Why is the Philippines one of the fastest growing economies in Asia and the world today?

Looking forward to the future of business

Its no longer lagging behind its neighbors.   Its $3,800 GDP per capita behind Vietnam and Indonesia.   

PHL was keeping pace with India, Indonesia, Vietnam.

During the time of Benigno Aquino, growth neared 7%.  At the time of Duterte it was only 6%+

Who wants to be a millionaire?

Why did IBM fail; who killed IBM

Looking forward to the future of business

While you cant drive a car looking at the rear view mirror, you have to look at the back up camera or mirror when backing up.   It certainly helps you navigate the future by learning from the past/history.

We should remember that IBM failed in its  business because of

1. Bureaucracy

2.  Related to 1 being out of touch with reality, competition and customer  

3.  Bad choice of leaders and CEO.  

You should not have this kind of structure.   Management

How do you develop leadership? By building relationship

From Lead Change group  by Joshua Uebergang   |  February 27, 2014

Leadership is about capturing the minds and hearts of followers/associates?

How do you do it?

1.  Go down to the experiential level

2.  Search for the emotion

3.  Relate to this

Change take place when you make the people feel good about themselves.

Wanting to change is the biggest stumbling block to progress.  Leadership is the key to change/progress.

How do get recognized as a leader?

From Smarblog on Leadership by Dan MacArthy | February 27, 2014

Is it just ok to do your job, and that is it, eventually you will be recognized as a leader and be promoted?

False.  You must be recognized.

But isnt just tooting your horn,  or just like being a black bird  (a crow, always announcing its name?)

Thus it is always important to report to you boss, and give complete accounting of what was assigned to you.  He gets a clearer picture of your ability to understand and execute

Here are some tips:

1.  Propensity to lead;

2.  The ability to bring out the best in others

3.  Authenticity

4.  Receptivity to feed back

Read the rest of the article:

According to research by the Corporate Leadership Council, performance was found to be more of a “gatekeeper” to being even considered for promotion to the next level. That is, 90% of “high potentials” were strong performers. So, yes, being great at whatever you are doing matters. If you’re a poor or average performer in your current role, you’ll never be considered for higher-level responsibilities. While we all like to think of ourselves of being a top performer, the reality is, most of us are not. So step one, especially early in a career, is to establish a consistent track record of strong performance.
However, only 29% of high performers have what it takes to succeed at the next level. Other factors come into play when it comes to predicting success at the next level, including aspiration (willingness to take on new, higher-level responsibilities), engagement (your commitment and willingness to go the extra mile), and ability (a combination of innate characteristics and learned skills).
The good news is, many of the abilities that organizations look at to evaluate leadership potential can be learned. According to Development Dimensions International, employees that demonstrate the following abilities have a strong chance at being successful in a senior leadership role:

1. Propensity to lead. They step up to leadership opportunities.
2. They bring out the best in others.
3. Authenticity. They have integrity, admit mistakes, and don’t let their egos get in their way.
4. Receptivity to feedback. They seek out and welcome feedback.
5. Learning agility.
6. Adaptability. Adaptability reflects a person’s skill at juggling competing demands and adjusting to new situations and people. A key here is maintaining an unswerving, “can do” attitude in the face of change.
7. Navigates ambiguity. This trait enables people to simplify complex issues and make decisions without having all the facts.
8. Conceptual thinking. Like great chess players and baseball managers, the best leaders always have the big picture in mind. Their ability to think two, three, or more moves ahead is what separates them from competitors.
9. Cultural fit.
10. Passion for results.

So, I’d suggest evaluating yourself against these characteristics and see where you stack up. Of course, there are limits to self-assessment (we tend to be clueless as to how we are perceived by others), so it’s even better if you can get some candid feedback from your boss or others.
Then, identify one or two things you need to get better at and create a development plan to address those areas. I’d recommend sharing it with your boss, for a number of reasons. First of all, to get feedback, and secondly, to get additional ideas and support. Finally, going back to the “aspiration” component of potential, to show that you’re interested in leadership development and willing to do what it takes to learn and grow.
Just one more thing when it comes to “tooting your own horn.” That’s something many of us are not comfortable with, and no one wants to be seen as a self-promoting blowhard. It’s always better when other people toot your horn for you. That is, your boss and decision makers are hearing good things about you behind your back, from your peers and others.
Given that, managers, as much as they should, are not always aware of every one of their employee’s accomplishments. It’s up to you to humbly let them know on a regular basis during your regular meetings, and especially during your annual performance review. A lot of managers will ask for performance review “input” — this is the one time per year that you are allowed to loudly toot that horn.
It’s the lucky few that can just consistently shine and get picked for one plum role after another. The rest of have to work hard at it, do a little self-promotion, and have the confidence to ask for it when the opportunity presents itself.

Bill Marriott 12 Secrets of Success

From Marriott on the move  | February 25, 2014

Here are the 12 leadership success secrets of Bill Marriott (the famous hotelier).  They excel in hotel management. (rather than hotel ownership)  Sofitel and another Spanish firm, do good business managing hotels.

The elder Marriott that anything is never perfect.  You can keep on improving this.  He is known to have signed up for the next one, after installing the newest sign.  Nothing is ever perfect and can be improved

Here are some of the rules:

1.  Do it and do it now

2.  Celebrate the success of your associate, not yours.

3.  Know what you are good at and keep on improving

4  Take good care of your associates and they will take good care of you.

5.  Challenge your team to do better each time

Read the rest of the article:

Stay interviews from Smarblogs

How to get your star employees to stay:

How to get top talent from walking out of the door?  From smartblogs

#besthrpractice, #freebusinesstips

 It is very usual that the employees you like dont continue their application or leave your office.  This post suggests a tool, stay interview to get the departing employee to stay, to solve problems not necessarily by offering them a better pay.  Employees walk out because they do not like the current boss.  (In the call center, they are kind of greedy because they simply take the signing bonus and go.

Old school strategy is dead; involvement engagement, entrepreneurship, is the new school strategy

This idea is an offshoot of reading Leafrogging the Competition by Oren Harari  Ph.D.  From 1984 to 1996, he was senior consultant of Tom Peters Group (author of books like Passion for Excellence)

1.  Old School Strategy

Old school strategy is dead or obsolete.  And yet they continue to dominate the agenda of board rooms and the curriculum of business schools. In the school where I teach, strama paper is the capstone of the graduate school

Here is what others say on old school strategy: ( page 50 Leapfrogging the Competition)

"All strategy melt in the face of battle"

"No battle plan survives contact with the enemy -  Gen. Colin Powell

"A good deal of corporate planning is like ritual rain dance, it has no effect on the weather that follows, but those who engage in it think it does"   -  Brian Quinn, Darmouth

"Strategic plans are forecasts of past historical trends and rarely anticipate new opportunities " - Arthur Andersen director.

How does this relate to Peter Drucker's teaching that we must focus on results;  and that means focussing on the future;  we rarely see that in strama.   (What must consult seers, or crystal ball experts?}

Thus says Harari, traditional old school strategy planning:

      l.  is harmful

     2.  is static

     3.  rigid

     4. complicated

     5.  uninspiring

     6.  is arrogant.

Thus in GSB, we see a lot of students fail, or get confused with the mechanics of Strama tools:  the grand strategy, IFE, EFE.  The conclusions are usually stale and generic:    market penetration, market development, divestment, concentric diversification, and hardly are students able to come up with new, differentiated, unique plan.  Business plans for entrepreneurship elective are more exciting and  innovative.

2.  Rearview mindset

The strategic planning now practiced,  is predicated on the assumption that looking at past data will give you insight into the future, like driving a car by looking at the rearview mirror.

What? Predicting in linear fashion the future which could be disruptive.?  Frederick Hayek in the American Economic Review calls this "fatal conceit" of managers.  He is a Nobel Laureate.  He says that the no one can fully know or measure the complex nature of the market.

Corporate intelligence expert Herbert Meyer supports this conclusion saying that your conclusion about the business/environment suddenly lose validity.  The premises/observation on technology, markety, society, geopolitics, etc, may be valid/appropiate today, but tomorrow may be irrelevant because of the rapid change

Strategic planning as understood in the past, is a sacred cow and can be outright dangerous to business health

3  Me too strategies

Predicting the future of the company from a set of same data usually results in "me too" product or strategies.  Fagan from Harvard says that most strategies would have its objective defeating the competition with a unique differentiated product. So with Seth Godin.  Be the purple cow (unique product) or be ignoreable

4.  Mergers and acquisition

     Many big businesses have gone on merger and acquisition spree.  This is true for many banks in Japan and US.  This is to grow the branch network and reach market, achieve economies of scale, based on the assumption of synergy.  But many mergers fail.

    Why are mergers part of many corporate strategies?

    1. Assumption is bigger is better

    2.  Synergy

    3.  Bigger market share, sales, profits.

    4.  Peter Drucker, the management guru says because it easier.  Growing the business organically is harder;  buying an existing business is faster and easier.  Overnight, you have more branches more staff

   5.  Freudian, ego of management -  mine is bigger than yours.

   Why do mergers fail?

   It is like asking two Godzillas to mate and produce a gazelle

   1.  Too big means that there is too much inertia for the large companies to serve customers and defeat the competition;

   2.  Clash of cultures and internal wranglings as to who will head a unit or be downsized.

   3.  The big problems of two big companies are doubled/compounded.

   4.  According to Warren Buffet, he observes that the stock price of the acquiring companies suffer.

     Thus past mergers saw failures, eventual divestment of the acquiring companies.  Bigger is not necessarily better

5. Spread sheet mentality

   CEOs and top guys who have nothing but ROI in their mind eventually lose out.  Those who watch out Wall St. eventually find themselves off the wall but at the gutter.  They neglect markets, products, customers.  The numbers are the results rather than the end of all business activities.

    Drucker correctly notes that the primary purpose is to create customers

    Those who come to the business with just $ dollars in their mind, end up like pirates and robber barons.  Profit maximization is no longer the name of the game,  CSV corporate shared value is the new replacement for obscene capitalism, says the Harvard Guru himself  -  Michael Porter

Alternatives to old school strategic planning

       1.  Creativite synthesis, collabaroration  and entrepreneurship

McGraw University  Henry Mintzberg espoused that  creative synthesis as the key to business success.  Creative synthesis consist  of:

     1.  information

     2.  resources

     3.  peoples creativity

     4. commitment

Other translation:   collaboration, teamwork, and collective entrepreneurship ensure business success. 

Alternatives to old school strategic planning

     2.  Business Model Improvement by Alex Osterwalder

     Changing the business model (revenue, cost model, primary target market, key resources, activities and partners, customer link and customer bond) enables many companies to meet competition head on change products and processes rapidly.  The BMI enable multinationals wishing to compete in emerging markets adjust.

     3.  Collaboration instead of competition

      Collaboration among suppliers and companies even with competition enable  filling in the demand, the supply chain requirements like the bolt in bolt out Voltes 5 cartoons.  They combine and then uncouple after the supply contract is over.  And thus save on large fixed asset and infrastructure.  The world is flat enablers allow this to happen.

Coopetition is now the name of the game;  price war with the competition, being motivated by number and number 2 paradigm is the thing of the past.  Coopetition, cooperation, collaboration works and is now the name of the game.

     4.  Focusing on opportunities (entrepreneurship)

     Opportunity seeking, screening and seizing are important topics on entrepreneurship elective.  They should be important topic in strategy.  They are:

    External:   products, market, customer, customer satisffaction

    Internal:    business process, materials, manpower, productivity quality service enhancement,

    5.  Strategic conversations

          "Making kuwento" handing down stories are important and powerful tools in communicating values, vision, and mental models.  I have heard this often from TMC CEO Dr. Bengzon, and AdeMU President Fr. Ben

          Harari prescribes constant conversations but more on hard issues by top management with their people;

         These questions can be asked:

         1.  Why are we here?

         2.  What is our purpose,

        3.  Who are our customers and how do we serve them?

        4. What makes our organization unique;  How do we maintain and even improve that uniqueness.

        5.  What makes our product and service unique?  How do we maintain that uniqueness?

        5.  Who are our competitors?  How do we beat them?  How do we utilize them to serve the market better

       6.  What if any,  prevent us to be successful?

       7.  How do we remove the hindrances?

       8.  What are our definition of success?

       9.  How do we become successful

      10. What is our mission?

      11. What are our beliefs?  (norms and values)

      12. What are our principles?

      Areas to be probed by strategic conversations:

     l.  commitments

     2. new ideas,

     3. critique of decisions

     4.  alternatives,

     5.  sharing learning

     6.  implementation problems

6.  Mental models

       

       According to Peter Senge in his book, Fifth Discipline. the first step towards strategy is changing the mental models.  Without this, you can not force commitment nor action  towards the direction set.

     According to Arie de Geus, former chief planner of Royal Dutch Shell, the purpose of strategy is not to make plans but to change mental models, to provide a template to quickly evaluate opportunities and opportunities and make strategic right choices everyday.  

7.  Role of leadership

     Leadership, according to Harold Geneen, the ertswhile boss at ITT says that leadership contributes to 70% of the bottom line.  Therefore leadership must be enlightened, passionate, and creative.

    Harari prescribes leadership to be: 

    l.  Exciting  (world class)

    2.  Cohesive  (promotes unity)

    3.  Ever evolving (innovating, alive with new ideas)

8.  Always organize around your customers 

      1.  Always have someone report on what the customer wants and needs are;

      2.  Monitor customer complaints;  you can learn zillions from them.

      3.  The starting and end point of all processes and resources is to serve the custmers.

      4.  What to do with abusive customers who are dishonest and make unreasonable demands, and are disruptive;   they are no longer customers.  Harari advise to get rid  of them and have the law deal with them

What do you think of these new ideas? 

Are they disruptive?

Do you agree with HBR that traditional strategy is dead?

Nilofer Merchant - disconnect between MBA strategy and business reality 

--

Jorge Saguinsin

"Getting higher and stronger"

12 Non-caffeinated Ways to Wake Up at Work

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A leader's guide to staying in touch with employees

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Date: Thu, May 9, 2013 at 10:42 PM
Subject: A leader's guide to staying in touch with employees
To: profjorge.entrep@gmail.com

You can't force-feed people Oreos, says Mondelez CEO | 8 ways to stop being so average | Employees with autism give us an advantage, Danish company says Created for profjorge.entrep@gmail.com |  Web Version   May 9, 2013 CONNECT WITH SMARTBRIEF       SIGN UP | FORWARD | ARCHIVE | ADVERTISE Leading Edge Sponsored By You can't force-feed people Oreos, says Mondelez CEO Mondelez International -- formerly Kraft Foods -- is learning to be more flexible as it expands its global reach, says CEO Irene Rosenfeld. Instead of taking U.S. products such as Oreos and inflexibly trying make it popular in China, Mondelez is adopting a more adaptive strategy that caters products to local tastes. ""When we allowed our local managers to redesign our product for the local taste and local customs, we had a phenomenal turnaround," Rosenfeld says. 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Prof Jorge Saguinsin

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