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Write You - Innovation and Culture: Necessity isn't the Mother of Invention - Culture is!
Some changes that appear to be very complex are driven by very common principles. Take for example the shift to quality tourism in Spain, how does this process gain momentum?First of all the shift to quality tourism is a response on another trend that changes the scene. First of all there is a move to residential tourism and there is (the longer existing) influence of the budget-flights to popular destinations, like Malaga in the south of Spain. Both trends are interrelated because residential tourism brings in more families and relations that do not reserve a hotel or apartment (but stay in the house of the foreign resident – how will spend its holiday outside the country for a while). Both shifts require an answer from the professional tourist industry.And the answer is: a price increase. The price increase
MANDATE 1: GET CAUGHT WITH YOUR ASSUMPTIONS DOWN
Have you ever been in one of th
If you think only big corporate names need to think about things like brand names, think again. Your brand says a lot about you and your business, and that's as true for a one person home-based operation as it is for a multinational conglomerate. In this article we look at how creating a strong brand for your business can help you set yourself apart from the pack and lay the right foundation for the future growth of your business.WHAT IS A BRAND?Your brand is more than just the logo on your letterhead and business cards or your business name. It is your corporate identity. An effective brand tells the world who you are, what you do and how you do it, while at the same time establishing your relevance to and credibility with your prospective customers.Your brand is also something more ethereal. It is ho
Organizationally speaking, our environment is the organization’s culture - an all-pervasive force that shapes our individual expectations, actions, interpretations and responses to events. There are certain mandates in the culture that make it more natural for members of the organization to innovate. Typically, when you see a list of these, it includes things like trust, communication and risk taking. While those are all valid, they’re a little too abstract to be readily used in leading an organization. Instead, here are three simple mandates that can help you create an environment that supports innovation.
MANDATE 1: GET CAUGHT WITH YOUR ASSUMPTIONS DOWN
Have you ever been in one of tho
The primary reason to exhibit in a trade show is to generate sales leads or contacts for your company. So why is it that the majority of trade show exhibitors say that lead gathering and follow up is the biggest area of improvement needed? The reasons can vary greatly depending on the organizations; however some good up-front planning for both lead generation and follow-up will help alleviate many of the problems that organizations face in making trade show exhibiting successful.Lead Generation PlanningThe key to obtaining leads that can be turned into sales calls (and subsequently sales) starts with a good Lead Retrieval System. Most trade shows make good lead retrieval systems available to exhibitors at a very reasonable rate. These systems generally scan an attendee's badge or card, log the informat
Organizationally speaking, our environment is the organization’s culture - an all-pervasive force that shapes our individual expectations, actions, interpretations and responses to events. There are certain mandates in the culture that make it more natural for members of the organization to innovate. Typically, when you see a list of these, it includes things like trust, communication and risk taking. While those are all valid, they’re a little too abstract to be readily used in leading an organization. Instead, here are three simple mandates that can help you create an environment that supports innovation.
MANDATE 1: GET CAUGHT WITH YOUR ASSUMPTIONS DOWN
Have you ever been in one of th
Any multi-department organization such as companies find it hard to adjust to any organizational change or any program that involves any form of behavioral intervention. This behavior of skepticism, distrust and resistance to adapt to new methods is collective and finds its roots in individual units and, ultimately, to individual employees. Changes in established work procedures and job routines usually cause tension between management and employees. These tensions more often than not, result to great company loss and puts the entire organization at a disadvantage to the neighboring competition.When a company or an organization is planning to go into and adopt lean manufacturing, necessary preparations have to be made in order to maximize the full benefits of lean manufacturing.Organizational Group Inte
MANDATE 1: GET CAUGHT WITH YOUR ASSUMPTIONS DOWN
Have you ever been in one of th
It's been a difficult year for the label manufacturer. Price pressure has increased and margins have been under steady pressure. The consumer wants a bargain and labellers are under pressure to provide budget solutions in an ever more competitive marketplace. Naturally, this worms its way down the chain of supply and almost everyone in the self adhesive labels industry is feeling the pinch. At the same time, manufacturers of packaged goods are striving to provide the consumer with an even wider range of products and variants. Larger stock-keeping units in turn means shorter runs for the label printer.Most label printers spend approx 50% of their time on changeovers with label manufacturers going all out to come up with solutions to reduce these crippling set-up times. This is simply dead time for t
MANDATE 1: GET CAUGHT WITH YOUR ASSUMPTIONS DOWN
Have you ever been in one of th
I’ll admit it up front. I was a lousy secretary. It wasn’t for the lack of trying. It was just because it was a bad fit for me, but it took me years of being a secretary to convince myself.Other secretaries in my department could organize circles around me. They could manage a 55-line telephone with one hand, word-process a memo with the other, and do the filing with their feet. They didn’t freak out when their boss dumped a three-day project on their desk with orders to have it ready in an hour. They knew when everyone’s birthdays were, and they remembered to change the water in the flower vase on their desk.Not me. My typing looked as if it were done by foot, calls I answered ended up on hold for years, and the filing was perpetually 6 months behind. I freaked out when my boss came within two miles
MANDATE 1: GET CAUGHT WITH YOUR ASSUMPTIONS DOWN
Have you ever been in one of those meetings where people aren’t really talking to one another and the discussion goes around in circles?
I was recently working with the executive team of a technology start-up – very smart guys. They wanted to speed up their decision making process. During an offsite, a strategic issue came up. I could tell immediately that the discussion was one of those circular muddles. After about ten minutes, I asked them how much of what they had just heard was “new news” – information that hadn’t been discussed before in this group. The answer? About ten percent! Imagine how much time they were wasting if ninety percent of what they were discussing was old news!
I re-started the discussion by asking them to tell me only the known facts. A team member would put out a fact. I would ask others if it was really a fact. Some pretty wild debates ensued. Af
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