Can Your Employees Push Back? 3 Steps to Handle a Crisis Like a Fighter Pilot. People Crave Autonomy More Than Any Perk. How to Be Happier at Work: 10 Tips. Happiness--in your business life and your personal life--is often a matter of subtraction, not addition.
Consider, for example, what happens when you stop doing the following 10 things: 1. Blaming. People make mistakes. Employees don't meet your expectations. So you blame them for your problems. But you're also to blame. Taking responsibility when things go wrong instead of blaming others isn't masochistic, it's empowering--because then you focus on doing things better or smarter next time. A marriage in supercomputing land: Cray acquires Appro for $25 million in cash. 9 November '12, 12:40pm Follow Two super-duper computing firms are to become one as Cray today announced that it has agreed to purchase Appro International, a privately-held developer of ‘scalable supercomputing solutions’, for approximately $25 million in cash.
The acquisition price assumes at least a $3.5 million net working capital balance at closing, sans debt. Headquartered in Silicon Valley and currently the #3 provider on the Top100 supercomputer list, according to the release, Appro has builds advanced high-performance computing (HPC) cluster systems. The company was founded in the early 1990s. Notably, Intel acquired Cray’s high-performance computing interconnect program back in April 2012. Comments Peter Ungaro, president and CEO of Cray: The Timeless Strategic Value of Unrealistic Goals - Vijay Govindarajan. By Vijay Govindarajan | 10:00 AM October 22, 2012 Gary Hamel and C.K.
Prahalad’s 1989 HBR article “Strategic Intent” brought about a discontinuous shift in my career — from a professor of accounting to a researcher on strategy and innovation. As an idea, strategic intent is about setting a bold and ambitious goal, out of all proportion to a firm’s current resources and capabilities. Strategic intent takes the long view: the act of such intent is to operate from the future backward, disregarding the resource scarcity of the present. How to Minimize Your Biases When Making Decisions - Robert F. Wolf. By Robert F.
Wolf | 11:00 AM September 24, 2012. Strategy & Planning Are Not Optional. The late Alex d'Arbeloff, founder of Teradyne, an electronics equipment supplier, introduced me to the term the "walking dead.
" At the time, I was working for a company he had invested in, one that he put into this category. He explained it like this: A "walking dead" company is one that brings in enough revenue to keep going but never enough to take off. Since then, I've come to understand how companies end up in this awful predicament. In a desire to stay afloat, they chase revenue, any revenue. That means they end up taking on work that isn't particularly strategic. Walking dead companies think that the problem is cash. Engagement Isn’t Enough. As leaders, we often miss critical indicators that can improve the likelihood of organizational and personal success.
Consider the ubiquitous employee satisfaction survey, which is usually administered once a year and, as long as the scores are respectable, crossed off the corporate must-do list. Typically, these surveys measure employee engagement levels. But as Adrian Gostick and Chester Elton explain in the excerpt below, that’s not enough. They rightly contend that employee energy and enablement are as essential to high levels of performance as engagement. As I think back on projects that I have been associated with, it is clear that every success and failure was due not only to the level of engagement among team members but also to their energy level and the degree to which they felt enabled (or empowered) to achieve their goals.
PACE Model for Cash Flow. In the first three articles, How to Weed Out Apathetic Employees, How to Silence Negative Employees, andHow to Keep the Momentum Going, we have been pretty hard on the team.
By now you may have brought in new talent as well as identified the talent that you want to keep. This next phase is tough. Remember that motivation comes from inside and as leaders all we can do is create an environment where people can motivate themselves. Leaders will emerge and they may not look like you. Just make sure the effort is focused in the same direction.
Turnarounds generally revolve around cash-flow. We developed this PACE model to help in key areas of the business. Once you forecast the trouble spots, utilizing this PACE model can help get you through. Primary o Utilize operational revenues and expense control to self-fund. Alternate o Establish key vendor relationships that allow you to age payables during a trough. SimpleFeed - RSS Publishing and Feed Analytics for Marketing, eCommerce, Financial Services and Media & Publishing. Marginally subversive. I came across this slideshow on reception theory on SlideShare on Reception Theory.
And it was a very interesting, clear read.
Things that will make you go hmmm. The state of planning 2010 - experimentalist. Finance. The 1% Rule. Twenty Lies You'll Hear on a Job Interview: 11. "I'm Not the Principal Decision-Maker" If this statement comes from your hiring manager, ask yourself "Why the heck not? " and if you’re feeling your oats that day, ask the question aloud as well. Twenty Lies You'll Hear on a Job Interview: 9. "We Don't Have Office Politics Here"