A recent article in Harvard Business Review discusses the four technologies that are presently driving business and applications. As Executives and CEOs we need to be cognizant about these and see if they can be incorporated on one level or another within our company's products/services, and be addressed in the Strategic Plan and Research & Development.
The Four Technologies are:
1. Microprocessors
2. Sensors
3. Wireless connectivity
4. Databases
For all companies, databases in particular are applicable across the board. Also, good and valid databases create an asset value for the company. At a minimum, an up-to-date customer database can significantly increase value for the company. Some acquisitions are made just for the customer list and contact information, alone. How up-to-date is your customer database? When was the last time it was validated and non-accurate information purged?
So you may want to give thought to the above technologies, how they can be incorporated or updated within your company, and how they can increase your company's competitive advantage.
Recent Article of Interest:
http://blogs.hbr.org/cs/2011/09/the_four_technologies_you_need.html?cm_sp=most_widget-_-default-_-The%20Four%20Technologies%20You%20Need%20to%20Be%20Working%20With
What do Netflix, Zipcar, Mint.com, Nike+, Amazon, the Nintendo Wii, and
the Apple iPhone all have in common? They all take advantage of four
technologies that once were scarce and expensive but are now plentiful
and cheap.
Showing posts with label Asset Value. Show all posts
Showing posts with label Asset Value. Show all posts
Thursday, October 27, 2011
Monday, September 26, 2011
BEI (Behavioral Event Interview) Training - Public Seminar Sept. 6, and Private training Sept. 22, 2011
On these two dates, I held Behavioral Event Interview training.
Interviewing has been around since 1911, or even well before then. However, from this date, it was the start of more structured interviews and then arose psychological studies about people to help develop more systematic interviews. Before and during WWII, psychology began to be used in many different applications, from production line layouts and employee encouragement, to actual theories about people. In the 1960's Theory X and then Theory Y were developed, culminating in Theory X&Y...the beginning of structured motivation in the workplace. Career ladders were more refined and developed during this time.
In the 1980's with advent of matrixed organizations and the rise of many more diversified conglomerates, the rise of Human Resource Departments had a need for more sophisticated methods, tools and employee training programs for advancement. By the 1990's it started becoming evident that people/employees could drastically affect the success of a corporation, and it was the start of a recognition that employees were truly a company asset and that there was need to better manage this portion of the company. Global management began to significantly emerge as a necessary component, within many companies. In selected instances, HR personnel held a position on the Board or in the C-Suite, at least they participated in ManCom and Strategic Planning meetings.
Behavior was identified as being a key to success and there was a need to better determine behavior in the workplace to predict success and to build more cooperative and effective teams. Therefore, BEI emerged to become the best interview method for pre-hire. Past behavior is a good indicator to present and future behavior and performance.
More recently, "Critical Incident" Interviewing, a sub-set of BEI, has significantly come to help in providing a win-win view of the candidate and for the candidate. It helps the candidate "experience" in one form or another, what the challenges she/he will face in the position, and for the interviewer to gain a much better understanding about the candidate in how they may perform in the position, based on similar past experiences the candidate may have had, or how they handle the simulated situation. This also helps in validating assessment data and predicting success.
As a result of BEI, turnover decreases, which reduces the cost of attrition which ranges from a minimum of 3 months of a new hired's salary and benefits, to as much as 2.5 years of longer employed individuals. These are good rules of thumb for Return On Investment (ROI) calculations.
Of course BEI can also be used for promotion selection and advancement, in certain cases. If your recruiting department or people do not use BEI, they should seriously consider taking training or learning the techniques, as this is a much more effective interview technique, compared to the traditional interview.
Please feel free to contact me for more information if interested.
Interviewing has been around since 1911, or even well before then. However, from this date, it was the start of more structured interviews and then arose psychological studies about people to help develop more systematic interviews. Before and during WWII, psychology began to be used in many different applications, from production line layouts and employee encouragement, to actual theories about people. In the 1960's Theory X and then Theory Y were developed, culminating in Theory X&Y...the beginning of structured motivation in the workplace. Career ladders were more refined and developed during this time.
In the 1980's with advent of matrixed organizations and the rise of many more diversified conglomerates, the rise of Human Resource Departments had a need for more sophisticated methods, tools and employee training programs for advancement. By the 1990's it started becoming evident that people/employees could drastically affect the success of a corporation, and it was the start of a recognition that employees were truly a company asset and that there was need to better manage this portion of the company. Global management began to significantly emerge as a necessary component, within many companies. In selected instances, HR personnel held a position on the Board or in the C-Suite, at least they participated in ManCom and Strategic Planning meetings.
Behavior was identified as being a key to success and there was a need to better determine behavior in the workplace to predict success and to build more cooperative and effective teams. Therefore, BEI emerged to become the best interview method for pre-hire. Past behavior is a good indicator to present and future behavior and performance.
More recently, "Critical Incident" Interviewing, a sub-set of BEI, has significantly come to help in providing a win-win view of the candidate and for the candidate. It helps the candidate "experience" in one form or another, what the challenges she/he will face in the position, and for the interviewer to gain a much better understanding about the candidate in how they may perform in the position, based on similar past experiences the candidate may have had, or how they handle the simulated situation. This also helps in validating assessment data and predicting success.
As a result of BEI, turnover decreases, which reduces the cost of attrition which ranges from a minimum of 3 months of a new hired's salary and benefits, to as much as 2.5 years of longer employed individuals. These are good rules of thumb for Return On Investment (ROI) calculations.
Of course BEI can also be used for promotion selection and advancement, in certain cases. If your recruiting department or people do not use BEI, they should seriously consider taking training or learning the techniques, as this is a much more effective interview technique, compared to the traditional interview.
Please feel free to contact me for more information if interested.
Saturday, September 17, 2011
Leadership Doesn’t Rest Just With Your Title, but...
This interesting article ( the link is below) talks about leadership and that everyone in an organization can effect change. This is so true and CEO's and senior managers should and need to encourage this kind of give and take at all levels within a company. It keeps an organization dynamic and changing, essential ingredients in sustainable and growing organizations confronted daily with global competition. Obviously though, the "effected change" needs to fit in with the core values and strategy of the company on some level.
Many of us have been thrust into management probably before we were really totally equipped for it. However, the key, regardless of being ready or not, is caring for people while also maintaining an eye on the goals and objectives each of us have. (And yes, even CEO's and Presidents have goals and objectives, they report to someone or something. More about that in another blog posting). Once we are placed in a management role, it then takes an individual to figure out how best to manage, to work with their direct reports, and as a result each manager has her/his own method/stamp in how to do this. Training helps, but it has to come from within a person, it isn't just trained in a cookie-cutter fashion. There are guide posts and methodologies that exist, but each of us have to internalize them to be successful, and we have to continually grow and experiment.
I am always amazed how things that I have learned at one point in my career, and that I was so effective in doing, have gotten rusty and need to be honed again, or needs to be changed in some fashion, to work again. That is the beauty of experience and the challenge we all have.
Some executives come into a company and implement or try to change an organization to look like what they did or created before. Personally, I have never found this to work. Even trying to bring in former employees that were so effective in one organization and parachute them into a new company, doesn't generally work. Why? Because it revolves around "Job Fit." It is a different environment and culture. The skills and competencies that worked in place, do not necessarily work as well in another. The company is a living, breathing, growing, changing organism, each as distinct as we are as people.
So being a leader necessitates listening, understanding, and helping to guide and encourage people, as well as the organization, through communication and articulating expectations, objectives and goals.
The major asset in any company is it's people. Products, services, manufacturing capability, technology and patents contribute to assets, but how many companies fail in spite of great products or services? Many successful companies, when purchased or merged with another company lose their identity or success. Why? The products and services are the same as before, but the interpersonal skills and personalities required, change within the newly created organization and may no longer work.
Listen to Jack Welch's interview on this topic:
http://www.youtube.com/watch?v=AuL2wu7j7vs
So, as leaders, our challenge is to tap into these all most mystical personalities we work with, to get everyone on board and pulling in the same direction. This is the challenge of being a leader, titles do not bring respect, it still needs to be earned, day by day and year after year.
Leadership Doesn't Rest on Your Title by Adam Bryant, interview with Terri Ludwig (Enterprise Community Partners):
http://www.nytimes.com/2011/08/21/business/terri-ludwig-of-enterprise-community-on-leadership.html?src=rechp
Many of us have been thrust into management probably before we were really totally equipped for it. However, the key, regardless of being ready or not, is caring for people while also maintaining an eye on the goals and objectives each of us have. (And yes, even CEO's and Presidents have goals and objectives, they report to someone or something. More about that in another blog posting). Once we are placed in a management role, it then takes an individual to figure out how best to manage, to work with their direct reports, and as a result each manager has her/his own method/stamp in how to do this. Training helps, but it has to come from within a person, it isn't just trained in a cookie-cutter fashion. There are guide posts and methodologies that exist, but each of us have to internalize them to be successful, and we have to continually grow and experiment.
I am always amazed how things that I have learned at one point in my career, and that I was so effective in doing, have gotten rusty and need to be honed again, or needs to be changed in some fashion, to work again. That is the beauty of experience and the challenge we all have.
Some executives come into a company and implement or try to change an organization to look like what they did or created before. Personally, I have never found this to work. Even trying to bring in former employees that were so effective in one organization and parachute them into a new company, doesn't generally work. Why? Because it revolves around "Job Fit." It is a different environment and culture. The skills and competencies that worked in place, do not necessarily work as well in another. The company is a living, breathing, growing, changing organism, each as distinct as we are as people.
So being a leader necessitates listening, understanding, and helping to guide and encourage people, as well as the organization, through communication and articulating expectations, objectives and goals.
The major asset in any company is it's people. Products, services, manufacturing capability, technology and patents contribute to assets, but how many companies fail in spite of great products or services? Many successful companies, when purchased or merged with another company lose their identity or success. Why? The products and services are the same as before, but the interpersonal skills and personalities required, change within the newly created organization and may no longer work.
Listen to Jack Welch's interview on this topic:
http://www.youtube.com/watch?v=AuL2wu7j7vs
So, as leaders, our challenge is to tap into these all most mystical personalities we work with, to get everyone on board and pulling in the same direction. This is the challenge of being a leader, titles do not bring respect, it still needs to be earned, day by day and year after year.
Leadership Doesn't Rest on Your Title by Adam Bryant, interview with Terri Ludwig (Enterprise Community Partners):
http://www.nytimes.com/2011/08/21/business/terri-ludwig-of-enterprise-community-on-leadership.html?src=rechp
Saturday, September 3, 2011
Leadership Charisma and Engagment: Presentation given August 26, 2011
Leadership Charisma: Linking People, Strategy and Performance to Engagement and Training: "Revolutionary Research from Global Corporations" is a presentation I gave at the HR & Training Congress held in Ortigas, MetroManila, Philippines on August 25-26, 2011.
The material presented was based around recent research on Leadership and in particular Charisma that has been released by Profiles International in January 2011 and documented in the book Leadership Charisma, currently 115th on Amazon’s Best Seller’s List.
Leadership Charisma eBook at Amazon.com
This startling research can tie people, strategy and performance to heightened Workplace Engagement, resulting in increased: Retention, Sales, and Profitability. The key is that the research dispels the myth that Charisma is only innate. Charisma can be learned and is based on over 40,000 Leaders and 400,000 people who rated these leaders.
The presentation was broken into 4 sections: Engagement (what it means to an organization), Leadership (and it's importance to an organization), Leadership Charisma (the conclusion of the research from the book) and the results of the research which leads to Training/Learning that can be held within a company.
If interested in receiving a copy of the presentation, please contact me or leave a comment and I will be happy to send you what was presented or click on this Link to view some of the slides:
Presentation on Engagement and Leadership Charisma
Thursday, July 28, 2011
Analyze, Decide, Lead says Columbia's Business Dean
It is interesting that even Columbia's Business School is talking about "...weaving topics such as decision-making and ethics into classes across all disciplines." Assessments can help along these lines, and in pre-hire, ethics can be assessed, and of course a good background check will help validate the results.
Both good decision-making and ethics can help drive engagement in an organization. The reverse can have detrimental effects on an organization's engagement from entry level, to Front-Line managers and to all management levels in an organization. This effects motivation, morale, and indirectly profitability and retention.It is the responsibility of HR and Senior Management to ensure that people with good ethics and with good common sense/decision-making abilities, are brought into the organization, as this helps to increase the asset value of the company, short and especially long term.
The question is, is your organization and HR focused on these issues, from Pre-Hire, On-Boarding, Training and Promotion? Don't you think that they should be? Shouldn't they be part of your Core Values? The decisions made today lead to the sustainability over time.
http://online.wsj.com/article/SB10001424052702303365804576429974256934518.html
Both good decision-making and ethics can help drive engagement in an organization. The reverse can have detrimental effects on an organization's engagement from entry level, to Front-Line managers and to all management levels in an organization. This effects motivation, morale, and indirectly profitability and retention.It is the responsibility of HR and Senior Management to ensure that people with good ethics and with good common sense/decision-making abilities, are brought into the organization, as this helps to increase the asset value of the company, short and especially long term.
The question is, is your organization and HR focused on these issues, from Pre-Hire, On-Boarding, Training and Promotion? Don't you think that they should be? Shouldn't they be part of your Core Values? The decisions made today lead to the sustainability over time.
http://online.wsj.com/article/SB10001424052702303365804576429974256934518.html
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