How to Make Good Decisions ... Faster Take a look at this paragraph: Cna yuo raed tihs? I cdn'uolt blveiee taht I cluod aulaclty uesdnatnrd waht I was rdanieg. The phaonemnel pweor of the hmuan mnid, aoccdrnig to a rsereeachr at Cmabrigde Uinervtisy, it dseno't mtaetr in waht oerdr the ltteres in a wrod are, the olny iproamtnt tihng is taht the frsit and lsat ltteers be in the rghit pclae. Tihs is bcuseae the huamn mnid deos not raed ervey lteter by istlef, but the wrod as a wlohe. Azanmig, huh? Isn't it astounding how easily you can decipher words with information that is ambiguous, garbled or less than complete? The 80/20 Rule is pervasive in our world: 80% of traffic jams occur on 20% of roads.80% of beer is consumed by 20% of drinkers.80% of classroom participation comes from 20% of students.80% of profits come from 20% of customers. Applying the 80/20 Rule to your thinking can help you make smarter, faster, more intuitive decisions. Specifically, here's how you might apply the 80/20 Rule to your next decision.
Mission and Vision Statements - Strategy Skills Training From MindTools.com Unleashing the Power of Purpose How to create mission and vision statements, with James Manktelow & Amy Carlson. Imagine going to work each day, full of purpose and conviction. You strongly believe in your organization's values, and you are passionately committed to its mission. Because you understand the good that your organization does in the world, you love what you do. You're happy to come into the office, and you put your heart and soul into your work, because you know it matters. People can be genuinely inspired if their organization has a compelling vision and a clear, worthwhile mission; and these can be powerfully expressed in well-crafted mission and vision statements. These statements can be highly motivating when they are expressed clearly and with intent, and when they are communicated effectively to everyone in the organization. In this article, we'll explore how you can write motivating mission and vision statements. Mission and Vision Statements Explained Purpose Application
Why aren’t more business leaders online? Tools for Decision Analysis Tools for Decision Analysis:Analysis of Risky Decisions Para mis visitantes del mundo de habla hispana, este sitio se encuentra disponible en español en: Sitio Espejo para América Latina Sitio en los E.E.U.U.Making decisions is certainly the most important task of a manager and it is often a very difficult one. This site offers a decision making procedure for solving complex problems step by step.It presents the decision-analysis process for both public and private decision-making, using different decision criteria, different types of information, and information of varying quality. It describes the elements in the analysis of decision alternatives and choices, as well as the goals and objectives that guide decision-making. The key issues related to a decision-maker's preferences regarding alternatives, criteria for choice, and choice modes, together with the risk assessment tools are also presented.To search the site, try Edit | Find in page [Ctrl + f].
Strategic planning Growing a business means taking many decisions about the way you want to expand your operations. Creating a strategic plan is a key component of planning for growth. It will help you prepare a realistic vision for the future of your business and in doing so can maximise your business' potential for growth. A strategic plan should not be confused with a business plan. A business plan is about setting short- or mid-term goals and defining the steps necessary to achieve them. This guide sets out the basics of the strategic planning process. The purpose of strategic planning The purpose of strategic planning is to set your overall goals for your business and to develop a plan to achieve them. Why strategic planning matters more to growing businesses Taking the decision actively to grow a business means embracing the risks that come with growth. The difference between strategic planning and writing a business plan The three key elements of strategic planning Where is your business now?
Tetradian Books » Blog Archive » Power and Response-ability Published: July 2008 Suggested price: £25.00 Preview: see: Buy print edition from: Buy e-book edition from IT Governance “Many of the common concepts of power in business are so close to perfectly wrong that it’s amazing any work happens at all…” The physics definition of power is ‘the ability to do work’; most social definitions are closer to the ability to avoid it. This enlightening and enlivening book explains the interplay of power, property and responsibility in the business context – how it works, why it doesn’t, and what to do about it. how to identify power in the workplace – both functional and dysfunctionalhow to enhance responsibility and ‘response-ability’ at workhow to resolve differences of scale, from ‘I’ to ‘We’ to ‘Us’ to ‘Them’how to avoid ‘power-traps’ that could put the enterprise at riskhow to design systems that improve purpose-fulfilment, relationship-management and knowledge-technology in the enterprise
10 Common Time Management Mistakes - from Mind Tools.com Avoiding Common Pitfalls Learn how to overcome several common time management mistakes. How well do you manage your time? If you're like many people, your answer may not be completely positive! Many of us know that we could be managing our time more effectively; but it can be difficult to identify the mistakes that we're making, and to know how we could improve. In this article, we're looking at ten of the most common time management mistakes, as well as identifying strategies and tips that you can use to overcome them. Mistake #1. Do you ever have that nagging feeling that you've forgotten to do an important piece of work? The trick with using To-Do Lists effectively lies in prioritizing the tasks on your list. If you have large projects on your list, then, unless you're careful, the entries for these can be vague and ineffective. You can also use Action Programs to manage your work when you have many large projects happening at once. Mistake #2. Mistake #3. Mistake #4. Mistake #5. Tip:
Operating Plan Development Process - The Duke Entrepreneurship Manual: A Resource for Entrepreneurs The Operating Plan stage consists of three sections. Core competencies: Based on the proposed foundation for sustainable competitive advantage for the venture, this will be an analysis of the core competencies (functions and capabilities) that must be internal to the firm. This analysis will guide which functions can be outsourced or achieved through partnerships.Elements of the operating plan: This section is the heart of the analysis. There are three documents that together represent the companies operating plan:Company timeline: What things will the company accomplish and when?Staffing plan: Who will the company hire (i.e., what skills and experience) and when? Detail This section will detail the questions the entrepreneur should be asking as he/she pulls creates an operating plan for a new venture. Core competencies In today’s business environment, there is no activity that cannot be contracted for. The answer we suggest here is threefold. Elements of the operating plan Financing plan
Which Best Practice Is Ruining Your Business? - Freek Vermeulen by Freek Vermeulen | 11:00 AM December 3, 2012 For many decades, newspapers were big; printed on the so-called broadsheet format. However, it was not cheaper to print on such large sheets of paper — that was not the reason for their exorbitant size — in fact, it was more expensive, in comparison to the so-called tabloid size. So why did newspaper companies insist on printing the news on such impractical, large sheets of paper? When finally, in 2004, the United Kingdom’s Independent switched to the denounced tabloid size, it saw its circulation surge. When I looked into where the practice had come from — to print newspapers on impractically large sheets of paper — it appeared its roots lay in England. Everybody does it Most companies follow “best practices.” One reason why a practice’s inefficiency may be difficult to spot is because when it came into existence, it was beneficial — like broadsheet newspapers once made sense. The short-term trap Self-perpetuating myths
What Kind of Leader Do You Want to Be? It’s the question missing from so much of leadership development: “What kind of leader do you want to be?” We facilitate and encourage self-awareness among up-and-coming leaders (what kind of leader you are), get them to map their journeys so far (what has made you the leader you are), share knowledge and ideas (what kind of leader you should be), and help them acquire new skills and adopt new behaviors (this is how you can become that kind of leader). But we don’t focus strongly enough on arguably the most central components to successful leadership – leadership intent (the kind of leader you want to be) and impact (the legacy you want to leave). As a shorthand, I refer to these two components, combined, as your “leadership footprint.” In my experience, many have thought about their leadership footprint at some point, but few have defined it clearly enough to guide their behavior and evaluate their “success.” Here’s an example of how this looks in action.
Veja como startups podem ajudar sua carreira - Portal TraineePortal Trainee Os startups estão intimamente ligado à perfis empreendedores e são considerados o “emprego dos sonhos”. O que mais chama a atenção no novo modelo de negócio é o desafio de introduzir um novo produto ou serviço no mercado e o ambiente que acompanha o ritmo de crescimento. Veja abaixo 6 vantagens de se trabalhar com startups: 1 – Você coloca suas próprias ideias em prática Em uma startup, tudo está em processo de construção e todos estão abertos a aceitar sugestões. Se você tem uma boa ideia, a aplicação acontece muito rápido e muitas vezes você mesmo pode fazer acontecer. 2 – Na startup nada é igual Todas as empresas têm problemas que nunca mudam. 3 – Você assume responsabilidades Em uma empresa pequena, todo mundo assume responsabilidades e colabora nos processos críticos da empresa. 4 – Você pode alcançar o tão sonhado sucesso na carreira Quem entregar resultados, vai mostrar o quanto está pronto para assumir novos desafios. 5 – O clima é diferente Outras informações: Lorena Torres
Buys Eloqua Redwood Shores, Calif. – December 20, 2012 Oracle today announced that it has entered into an agreement to acquire Eloqua, Inc. (NASDAQ: ELOQ), a leading provider of cloud-based marketing automation and revenue performance management software for $23.50 per share or approximately $871 million, net of Eloqua’s cash. Eloqua’s modern marketing cloud delivers best-in-class capabilities to ensure every component of marketing works harder and more efficiently to drive revenue. The combination of Oracle and Eloqua is expected to create a comprehensive Customer Experience Cloud offering to help companies transform the way they market, sell, support and serve their customers. The combined offering is expected to enable organizations to provide a highly personalized and unified experience across channels, create brand loyalty through social and online interactions, grow revenue by driving more qualified leads to sales teams, and provide superior service at every touchpoint. About Oracle Trademarks
Elton Mayo and Hawthorne Effect - Studies in Motivation The Hawthorne Studies (also knowns as the Hawthorne Experiments) were conducted from 1927 to 1932 at the Western Electric Hawthorne Works in Cicero, Illinois (a suburb of Chicago). This is where Harvard Business School professor Elton Mayo and Fritz Roethlisberger examined the impact of work conditions in employee productivity. Elton Mayo started these experiments by examining the physical and environmental influences of the workplace (e.g. brightness of lights, humidity) and later, moved into the psychological aspects (e.g. breaks, group pressure, working hours, managerial leadership) and their impact on employee motivation as it applies to productivity. In essence, the Hawthorne Effect, as it applies to the workplace, can be summarized as "Employees are more productive because the employees know they are being studied." Additionally, the act of measurement, itself, impacts the results of the measurement. The Hawthorne Experiments and Employee Motivation Relay Assembly References: