On human activity which is yet to be organised in corporate professional structure is meditation. We should think about providing equate space and time for all employees so that they might meditate. Meditation is a forgotten ressource in the corporate world.
It is difficult sometimes to really put the finger on what is wrong. I don’t usually do this, but in this day of User Experience, one wonders if anyone one the decision making side is living in the real world. I am not saying that there is such thin as a real world, just that the common “real world” sensation is what we can call a user experience.
Why do we start a business?
I hear or read many points of views on the subject. Mostly, starting a business is done for the possible immediate foreseeable consequence in case of success: Money. Then the goal becomes success.
People doing great things in my sphere of conscience show me that this seems to be the going metric. Success.
Like Tom Waits, many of us feel that inspiration comes from outside of us... If this is true, and it is, then there is no way of institutionalizing creation. There is no way of controlling innovation. Rather the organization of any company wishing to innovate should reflect this truth and allow innovation to be caught when the wave comes rolling in.
There are many, if not the majority, of leading companies out there with publicized CSR charts and statements. CSR is an integral part of today’s way of doing business. Consultants and business advisers, lawyers, financial experts… many tell and show us the benefits of CSR from their specific point of view.
With this much social conscience, why are we still witnessing growing inequalities, increasing pollution and contamination, financial scandals at the highest corporate levels and corruption?
Have you ever heard the phrases:
“Keep it simple and stupid.”
“Less is More”
This type of advice, which seems rather basic and powerful, is really of not much use at all. Not that simplicity isn’t a virtue… It very clearly is. It is just that implementing it is a very tricky proposition, for one very simple reason: simple with respect to what?
When dealing with management, simplicity can refer to many things: KPI, structure, hierarchy, products, communication, and just about everything else. However I often find that complexity is unavoidable. I also very, very often find excessively complex systems that can greatly simplified.
I have always been interested in “sustainable” as it could pertain to economy and business. I am therefore interested in “Holistic” as it could be related to industrial and business management. After all, what is good for individual health, or the agricultural industry should be good for business health.
The first thing to understand about “Holistic” is that it is a concept; it is neither an idea nor a recipe. It has no “RIGHTs and WRONGs”, no “DOs and DON’Ts”.
This concept, I believe can only “felt”. I cannot be understood as math or logic can. It is of “Essence”, of “Being”, not of any metric or of any action.
I will draw here a parallel between living, breathing organism, and a business. A business is an entity of its own. It has a legal existence, owns things, acts, and sometime spawns and reproduces (especially in Franchise business models). It can be sick, and when it is, “doctors” are called to diagnose and cure the patient. Sometimes they can’t succeed and the business dies.
There is a reason for it, today is the CEO’s Birthday.
I am referencing a post by Guilhem Bertholet “Les principales causes d’échec d’une startup…” (The main causes of failure in a start-up). I like this post because it contains only 9 points out of 10, which makes it an original “10 best” or “10 worst” type of list. Also because it focuses on more human and personal aspects than many lists which mention capitalization, education or market sector.
Planning is one of the big issues in anything. The quality of the plan determines the quality of the outcome. No question there. But as for everything, it is how this rule is interpreted that can change everything.
A plan is like a roadmap. It tells where the exact location that you wish to go to is located and it tells you where you are. It also gives you the different routes to get there, and proposes the best. But the map is NOT the territory.
We are living in times of transformation, not in times of crisis.
A crisis is a short-term accident, and things can continue as before once the crisis is over. Transformation is a long-term change that does look like a crisis as we look at the short-term effects taking place when the system adapts and shifts.
This transformation that we are seeing concerns the way central decisions and processing are being treated. Autonomous Local decision-making is becoming stronger and stronger. This can be seen in part by the way technology based companies are creating social organizations with a greater geographical scope and population than before. People are organizing, learning, comparing on a grand scale.
The global markets have created a need for local identity and uniqueness that says “its me”. This is particularly important in a world where every shopping mall is identical, no matter where you go on the planet.