Due to the overwhelming amount of information in a networked world, the emphasis on IT research and practice has shifted from producing information to controlling and managing it. Competitive advantage goes to the intelligent and agile organizations. Competitive advantage is goes to the intelligent and agile organizations, and only those that have mastered the arts of discovering new value propositions, nurturing customer relationships, and executing their core functions rapidly and faultlessly will survive. How quickly an organization achieves this advantage depends on its ability to assemble information quickly and then effectively act on it.
A recent tweet about President Trump’s desire to exclude officers from a discussion on ground conditions in the Middle East sparks a discussion on effective feedback. What does it take for feedback to be truly effective? It’s just three things.
Standards. We live in a world of standards. We apply standards to everything: accounting, the environment, quality, behavior, health, safety, employment, trade, professionalism, food, transportation, technology, and the list goes on and on. We have standards we have to meet at work, standards we have to meet at home, and standards we set for ourselves and those we apply to others. Everything has a standard because everyone has a standard they apply to everything.
In today’s podcast I talk about something that affects about ten percent of workers in America: Substance use disorder. I’m not just talking about any worker, either, I’m talking about physicians who suffer from addiction.
Many organizations have employee assistance programs to help workers who need help with addiction. However, there’s disparity in treatment options available to the average worker compared to some professionals, specifically doctors.
You know what I think about achieving goals? Everyone has a passion for something, a powerful, compelling drive to achieve a goal. I saw a meme recently that speaks to this quite well:
“When it’s time to fight, you fight like you’re the third monkey on the ramp to Noah’s ark…and brother it’s starting to rain.”
If you’re passionate about something, you’re willing to fight for it. You don’t take “no” for an answer and you won’t let anything stand in your way. The fight can be a hard one or easy depending on the process you employ in realizing your passion.
You know what I think about business ethics? It’s the topic of today’s episode and is in three parts. In relation to business ethics, the term ‘ordinary decency’ refers to the moral standing of an organization where honesty and fairness, a refraining from coercion and physical violence, and a respect for the law are its guiding principles. The cornerstone of this principle is honesty and honesty is built on truth.
You know what I think about supply chain management? The ultimate goal of SCM is interenterprise integration and the goal of interenterprise integration is reducing inventory, production, and distribution costs. So, how do companies achieve these goals?
You know what I think about change management? There are a number of change management theories and processes “on the books” today. And each and every one are more or less just variations of Kurt Lewin’s foundational three phase change process of unfreezing, transitioning, and refreezing. In this podcast, I share various techniques manager’s utilize in carrying out Lewin’s change model.
Hypercompetition is a state of perpetual change in the rules of competition within an industry. Since these rules are in a constant state of flux, organizations can’t sustain competitive advantage forcing them to vigorously and continuously compete in cost and quality, timing and know-how, strongholds and market invasion, and the deep pockets of competitors. Requiring a constant reinventing of competitive advantage, an organization achieves the greatest advantage by competing against its own areas of strength. But in a global economy, this can result in an exhausting treadmill.
You know what I think about strategy? In this episode I share some thoughts on developing business strategy. Sun Tzu taught us centuries ago that gaining a competitive advantage comes during the planning stage, not with the execution of the plan. For once the plan is put in motion, our strategy becomes apparent.