all their devoted attention, your
atoms don’t actually care about you – indeed, don’t even know that you are
there. They don’t even know that<span class="apple-converted-space"> </span><i>they</i><span class="apple-converted-space"> </span>are there. They are mindless
particles, after all, and not even themselves alive”.<span class="apple-converted-space"> </span> <o:p></o:p></span></span></div>
<div style="margin-bottom: .0001pt; margin: 0cm; text-align: justify;">
<br /></div>
<div style="margin-bottom: .0001pt; margin: 0cm; text-align: justify;">
<span style="font-size: 13.5pt;"><span style="font-family: Georgia, Times New Roman, serif;">That is Brill Bryson inviting you to his<span class="apple-converted-space"> </span><i>A Short History of Nearly
Everything</i>. <span class="apple-converted-space"> </span>Yes, we are
here (wherever we are) today as a result of evolution.<o:p></o:p></span></span></div>
<div style="margin-bottom: .0001pt; margin: 0cm; text-align: justify;">
<br /></div>
<div style="margin-bottom: .0001pt; margin: 0cm; text-align: justify;">
<span style="font-size: 13.5pt;"><span style="font-family: Georgia, Times New Roman, serif;">Tim Harford wonders if biological
evolution is not important in human organizations also, in his well-researched
and fascinating book<span class="apple-converted-space"> </span><i>Adapt</i>.
The core of evolution is adapting. Our organizations can survive only by
adapting, like living organisms survived the process of evolution by adapting.<o:p></o:p></span></span></div>
<div style="margin-bottom: .0001pt; margin: 0cm; text-align: justify;">
<br /></div>
<div style="margin-bottom: .0001pt; margin: 0cm; text-align: justify;">
<span style="font-size: 13.5pt;"><span style="font-family: Georgia, Times New Roman, serif;">According to Harford organizations are
designed to fail. The very idea of limited liability corporations is to limit
losses to the pooled capital in case of failures. Organizations provide the
safe space in which an entrepreneur can fail. “They are developed to encourage
people to experiment, to innovate, to adapt – safe in the knowledge that if
their venture collapsed, it would merely be the abstract legal entity that was
ruined, not them personally”. Therefore, like in biological evolution where
failure is a possibility, adapting will enable the survival of the
organization. This is akin to the survival of the species by adapting or even
by mutation.<o:p></o:p></span></span></div>
<div style="margin-bottom: .0001pt; margin: 0cm; text-align: justify;">
<br /></div>
<div style="margin-bottom: .0001pt; margin: 0cm; text-align: justify;">
<span style="font-size: 13.5pt;"><span style="font-family: Georgia, Times New Roman, serif;"> Let us take a step forward in this
line of thinking: In biological evolution it is the entire species which
evolves, not individual members of the species. Similarly, if organizations
have to succeed, it is not enough that individuals succeed. Harford says that
individual “managers can provide the space for innovation, but it is peers who
provide most of the time and energy”.<o:p></o:p></span></span></div>
<div style="margin-bottom: .0001pt; margin: 0cm; text-align: justify;">
<br /></div>
<div style="margin-bottom: .0001pt; margin: 0cm; text-align: justify;">
<span style="font-size: 13.5pt;"><span style="font-family: Georgia, Times New Roman, serif;">How do we adapt? There are three steps
which Harford calls the Palchinsky principles after a brilliant Russian
engineer who was persecuted and eventually executed for being a maverick,
innovator, dissenter, and an upright engineer. These principles are –<o:p></o:p></span></span></div>
<div style="margin-bottom: .0001pt; margin: 0cm; text-align: justify;">
<span style="font-size: 13.5pt;"><span style="font-family: Georgia, Times New Roman, serif;">(1) Seek out new idea and <span class="apple-converted-space"> </span>try new things (call it ‘variation’);<o:p></o:p></span></span></div>
<div style="margin-bottom: .0001pt; margin: 0cm; text-align: justify;">
<span style="font-size: 13.5pt;"><span style="font-family: Georgia, Times New Roman, serif;">(2) When trying something new, do it on a
scale where failure is survivable (call it ‘survivability’), and.<o:p></o:p></span></span></div>
<div style="margin-bottom: .0001pt; margin: 0cm; text-align: justify;">
<span style="font-size: 13.5pt;"><span style="font-family: Georgia, Times New Roman, serif;">(3) Seek out feedback and learn from your
mistakes as you go along (call it ‘selection’).<o:p></o:p></span></span></div>
<div style="margin-bottom: .0001pt; margin: 0cm; text-align: justify;">
<br /></div>
<div style="margin-bottom: .0001pt; margin: 0cm; text-align: justify;">
<span style="font-size: 13.5pt;"><span style="font-family: Georgia, Times New Roman, serif;">Biological evolution is not a conscious
process. As Bryson says in the opening quote, neither we who are colonized by
the devoted atoms nor the atoms themselves are aware of what they are doing.
Yet, as individuals in groups we have the ability to adapt. We can successfully
adapt if we (a) look for variation, the innovative idea, (b) try it in a scale
which is survivable, that is even in the event of the initial (say pilot)
study, the organization or the group survives the loss, and (c) finally look
for feedback from its success or failure. When we learn from our mistakes, we
start the cycle over and over again. <span class="apple-converted-space"> </span> <o:p></o:p></span></span></div>
<div style="margin-bottom: .0001pt; margin: 0cm; text-align: justify;">
<br /></div>
<div style="margin-bottom: .0001pt; margin: 0cm; text-align: justify;">
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<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj2WmqTo6tltcbXxU7b_Dpg_mBuW92GRr4OqZUVy1mkERf2jEROAKXC77MSjtaKbdv3FayM_vyi4Vi85finbO2_0nF0e_XjTBUaBjGNlQPWs2UrUhfCWIjY3AHy7j5-35abb9_wj7fhnZY/s1600/Do-Leaders-Matter-when-Organizations-are-Governed-by-Evolution-management-masala-1.jpg" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img alt="Do-Leaders-Matter-when-Organizations-are-Governed-by-Evolution-management-masala" border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj2WmqTo6tltcbXxU7b_Dpg_mBuW92GRr4OqZUVy1mkERf2jEROAKXC77MSjtaKbdv3FayM_vyi4Vi85finbO2_0nF0e_XjTBUaBjGNlQPWs2UrUhfCWIjY3AHy7j5-35abb9_wj7fhnZY/s1600/Do-Leaders-Matter-when-Organizations-are-Governed-by-Evolution-management-masala-1.jpg" title="Do-Leaders-Matter-when-Organizations-are-Governed-by-Evolution-management-masala" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Adaptation in Organizations</td></tr>
</tbody></table>
<span style="font-size: 13.5pt;"><span style="font-family: Georgia, Times New Roman, serif;">We really are not sure if the atoms in our
body work to a plan or work randomly. Nevertheless, what they so devotedly do
keeps us as individuals. Similarly, an individual (a Leader) in the
organization thinks on the lines of the Palchinsky principles and influences or
impacts others in the organization to think alike. That is how adaptation in
organizations takes place. It may not be a biological process; but it is, indeed,
a process akin to that. It is the leader who creates and nurtures the
organizational culture where individuals have the sense of security to
innovate, adapt and often fail. Yet, when they succeed, the organization takes
a great leap forward. As Harford says, “The ability to adapt requires this
sense of security, an inner confidence that the cost of failure is a cost we
will be able to beat. Sometimes that takes real courage; at other times all
that is needed is the happy self-delusion of a lost three-year old. Whatever
its source, we need that willingness to risk failure. Without it, we will never
truly succeed”. <o:p></o:p></span></span></div>
<div style="margin-bottom: .0001pt; margin: 0cm; text-align: justify;">
<i><span style="font-size: 13.5pt;"><span style="font-family: Georgia, Times New Roman, serif;"><br /></span></span></i></div>
<div style="margin-bottom: .0001pt; margin: 0cm; text-align: justify;">
<i><span style="font-size: 13.5pt;"><span style="font-family: Georgia, Times New Roman, serif;"><br /></span></span></i></div>
<blockquote class="tr_bq" style="margin-bottom: .0001pt; margin: 0cm; text-align: justify;">
<span style="font-family: Georgia, Times New Roman, serif;"><i><span style="font-size: 13.5pt;">“The course is not the narrow way ‘which
leadeth unto life – and few there be that find it’. Although the few that find
this way are precisely the those creative personalities who set a civilization
in motion and carry it forward, they cannot simply lay aside every weight and
run the race that is set before them, because, being ‘social animals’, they
cannot go on moving forward themselves unless they can contrive to carry their
fellows with them in their advance; and the uncreative rank-and-file of
Mankind, which in every known society has always been in an overwhelming
majority, cannot be transfigured en masse in the twinkling of an eye”. -</span></i><span style="font-size: 13.5pt;"> <st1:city w:st="on"><st1:place w:st="on">Arnold<span class="apple-converted-space"></span></st1:place></st1:city> </span>Toynbee, A
Study of History</span></blockquote>
<div style="margin-bottom: .0001pt; margin: 0cm; text-align: justify;">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div style="margin-bottom: .0001pt; margin: 0cm; text-align: justify;">
<span style="font-family: Georgia, Times New Roman, serif;"><br /></span></div>
<div style="margin-bottom: .0001pt; margin: 0cm; text-align: justify;">
<span style="font-family: Georgia, Times New Roman, serif;"><o:p></o:p></span></div>
<br />
<div style="margin-bottom: .0001pt; margin: 0cm; text-align: justify;">
<span style="font-size: 13.5pt;"><span style="font-family: Georgia, Times New Roman, serif;">What is true for civilizations is true for
organizations, though in a smaller scale.</span><o:p></o:p></span></div>
<br />
<br />
<a href="http://talithayavk.blogspot.in/" target="_blank">By V.K.Talithaya</a> (vktalithaya@managementmasala.com)<br />
<div style="text-align: justify;">
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh_snTLcRMZQg_jdHO7yShfzCOl_8opFHBWfYHX0wINVSiVx1use4PjgIDJTbRHL0B8yw160L3xYY62lt9jvqDcyg-FBhM9ZzHrEP3RWSDgstjOr6dnFse3bm2kLWGDD-CJLmfUj0cwods/s1600/What-We-Have-to-Learn-from-the-Excellent-Companies-and-the-Great-Companies.jpg" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><img alt="What-We-Have-to-Learn-from-the-Excellent-Companies-and-the-Great-Companies" border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEh_snTLcRMZQg_jdHO7yShfzCOl_8opFHBWfYHX0wINVSiVx1use4PjgIDJTbRHL0B8yw160L3xYY62lt9jvqDcyg-FBhM9ZzHrEP3RWSDgstjOr6dnFse3bm2kLWGDD-CJLmfUj0cwods/s1600/What-We-Have-to-Learn-from-the-Excellent-Companies-and-the-Great-Companies.jpg" title="What-We-Have-to-Learn-from-the-Excellent-Companies-and-the-Great-Companies" /></a>Jim Collins and Morten T. Hansen, in their 2011 book Great by Choice, dramatically mention what leaders of great companies are NOT. They are not more creative, more visionary, more charismatic, more ambitious, more blessed by luck, more risk seeking, more heroic, more prone to making big, bold decisions<br />
than others. In other words, leaders of great companies are not conjurers of greatness through their esoteric magic powers as most of us may, in our folly, imagine.</div>
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Managers in search of leadership ideas and who do not fail to read any new book on excellence cannot be faulted for wondering if this is all what Collins and Hansen had to unravel after their heroic work of wading through “six thousand years of corporate history across all our research”! And, does one have to read through 300 pages to get this insight?</div>
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Oh, we are getting ahead of ourselves! Collins and Hansen have much more to tell us than what leaders of great company are not. They have a lot to tell us how they made their companies great, not by freaks but by choice.</div>
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If managers of great companies or more clearly CEOs who made their companies great by choice are not more creative, more visionary etc. than others, what are they? What qualities of these leaders made their companies great? These CEOs made their organizations great because they had the qualities of –</div>
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a. Fanatic discipline: “Discipline, in essence, is consistency of action”. Consistency with their professed values, long term goals, performance standards, method, over a period of time. Collins and Hansen call this the 20-Mile March. No matter how adverse the market is or how tempting the short-term opportunities are, these leaders are committed to maintaining steady growth of about 20% annually. Financial markets, customers, earthquakes, global competition, technological changes and most of everything are out of your control. “But when you 20 Mile March, you have a tangible point of focus that keeps you and your team moving forward, despite confusion, uncertainty, and even chaos”.</div>
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b. Empirical creativity: Creativity needs to be tested empirically before the company commits itself to the new idea. You fire with bullets, and when you see that the bullets strike, fire a few more. Once you are convinced the strikes are consistent and not scatter-guns, fire with cannonballs. Every failed bullet gives an opportunity to learn from one’s follies. </div>
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c. Productive paranoia: These leaders are cognizant of lurking dangers and vigilant about possible disruptions. This is in contrast to taking quick and immediate decisions to unburden oneself of the anxiety and uncertainty. “Uncertainty will never go away, no matter what decisions we make or actions we take. So, if we have time to let the situation unfold, giving us more clarity before we act, we take that time”.</div>
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d. All the above animated by a central motivating force: Level 5 ambition.</div>
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If we compare this newly minted wisdom to the 1982 best seller In Search of Excellence by Tom Peters and Robert Waterman, some interesting revelations can be noticed.</div>
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a. Only one of the Excellent companies of In Search of Excellence, the venerable Intel, finds place amongst the great organizations in Great by Choice.</div>
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b. Peters and Waterman list seven characteristics of Excellent companies. None of them find place as characteristics of the leaders of great companies. However, commitment to values which is part of discipline of leaders of great companies is a characteristic of excellent companies as well.</div>
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Does this mean that great companies need not be excellent companies? Or if they have to be, how did they miss those characteristics of excellent companies? It is not that these great companies moved forward towards greatness, because except one of them the others did not find themselves in the list of excellent companies in 1982.</div>
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Both the books claim to be based on empirically researched findings. How then need we reconcile the missing links?</div>
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Yet another question is, what is the difference between greatness and excellence, if indeed, there is difference?<br />
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<a href="http://talithayavk.blogspot.in/" target="_blank">By V.K.Talithaya</a> (vktalithaya@managementmasala.com)<br />
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<tr><td class="tr-caption" style="text-align: center;">Management Success Stories</td></tr>
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One of the popular genres of management books is those which strive to tell us success stories of great managers, leaders or great organizations. Books like <i>The IBM Way, The Warren Buffet Way</i>, stories by Ram Charan on how A G Leafley transformed P&G, Lee Iacocca telling us how he turned around Chrysler or now Gerstner revealing to us how IBM was transformed, belong to this genre. Highly readable and inspiring as their stories are, the question that arises in one’s mind is, are their stories replicable in other organizations? Or, can we as individuals emulate those leaders’ styles? Their stories are, indeed, heroic. Yet, we wonder what value do they have to the manager who reads them except enjoying the experience of reading a good story book? I am not implying that such books have no value for managers. They do. But the value they provide us is not what most of us generally believe is their value.</div>
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These great managers achieved great results in their organizations because of: </div>
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- their own unique management qualities and leadership styles and very importantly their unique intuition </div>
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- the unique circumstances of their organizations, the market, and technological development etc. at the given time and</div>
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- the Organizational culture</div>
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Hence replicating their experience will generally need the presence of these qualities and factors in our organizations and the environment in which it functions, to some degree or other. The question is, not just understanding what they did, but also in what larger organizational context they did it. Granted, these outstanding leaders created or nurtured those larger organizational contexts. And that exactly is the underlying lesson.</div>
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Writing stories about successful companies is as old as Peter Drucker's classic of the bygone days - <i>The Practice of Management</i>. Drucker writes stories of companies such as Sears, Roebuck & Company, Ford, and IBM etc. in his inimitable style. Each one of those stories gives great insights as to what made those companies successful. Later Tom Peters and Robert Waterman began their search for excellence and wrote about excellent companies detailing what made these companies excellent. It is another matter that after a few years some of those companies were in tatters. “Excellence – if that was what Peters and Waterman really found when they studied the likes of Atari and Wang laboratories – appears to be fleeting quality”, wrote Tim Harford in his book Adapt. But, their focus was on the combination of various factors which made those companies excellent. Possibly, it is the disintegration of the combination of these factors which resulted in some of those companies falling from grace! That takes us to the point – that success of organization is not the result of one individual’s style or one company’s particular way of working, but the combination of more than one factors.</div>
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So what are the lessons for us, ordinary mortals, from these books on heroes and their heroic organizations? </div>
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This is succinctly put by Kenneth L Fisher in his introduction to Robert G Angstrom’s book, <i>The Warren Buffet Way</i>. Fisher is the son of the great investment Guru, Philip A Fisher, who was one of the guiding lights in the early days of Warren Buffet. </div>
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This is what Fisher says:</div>
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“Throughout my career, people have asked me why I don’t do things more like my father did or why I don’t do things more like Mr. Buffet. The answer is simple. I am not them. I have to use my own comparative advantages. I’m not as shrewd a judge of people as my father and I’m not the genius Buffet is.</div>
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“…don’t use this book to be like Warren Buffet. You can’t be Warren Buffet and, if you try, you will suffer. Use this book to understand Buffet’s ideas and then take those ideas and integrate them into your own approach to investing. It is from your own ideas that you create greatness. …<i>You</i> have to be <i>yourself</i>. (Emphasis mine)</div>
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“That is the greatest lesson I got from my father, a truly great teacher at many levels – not to be him or anyone else, but to be the best I could evolve into, never quitting the evolution.”</div>
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Everything that comes from these books are inputs, not techniques on how to do things. The inputs have to be processed by us to ensure that they suit our genius in their unadulterated form as romanticized in the books or as modified to suit us. The bottom line is: Let the light brighten the dark corners in us, and we find our own path. “Let a thousand splendid suns into our minds and let each of us decide what to do and how to do”. (I acknowledge using the title of Khaled Hosseini’s great book <i>A Thousand Splendid Suns</i>)<br />
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<a href="http://talithayavk.blogspot.in/" target="_blank">By V.K.Talithaya</a> (vktalithaya@managementmasala.com)</div>
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<span style="font-size: 13.5pt; text-align: justify;"> If there is one thing which keeps growing
unabated, no matter how the stock markets soar or economies flounder, it is
“management thoughts”. Management thoughts are taking us by storm.</span></div>
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<span style="font-size: 13.5pt;">Two decades ago Prahalad and Hammel persuaded
us to look at core competence – the combination of pooled knowledge and
technical capacities that allow business to be competitive in the market place.
Prahalad and Hamel were confident that core competence is what allows a company
to expand into new end markets as well as provide a significant benefit to
customers. Core competence is not easy to replicate.<o:p></o:p></span></div>
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<span style="font-size: 13.5pt;">It is important to consider that core
competence is based on past experience of the organization. Its basis is the
way you ran the business in the past – taking that concoction of ideas, values,
capacities, learning together which enabled your business to take great
strides. If you figure out what your core competence is, you can move forward
taking advantage of them. If you do not, you become a scatter-gun.<o:p></o:p></span></div>
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<span style="font-size: 13.5pt;">Today, we find the idea of core competence
has lost its luster. The past no more gives us the clue to the future. What
management Gurus propose now is not reorganizing, or re-orienting the
organization. Some like Tom Peters talk of disruption. Disruption and
Re-Imagining is the “new” prescription!<o:p></o:p></span></div>
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<span style="font-size: 13.5pt;">In his 2003 book, Re-Imagine Tom Peters
rants, “We pursue preservation. But the old order is doomed… We value
permanence. But ‘permanence’ is the last refuge of those with shrivelled
imaginations…We practice change. But ‘change’ is not enough.” So, what is Tom
Peters’ vision of the future? Is it about mending the organization based on
what we learnt from the past or ending the past and building a new future? This
is what he says:<o:p></o:p></span></div>
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<span style="font-size: 13.5pt;">“A world where the idea of Corporations
that exist in Perpetuity is considered…So Much Nonsense.</span><span style="font-size: 13.5pt;">A world where the urge to merge is buried
beneath…the Drive to Self-Destruct <span class="apple-converted-space"> </span>(and
to Re-Imagine)</span><span style="font-size: 13.5pt;">A world where the timid goal of
‘improvement’ (and the tendency to tinker) has given way to …and unabashed
commitment to destruction.”</span></div>
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<span style="font-size: 13.5pt;">When you self-destruct and re-imagine you
do not go by core-competence and past learning - you create anew. Haven’t
organizations broken from their past and built their future? Have all
organizations grown progressively by only dreaming about their perpetuity,
merging, improvement, tinkering?<o:p></o:p></span></div>
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<span style="font-size: 13.5pt;">The story of Nokia is not one dramatized
by management Gurus. Much before Peters wrote about destruction Nokia had done
what he urged in 2003. Nokia’s history of a humble beginning as a paper pulp
manufacturer in 1865 and over the one hundred and fifty years since progressing
to cables, paper products, tires, rubber boots, consumer and industrial
electronics, plastics, chemicals, telecom infrastructure and more is a long
history of not only successful change but also of “unabashed commitment to
destruction”. The latest in the process is parting with its hand-set business.
But looking at Nokia’s history means we are looking at the past, there is a
lesson there.<o:p></o:p></span></div>
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<span style="font-size: 13.5pt;">On the contrary there are organizations
not ashamed of their “permanence”. An example is Siemens.<span class="apple-converted-space"> </span><i>The Economist</i><span class="apple-converted-space"> </span>claims to have first written about
Siemens in 1868, when it joined a consortium to build telegraph line from<span class="apple-converted-space"> </span>Britain<span class="apple-converted-space"> </span>to<span class="apple-converted-space"> </span>India<span class="apple-converted-space"> </span>and<span class="apple-converted-space"> </span>Russia.
By 1882 the company was in the business of manufacturing electric dynamos.
Today it manufactures everything from hearing aid to gas turbines, trains to
software. No, no destruction, but a huge re-imagining!.<o:p></o:p></span></div>
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<span style="font-size: 13.5pt;">A look at some of the largest companies in
the world like IBM and GE will persuade us that they are not the same companies
they were a hundred years ago. They have not just transformed, but in a way,
become different companies. Do they have any core competence? Have they
indulged in self-destruction? Apparently no. What about re-imagining? Indeed,
they have done gargantuan re-imagining of their business! Have they done all
these without building core-competence? Indeed, not. Their core competence is
not in technology or marketing. Yet, they may be very good at them. Their main
core competence is to Re-Imagine themselves, and to become newer and newer
corporations.<o:p></o:p></span></div>
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<span style="font-size: 13.5pt;">So, what is new about Tom Peters?<o:p></o:p></span></div>
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<a href="http://talithayavk.blogspot.in/" target="_blank">By V.K.Talithaya</a> (vktalithaya@managementmasala.com)</div>
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<span style="font-size: x-large;">"</span><span style="font-size: 17px;">Amazon, the world’s largest online retailer, made it’s maiden foray into smartphone arena with Amazon fire, pitching itself against brands like Apple and Google. The latest entry into smartphone segment by Amazon raises an important question; will amazon be your next business competitor?</span><span style="font-size: large;">"</span></div>
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<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiuRm-1Zgpx9NABItBT-ovbujrhNgc9Xn99hfhY-i0BOu6q3jKKTXB6mGP_t3VwICLxeNyJU1R6K5WlC4LPCrRtNL7lEimjE9YfxoOUNb6T2LMvsUgf8VIav1LWmt87KURGxVSe7yfjgdw/s1600/amazonIN_logo.jpg" imageanchor="1" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em; text-align: justify;"><img border="0" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiuRm-1Zgpx9NABItBT-ovbujrhNgc9Xn99hfhY-i0BOu6q3jKKTXB6mGP_t3VwICLxeNyJU1R6K5WlC4LPCrRtNL7lEimjE9YfxoOUNb6T2LMvsUgf8VIav1LWmt87KURGxVSe7yfjgdw/s1600/amazonIN_logo.jpg" height="96" width="320" /></a><strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Amazon.com Inc.</strong>, the Seattle based, world’s largest online retailer with business operations in the United States and International markets ventured into smartphone segment on 18th June-2014. The venture into smartphone was amazon’s second foray in the hardware segment post the launch of Amazon Kindle, the e-book reader, released in 2007. The smartphone venture is in continuation to its previous launch of video and audio streaming service, preparing an eco-system for smart devices. The smartphone entry gives Amazon control at the consumer end of the media value chain, from content streaming to content consumption.</div>
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Amazon’s entry in smartphone is part of the larger expansion plan to be available and create maximum touch points leading to an e-commerce transaction and side-lining the larger share of consumer spend online. Further, as amazon looks towards its next big move in this direction it will be wise to understand how amazon has been growing in the last few years.</div>
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Amazon has been primarily growing both organically and inorganically, around a selected stakeholder’s mix of customers, sellers, enterprises and content creators. Additionally, Amazon’s expansion falls into the following three key themes i.e. countering threats, leveraging strengths, and Forward & Backward integration.</div>
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<strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Countering Threats</strong></div>
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<span style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Amazon sells millions of products globally and its key offerings are being disrupted by start-ups launching digital substitutes and brilliant products/solutions. Amazon has been proactively and reactively launching new products/solutions countering these threats to its money spinner categories. The launch of eBooks, Fire TV, music and video streaming falls into this very category helping amazon counter new competitors and stay relevant for users.</span></div>
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<strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Leveraging strengths</strong></div>
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<span style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Amazon has been leveraging the strengths it has garnered in the ecommerce space which includes its customer base, supplier relationships, online platform and its vast supply chain. Amazon has been banking on its Amazon prime customer base particularly estimated to be in the range of 26.9 million as per Consumer Intelligence Research Partners (CIRP) among the 244 million amazon customer for its new products/solutions. The leverage is also considering the fact that amazon </span><span style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">prime members shop more frequently spend more money and buy more expensive items than non-prime customers, according to Morningstar, the market research firm.</span><span style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;"> The new businesses amazon had recently launched including Prime Fresh-Fresh foods delivered at doorstep, Prime Pantry-Groceries delivered at doorstep, Amazon Supply-Wholesale service are key services launched leveraging the existing strengths it holds with amazon ecommerce service at the center.</span></div>
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<strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Forward & backward integration</strong></div>
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<span style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Amazon has been actively integrating forward and backward in the value chain of its core business of e-commerce. Firstly, Amazon backward integrated by venturing into content streaming, web services and whispersync with the launch of e-books-Kindle service, whispersync-delivering books on kindle devices/apps, prime music-the music streaming service, prime video-the video streaming service, and Amazon web services-cloud computing service. Secondly, Amazon forward integrated the content business with the launch of Kindle and fire devices, creating new touch points. Further, these devices give Amazon control over the customer experience.</span></div>
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<strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Acquisitions fuelling growth</strong></div>
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<span style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Amazon has been closely following these three trends and has made acquisitions in order to strengthen its planned offerings. The acquisitions of <strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Pushbutton</strong> (TV Content and services),<strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">LoveFilm</strong> (Video streaming and rental), <strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Amie Street</strong> (Music sharing), <strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Touchco</strong>(Touchscreen technology), <strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Snap Tell</strong> (Image recognition), and <strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Reflexive Entertainment</strong>(Video game provider) have already been included into the Amazon eco-system. The other key acquisitions of <strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Evi</strong> and <strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">Ivona</strong> in the last couple of years for <strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">voice recognition</strong> are yet to see the light of the day.</span></div>
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Amazon with its millions of products, services, suppliers, customers and global scale has better understanding of its stakeholder’s psyche and the changing business models. Additionally, the more Amazon gets into hardware and creates multiple touch points it will be better positioned to understand the users and their changing needs. There is no industry/sector in the Amazon eco-system who can sleep peacefully thinking amazon may not be their business competitor. At Amazon,<strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;"> Jeff Bezos</strong> famously quotes <strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">“it's still day one”</strong> so it’s just a matter of time, the big brother comes hunting.</div>
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<em style="border: 0px; font-family: inherit; font-variant: inherit; font-weight: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;"><strong style="border: 0px; font-family: inherit; font-style: inherit; font-variant: inherit; line-height: inherit; margin: 0px; outline: 0px; padding: 0px; vertical-align: baseline;">What do you think will be the next big thing from amazon?</strong></em></div>
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Unknownnoreply@blogger.com0tag:blogger.com,1999:blog-7871584525816713460.post-58414258238523429582014-06-30T21:07:00.001-07:002021-06-24T11:55:27.682-07:00Selling and Marketing: Differentiation, Tangible and Intangible Products<div dir="ltr" style="text-align: left;" trbidi="on">
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<span style="font-family: inherit; text-align: justify;">“There is no such thing as
commodity”, said Ted Levitt in one of his 1980 articles in</span><span class="apple-converted-space" style="font-family: inherit; text-align: justify;"> </span><a href="http://hbr.org/1980/01/marketing-success-through-differentiation-of-anything/ar/1" style="font-family: inherit; text-align: justify;" target="_blank"><i>HBR <b>(</b></i>Marketing Success Through Differentiation – of Anything</a><span style="font-family: inherit; text-align: justify;">). “All
goods are differentiable.” Modern markets operate by differentiation. Even such
generic products like steel, coffee etc. are sold by differentiation today.</span><br />
<span style="font-family: inherit;">
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<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj-t8k5qYNEMhZuDFBS3HLHbtJpEH31o24NGgU_tgIpVnR2OGm5NEQxRmjwZyYFujXr3OJQ6A54hYOGlsKEuRpShpH4q5XTtI-s2SXzVIQcBiLnnaGq9rYkvdQn9TyK_Rh1osnkWHm_hp0/s1600/Selling+and+Marketing+Differentiation,+Tangible+and+Intangible+Products+Management+Masala+V+K+Talithaya+1.jpg" style="clear: left; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><span style="font-family: inherit;"><img alt="Selling and Marketing: Differentiation, Tangible and Intangible Products Management Masala V K Talithaya" border="0" height="403" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEj-t8k5qYNEMhZuDFBS3HLHbtJpEH31o24NGgU_tgIpVnR2OGm5NEQxRmjwZyYFujXr3OJQ6A54hYOGlsKEuRpShpH4q5XTtI-s2SXzVIQcBiLnnaGq9rYkvdQn9TyK_Rh1osnkWHm_hp0/s1600/Selling+and+Marketing+Differentiation,+Tangible+and+Intangible+Products+Management+Masala+V+K+Talithaya+1.jpg" title="Selling and Marketing: Differentiation, Tangible and Intangible Products Management Masala V K Talithaya" width="640" /></span></a></td></tr>
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<span style="font-family: inherit; font-size: small;">Selling and Marketing: Differentiation, Tangible and Intangible Products</span></div>
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<h1 style="text-align: justify;">
<span style="font-family: inherit; font-size: large;">Tangible products:</span></h1>
<div style="text-align: justify;">
<span style="font-family: inherit;">Tangible
products are evident – we can see them, feel them, smell them and even taste
them. The quality or the satisfaction the products provides is judged from what
we see, feel, smell etc. But how is the tea sold by Uniliver different from
Tetley? Apparently one may not be able to make any difference. This is where
the intangibles make a difference even in tangible products.<span class="apple-converted-space"> </span> </span></div>
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<div style="text-align: justify;">
<span style="font-family: inherit;">Companies selling consumer and
industrial goods seek competitive distinction by incorporating product
features. Some of these features are visible and measurable (tangible) and some
are implied (intangible).</span></div>
</div>
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<div style="text-align: justify;">
<span style="font-family: inherit;">Commodities which are
undifferentiated are presumed to be price sensitive. If walking down the road a
few yards can get a fractionally better price, the customer would rather walk.
This is the concept of perfect competition found only in rarefied text books on
Economics. In reality, even walking that few yards has a cost, and the customer
evaluates it. That is, however, another matter. To come back to our point,
companies do create features in tangible goods, that is, differentiation by
adding other considerations. <span class="apple-converted-space"> </span>Therefore,
going beyond Economics text books, in the real world there will always be other
considerations (tangible and intangible differentiation) in making a buying
decision.</span></div>
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<tr><td class="tr-caption" style="text-align: center;"><span style="font-family: inherit; font-size: small;">Selling and Marketing: Differentiation, Tangible and Intangible Products</span></td></tr>
</tbody></table>
<div style="text-align: justify;">
<div style="text-align: left;">
<span style="font-family: inherit;"><br /></span></div>
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<div style="margin-bottom: .0001pt; margin: 0in;">
<h1 style="text-align: justify;">
<span style="font-family: inherit; font-size: large;">Intangible products:</span></h1>
<div style="text-align: justify;">
<span style="font-family: inherit;">Ted Levitt
succinctly puts it: “The most important thing to know about intangible products
is that the customers usually don’t know what they are getting until they don’t
get it. Only then do they become aware of what they bargained for; only on
dissatisfaction do they dwell”. Satisfaction’s existence is affirmed only by
its absence.</span></div>
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<div style="margin-bottom: .0001pt; margin: 0in;">
<div style="text-align: justify;">
<span style="font-family: inherit;">That is a curious situation where
the customer will be aware only through negative input of failure and
dissatisfaction, not of satisfaction. This makes the company’s marketing
vulnerable to competition unless it makes effective differentiation.</span></div>
</div>
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<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjG0fI9hSWuqGcT04k1Sabui6GltGUiKlgPlffiYwawTG1ZnEcVqDdr3iaQRitAbUJY7DWTRpgG2brdpfvNTK93vVbOuildRnfd3k3kKYghotsizsHnQI0X-dy0Fik6mI5VI4Uc7HBcJxc/s1600/Selling+and+Marketing+Differentiation%252C+Tangible+and+Intangible+Products+Management+Masala+V+K+Talithaya+2.jpg" style="margin-left: auto; margin-right: auto;"><span style="font-family: inherit;"><img alt="Selling and Marketing: Differentiation, Tangible and Intangible Products Management Masala V K Talithaya" border="0" height="480" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjG0fI9hSWuqGcT04k1Sabui6GltGUiKlgPlffiYwawTG1ZnEcVqDdr3iaQRitAbUJY7DWTRpgG2brdpfvNTK93vVbOuildRnfd3k3kKYghotsizsHnQI0X-dy0Fik6mI5VI4Uc7HBcJxc/s1600/Selling+and+Marketing+Differentiation%252C+Tangible+and+Intangible+Products+Management+Masala+V+K+Talithaya+2.jpg" title="Selling and Marketing: Differentiation, Tangible and Intangible Products Management Masala V K Talithaya" width="640" /></span></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><span style="font-family: inherit; font-size: small;">Selling and Marketing: Differentiation, Tangible and Intangible Products</span></td></tr>
</tbody></table>
<div style="text-align: justify;">
<span style="font-family: inherit;"><br /></span></div>
</div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<h1 style="text-align: justify;">
<span style="font-family: inherit; font-size: large;">Infusing tangibility to intangible
and intangibility to tangible products:</span></h1>
<div style="text-align: justify;">
<span style="font-family: inherit;">All products have elements of tangibility
and intangibility. To differentiate intangibles, companies have to create
surrogate or metaphors for tangibility – how<span class="apple-converted-space"> </span>people
dress in the Bank’s office, how the marketing person articulates, writes or
present etc. To remind customers of what they are getting there is need to
continuously<span class="apple-converted-space"> </span>convey the message.
This will ensure that rare occasions of dissatisfactions don’t get overblown.</span></div>
</div>
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<div style="text-align: justify;">
<span style="font-family: inherit;"><br /></span></div>
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<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjMX0kQ1wcjdpsaAjVR7zZhgCVdOjoVwMaKlMb1uPYSLdNNGK1QRJ85aE1-wPHlWK7Gev1tk_zuzNh8BJniyqsgdy-JVJHe9NCifCAKpdq_wjFbbNw_SVE7qE2wxkUguH3AWT4kteZzrJ4/s1600/Selling+and+Marketing+Differentiation%252C+Tangible+and+Intangible+Products+Management+Masala+V+K+Talithaya+4.jpg" style="margin-left: auto; margin-right: auto;"><span style="font-family: inherit;"><img alt="Selling and Marketing: Differentiation, Tangible and Intangible Products Management Masala V K Talithaya" border="0" height="425" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEjMX0kQ1wcjdpsaAjVR7zZhgCVdOjoVwMaKlMb1uPYSLdNNGK1QRJ85aE1-wPHlWK7Gev1tk_zuzNh8BJniyqsgdy-JVJHe9NCifCAKpdq_wjFbbNw_SVE7qE2wxkUguH3AWT4kteZzrJ4/s1600/Selling+and+Marketing+Differentiation%252C+Tangible+and+Intangible+Products+Management+Masala+V+K+Talithaya+4.jpg" title="Selling and Marketing: Differentiation, Tangible and Intangible Products Management Masala V K Talithaya" width="640" /></span></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;"><span style="font-family: inherit; font-size: small;">Selling and Marketing: Differentiation, Tangible and Intangible Products</span></td></tr>
</tbody></table>
<div style="text-align: justify;">
<span style="font-family: inherit;">Just as tangible products have to
be intagibilised to differentiate, intangible products need to be tangibilised
for “managing the evidence” – that is, give an impression that the product,
indeed,<span class="apple-converted-space"> </span><i>is</i><span class="apple-converted-space"> </span>different. This should be systematically
done. Some of the examples Levitt gives are interesting: hotels wrap their
drinking glasses in fresh bags or neatly shape the end-pieces of the
toilet tissues into a fresh looking arrowhead, or put on the toilet seat a
“sanitized” paper band. All these actions say with silent affirmation clearly
that the room has been specially readied for you – no words spoken. Those
tangible messages of intangible service would be much more convincing than many
spoken words; and in any case, how are you sure your staff will tell the
customer every time?</span></div>
</div>
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<div style="text-align: justify;">
<span style="font-family: inherit;"><br /></span></div>
</div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<div style="text-align: justify;">
<span style="font-family: inherit;">Keeping customers for an intangible
product requires constant reselling efforts while things go well lest customers
get lost when things go badly. Relations with customers are managed much more
carefully by tangibilising.</span></div>
</div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<div style="text-align: justify;">
<span style="font-family: inherit;"><br /></span></div>
</div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<div style="text-align: justify;">
<span style="font-family: inherit;">Similarly tangible products are
differentiated by intangibles. To quote Levitt again, “An automobile is not
simply a machine for movement visibly or measurably differentiated by design,
size, color, options, horsepower, or miles per gallon. It is also a complex
symbol denoting status, taste, rank, achievement</span></div>
<div class="separator" style="clear: both; text-align: center;">
<a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEismKbJZYIArxU97Mi6OT6YwSA-g8-w-4TlZkUi_W59bPuP2dv3u6sPoi1VYEhyphenhypheniLYjQWXMseH1ApPI3GGzc4QRGSpVJNh1_HI4bJq-qJCtZd13uTiOYLeR3O1DliQau04eld65TNNRDc0/s1600/Selling+and+Marketing+Differentiation%252C+Tangible+and+Intangible+Products+Management+Masala+V+K+Talithaya+5.jpg" style="clear: right; float: right; margin-bottom: 1em; margin-left: 1em;"><span style="font-family: inherit;"><img alt="Selling and Marketing: Differentiation, Tangible and Intangible Products Management Masala V K Talithaya" border="0" height="320" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEismKbJZYIArxU97Mi6OT6YwSA-g8-w-4TlZkUi_W59bPuP2dv3u6sPoi1VYEhyphenhypheniLYjQWXMseH1ApPI3GGzc4QRGSpVJNh1_HI4bJq-qJCtZd13uTiOYLeR3O1DliQau04eld65TNNRDc0/s1600/Selling+and+Marketing+Differentiation%252C+Tangible+and+Intangible+Products+Management+Masala+V+K+Talithaya+5.jpg" title="Selling and Marketing: Differentiation, Tangible and Intangible Products Management Masala V K Talithaya" width="213" /></span></a></div>
<span style="font-family: inherit;">, aspiration, …” Therefore, “A
product …is the total package of benefits the customer receives when he or she
buys it.”</span></div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<div style="text-align: justify;">
<span style="font-family: inherit;"><br /></span></div>
</div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<div style="text-align: justify;">
<span style="font-family: inherit;">It is the marketing process:
Products are always combinations of tangible and intangibles..</span></div>
</div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<div style="text-align: justify;">
<span style="font-family: inherit;">Differentiation is not of the
product<span class="apple-converted-space"> </span><i>per se</i>, it is the<span class="apple-converted-space"> </span><i>process</i><span class="apple-converted-space"> </span>of marketing itself.</span></div>
</div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<div style="text-align: justify;">
<span style="font-family: inherit;">Differentiation is most readily
apparent in branded, packaged consumer goods; in the design, operating
character, or composition of industrial goods; or in the features or service
intensity of intangible products.</span></div>
</div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<div style="text-align: justify;">
<span style="font-family: inherit;"><br /></span></div>
</div>
<div style="margin-bottom: .0001pt; margin: 0in;">
<div style="text-align: justify;">
<span style="font-family: inherit;">Notwithstanding all the skills in
differentiating anything, and the carefully created marketing process, the
experience since the time Levitt wrote this piece is that all differentiated
products have the tendency to become commodities. This whole process of
differentiated products becoming commodities can be likened to a pyramid – a
small tip of the pyramid belongs to the reign of highly differentiated
products. As you go down <span class="apple-converted-space">‘managing</span>
the evidence’ is less clear, irrespective of tangibility or intangibility. At
the bottom the large mass of price sensitive undifferentiated products reign
(though the companies marketing them claim their different qualities). This is
not to deny that<span class="apple-converted-space"> </span>differentiation
depends on how powerfully one operates the business. In the way the marketing
process is managed successfully, to rise to higher levels in the pyramid, may
still reside the opportunity for many companies, especially those that offer
generally undifferentiated products and services, to escape the commodity trap. </span><br />
<span style="font-family: inherit;"><br />
</span></div>
</div>
<div style="margin-bottom: 12.0pt; margin-left: 0in; margin-right: 0in; margin-top: 0in; margin: 0in 0in 12pt;">
<span style="font-family: inherit;"><u1:p></u1:p>
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<a href="http://talithayavk.blogspot.in/" target="_blank">By V.K.Talithaya</a> (vktalithaya@managementmasala.com)</span></div>
<div style="text-align: justify;">
<div class="separator" style="clear: left; float: left; margin-bottom: 1em; margin-left: 1em; text-align: justify;">
<span style="font-family: inherit;"><a href="http://talithayavk.blogspot.in/" target="_blank"></a>
</span></div>
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<div style="text-align: justify;">
<span style="font-family: inherit;">Well, I guess you feel proud when someone says that you are
a very creative person. But how many
times you feel everyone around you in the organization is also creative? If you
feel none are, then there is a bigger problem within you or your organization.
The second question you must ask yourself is: Does your organization have a
structured approach for creating creative thinking?</span></div>
</div>
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<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhdWs4Fv_vsBDsVsBAsKUULTKbhN6WOaCVazNmrMA98ITUtyNfNMy2T2Fu6rAnso3oCz6wTx7F29kRJbv5SUcz_XkRrj8N4LRbsFPEsucEcXcIEai-C__qJzxjRpqYJFoPPijqoZezLzYM/s1600/How+to+make+your+organization+a+creative+thinking+Powerhouse+Management+Masala+Anjani+Kumar+Sinha.jpg" style="clear: left; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img alt="How to make your organization a creative thinking Powerhouse Management Masala Anjani Kumar Sinha" border="0" height="167" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhdWs4Fv_vsBDsVsBAsKUULTKbhN6WOaCVazNmrMA98ITUtyNfNMy2T2Fu6rAnso3oCz6wTx7F29kRJbv5SUcz_XkRrj8N4LRbsFPEsucEcXcIEai-C__qJzxjRpqYJFoPPijqoZezLzYM/s1600/How+to+make+your+organization+a+creative+thinking+Powerhouse+Management+Masala+Anjani+Kumar+Sinha.jpg" title="How to make your organization a creative thinking Powerhouse Management Masala Anjani Kumar Sinha" width="200" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Is your organization inhibiting <br />
your creative thinking abilities?</td></tr>
</tbody></table>
<span style="font-family: inherit;"><span style="font-family: inherit;">In most organizations there are no structured
approach for creative thinking. Bosses become the “most creative” persons since
they have an idea that they are the only creative persons. They might
be keen to listen to others but with the conviction that only their ideas is the best. Are you
in such an organization? Oh! So what shall you do?</span></span></div>
<span style="font-family: inherit;">
</span></div>
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<div style="text-align: justify;">
<span style="font-family: inherit;"><br /></span></div>
</div>
<div class="MsoNormal" style="text-align: justify;">
<div style="text-align: justify;">
<span style="font-family: inherit;">I really don’t have any offerings to those bosses, but I do have one for those leaders or managers who
feel they can drive creative thinking in their workforce.</span></div>
</div>
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<div style="text-align: justify;">
<span style="font-family: inherit;"><br /></span></div>
</div>
<div class="MsoNormal" style="text-align: justify;">
<div style="text-align: justify;">
<span style="font-family: inherit;">The challenge is to how to get inspired by successful
ideas. Does only talking about ideas of successful companies such as Apple, 3M,
HP stimulate creative thinking in the team? It does help - not by looking at the ideas but by learning about the processes through which those ideas became successful.</span></div>
</div>
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<table cellpadding="0" cellspacing="0" class="tr-caption-container" style="float: right; margin-left: 1em; text-align: right;"><tbody>
<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiwf4M8Biek2boDGQvjLcvyE9DkSFQqxp8jdSK4Kn_iEo2pxYgm7Jsc4OcGpZACLoaat00FtSfu_WpJdXzYugaMWRniYi4mO3OyjSFY1i-EZD1J5o_NxUgZVWldzo-AV5vQcSc6g5QApJ0/s1600/How+to+make+your+organization+a+creative+thinking+Powerhouse+Management+Masala+Anjani+Kumar+Sinha+2.jpg" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img alt="How to make your organization a creative thinking Powerhouse Management Masala Anjani Kumar Sinha" border="0" height="200" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEiwf4M8Biek2boDGQvjLcvyE9DkSFQqxp8jdSK4Kn_iEo2pxYgm7Jsc4OcGpZACLoaat00FtSfu_WpJdXzYugaMWRniYi4mO3OyjSFY1i-EZD1J5o_NxUgZVWldzo-AV5vQcSc6g5QApJ0/s1600/How+to+make+your+organization+a+creative+thinking+Powerhouse+Management+Masala+Anjani+Kumar+Sinha+2.jpg" title="How to make your organization a creative thinking Powerhouse Management Masala Anjani Kumar Sinha" width="132" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Barriers of creative thinking<br />
lie in your mind</td></tr>
</tbody></table>
<span style="font-family: inherit;">Diminishing the myth that creativity is inborn, organizations
should develop creativity in each employee to deliver innovation. Creativity is
the seed for innovation. It can be developed in the employees by making them
think on a specific situation from multiple perspectives and by removing the
barriers of creativity such as fear of failure, anxiety of being organised, thinking
pessimistically and living in a comfort environment.</span></div>
</div>
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<div style="text-align: justify;">
<span style="font-family: inherit;"><br /></span></div>
</div>
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<div style="text-align: justify;">
<span style="font-family: inherit;"><b></b><br /></span></div>
<h2 style="text-align: justify;">
<span style="font-family: inherit;">How to infuse creative thinking in employees?</span></h2>
</div>
<div class="MsoNormal" style="text-align: justify;">
<div style="text-align: justify;">
<br /></div>
</div>
<div class="MsoNormal" style="text-align: justify;">
<h4 style="text-align: justify;">
<ul>
<li><span style="font-family: inherit; text-indent: -18pt;">Motivating and Supporting Environment:</span></li>
</ul>
</h4>
<div style="text-align: justify;">
<span style="font-family: inherit;"><span style="text-indent: -18pt;">Creativity
nourishes in an environment where motivation exists. A motivated environment respects
success as much as failures.</span><span style="text-indent: -18pt;"> Creativity can thrive in o</span><span style="text-indent: -18pt;">rganizations with opportunities for diverse learning opportunities for each
individual, through inter-department and market scenario trainings which will enhance
knowledge. These training will open up the scope of
understanding and visualization capability of each individual. </span><span style="text-indent: -18pt;"> In such organisations </span><span style="text-indent: -18pt;">risk taking
and experimentation are appreciated. </span></span></div>
</div>
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<div style="text-align: justify;">
<span style="font-family: inherit; text-indent: -18pt;"><br /></span></div>
</div>
<div class="MsoNormal" style="text-align: justify;">
<div style="text-align: justify;">
<span style="font-family: inherit;"><span style="text-indent: -18pt;"><b></b></span><br /></span></div>
<h4 style="text-align: justify;">
<ul>
<li><span style="font-family: inherit; text-indent: -18pt;">Create think tank:</span><b style="font-family: inherit; text-indent: -18pt;"> </b></li>
</ul>
</h4>
<div style="text-align: justify;">
<span style="font-family: inherit; text-indent: -18pt;">Creating an additional arm of think tank, a
sub-group within an organization which comprises of experts or manager from
different functions, helps in achieving organizational goal of creatively thinking
and innovation. For instance, Disney has created Walt Disney Imagineering, a
word coined from imagination and engineering, that is responsible for design
and development of Disney theme park worldwide.</span></div>
</div>
<div class="MsoListParagraphCxSpMiddle" style="text-align: justify;">
<div style="text-align: justify;">
<span style="font-family: inherit; text-indent: -18pt;"><br /></span></div>
</div>
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<div style="text-align: justify;">
<span style="font-family: inherit;"><span style="text-indent: -18pt;"><b></b></span><br /></span></div>
<h4 style="text-align: justify;">
<ul>
<li><span style="font-family: inherit; text-indent: -18pt;">Create simulated environment by Role Playing:</span></li>
</ul>
</h4>
<div style="text-align: justify;">
<span style="font-family: inherit; text-indent: -18pt;"> Role
Playing is one of the best ways to create simulation environment to unwrap the creative
thinking in the employees. For instance, it could be used for sales
presentation wherein a sales team member presents the company’s profile to
other sales team members acting as a client/customer. Here, the client has to
find gaps in the sales team presentation and has to think what the company’s
actual customers would expect out of the presentation. This simulation not only
helps to find the gaps but also enriches the sales team presentation skills..</span></div>
</div>
<div class="MsoListParagraphCxSpMiddle" style="text-align: justify;">
<div style="text-align: justify;">
<span style="font-family: inherit;">A good example of simulation by role
playing is demonstrated in the words of Steve Jobs. He once said in response to
the failure of Zune, a product by Microsoft, launched in competition to Apple’s
iPod:</span></div>
</div>
<div class="MsoListParagraphCxSpMiddle" style="text-align: justify;">
<blockquote class="tr_bq" style="text-align: justify;">
<span style="font-family: inherit;">“The Zune was crappy because the people
at Microsoft don’t really love music or art the way that we do. We won because
we personally love music. We made the iPod for ourselves, and when you’re doing
something for yourself, or your best friend or family, you’re not going to
cheese out.” – Steve Jobs</span></blockquote>
</div>
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<div style="text-align: justify;">
<span style="font-family: inherit; text-indent: -18pt;"><br /></span></div>
</div>
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<div style="text-align: justify;">
<span style="font-family: inherit; text-indent: -18pt;"><br /></span></div>
</div>
<div class="MsoListParagraphCxSpMiddle" style="text-align: justify;">
<div style="text-align: justify;">
<span style="font-family: inherit;"><span style="text-indent: -18pt;"><b></b></span><br /></span></div>
<h4 style="text-align: justify;">
<ul>
<li><span style="font-family: inherit; text-indent: -18pt;">Brainstorming sessions:</span></li>
</ul>
</h4>
<div style="text-align: justify;">
<span style="font-family: inherit; text-indent: -18pt;"> Frustrated by employees’ ability to
think creatively, Alex F. Osborn developed and shared the </span><br />
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<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhjXZgpyrNkWWS5R9o2tpnF1TpyUDli5y_cSLmY9uc4-ofRCuISPXWAQwJ8hpy6xX9-4jz3dM9sRr3zxEmD-PKAN85OtjET2-bu1fQpCiHt7f0ewKadjPebkmgv5qSOID4uoBLzjGLqOoM/s1600/How+to+make+your+organization+a+creative+thinking+Powerhouse+Management+Masala+Anjani+Kumar+Sinha+3.jpg" style="clear: left; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img alt="How to make your organization a creative thinking Powerhouse Management Masala Anjani Kumar Sinha" border="0" height="150" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEhjXZgpyrNkWWS5R9o2tpnF1TpyUDli5y_cSLmY9uc4-ofRCuISPXWAQwJ8hpy6xX9-4jz3dM9sRr3zxEmD-PKAN85OtjET2-bu1fQpCiHt7f0ewKadjPebkmgv5qSOID4uoBLzjGLqOoM/s1600/How+to+make+your+organization+a+creative+thinking+Powerhouse+Management+Masala+Anjani+Kumar+Sinha+3.jpg" title="How to make your organization a creative thinking Powerhouse Management Masala Anjani Kumar Sinha" width="200" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Brainstorming paves way for creative thinking</td></tr>
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<span style="font-family: inherit; text-indent: -18pt;">Brainstorming
technique for creative problem solving in his 1948 book “Your Creative Power”. The
key concept of brainstorming is to conduct a group meeting for a specific
question or a problem, which can have generation of ideas rather than judgements,
and in which a number of ideas could be generated without any criticism and the
selected ideas get combined to form a single perfect idea. </span></div>
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<li><span style="font-family: inherit; text-indent: -18pt;">Creativity a new KPI:</span></li>
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<tr><td style="text-align: center;"><a href="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEirGSFmx-5Am4xxmxdzrpJBqo7AFQOZOOkVnTHfLWXU_ALpggnkcssdxrX1s59qYNlh5fwZPVUk56Y0uDcG11sOnxF7-Rn3suy02mTdBFu8yw5TH-WcLQtelGXjyKoquXT7DDwPmAj-hv0/s1600/How+to+make+your+organization+a+creative+thinking+Powerhouse+Management+Masala+Anjani+Kumar+Sinha+4.jpg" style="clear: right; margin-bottom: 1em; margin-left: auto; margin-right: auto;"><img alt="How to make your organization a creative thinking Powerhouse Management Masala Anjani Kumar Sinha" border="0" height="133" src="https://blogger.googleusercontent.com/img/b/R29vZ2xl/AVvXsEirGSFmx-5Am4xxmxdzrpJBqo7AFQOZOOkVnTHfLWXU_ALpggnkcssdxrX1s59qYNlh5fwZPVUk56Y0uDcG11sOnxF7-Rn3suy02mTdBFu8yw5TH-WcLQtelGXjyKoquXT7DDwPmAj-hv0/s1600/How+to+make+your+organization+a+creative+thinking+Powerhouse+Management+Masala+Anjani+Kumar+Sinha+4.jpg" title="How to make your organization a creative thinking Powerhouse Management Masala Anjani Kumar Sinha" width="200" /></a></td></tr>
<tr><td class="tr-caption" style="text-align: center;">Organizations having creative teams<br />
always stand out</td></tr>
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<span style="font-family: inherit; text-indent: -18pt;"> Organizations focusing on
innovation should include creativity in the Key Performance Index of each
individual. This could be evaluated on the basis of individuals’ openness in brainstorming
sessions, delivered ideas and creative steps taken to achieve the results.
Similarly, each function should have creativity as a performance indicator. Then only the overall organization will have creativity
as a goal for future growth.</span><br />
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<span style="font-family: inherit;">Management Masala Tip: An organization is like a fruit-bearing
tree. It is not necessary if one fruit is the best, the rest will also be like
it. A tree which will have all its fruits healthy will naturally attract more
bearers.</span></blockquote>
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<a href="https://plus.google.com/+AnjaniKumarSinha1/posts" style="font-family: Arial, Helvetica, sans-serif; line-height: 15.05pt;" target="_blank">By Anjani Kumar Sinha</a><span face="Arial, Helvetica, sans-serif" style="line-height: 15.05pt;"> (anjanisinha@managementmasala.com)</span></div>
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Anjanihttp://www.blogger.com/profile/06791511154889822033noreply@blogger.com2