Focusing Organization


This focus begins when someone at top identifies a set of concerns that require correction. These concerns are of significant importance to the organization, rather than passing operational concerns. They are persistent, undesirable situations that have grown over time and have never been adequately addressed. It is clear that a major effort is required to solve them and that new skill and approaches have to be developed if the effort is to be successful.

 The entire project is planned as a taskforce attack on identified situations; objectives—analysis and correction of the target situations, objectives are defined. This planning cannot be delegated. It is done by top management, since responsibility for the project must reside with those who initiate it. By actively directing the project, top management makes its support of the ideas evident to everyone. By participating in the project throughout its life, top management returns control and ensures success.

 The management works out a comprehensive plan and schedule. The population of individuals who can contribute in solving the target situations is identified by name and position. Workshops are scheduled. It is in the workshops that the participants learn. They apply their skills to analysis of their assigned concerns.

 My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Anima and Animus


Carl Jung wrote about how each woman has a male and a female side, called the anima and animus. As a woman gains more power in business, her male animus increases, which means that her  shift in the internal balance of anima/animus shifts, which leads to a shift in the balance of power between her and a man (with his own internal anima-animus dynamic). This shifting is not only taking place in the interactions between an individual woman and man but also collectively between women and men. On the whole, the dynamics of the relationship between the sexes in the society is being thrown out of whack.

Women must take responsibility for their part in this.

Many women, out of insecurity about their newfound power, as well as, fear of attack for attaining this power and, while women are at it, actual attack for attaining this power, are reaching and overreacting by drawing more and more from their male side for protection. Indeed, there are some women who mistakenly believe that succeeding in business requires imitating men—and even more mistakenly, not nice men.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Women at Workplace


Traditionally, stress-related health problems have been considered a masculine phenomenon. Heart attacks, stomach ulcers, burnout, and strokes were all considered diseases of men in the workplace, and indeed are the reasons why elderly widows outnumber wid-owners by almost five to one. However, with the equal responsibilities women are taking at work now, they are also being exposed to at least equal amounts of stress. If anything, in fact, stress levels faced by career women can be considerably greater than those levels imposed on men.

While women are being given equal hiring opportunities and equal rates of promotion to the middle management levels, they seem to encounter a “glass ceiling” preventing their climb up the corporate ladder. In other words, they have been granted equal access, but not equal ascent. In fact, only 2% of top management in major corporations is female. This reflects a modest advance of women in selected fields such as financial services, telecommunications, retailing, advertising, public relations, and publishing.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Handling Challenging Situations


Challenging situations are critical moments during which customers can be satisfied or lost forever. When you handle dissatisfied customers well, you help retain business and customer goodwill; a successful recovery can even help build customer loyalty. It is important to be focused, personable, and sincere. Keep in mind that a customer’s strong language or angry words are not intended as a personal attack.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, and my Lectures.

Curing Stress


Chances are you know people who complain of stress, and some of them define their problem more sharply as “burn out,” a new psychiatric term that is growing in popularity. Make no mistake, stress seems very real. People spend billions every year on pills, diets, exercise gimmicks, and medical visits to cure their problems. But drugs, jogging, lifting weights, and talking with medical people don’t cure stress.

The real cure is so simple it goes undetected. Very simply – to cure stress, you must attack its cause. And the cause of stress is performing work you do not find enjoyable, challenging, and beneficial to yourself and others. people who complain of work related stress are misfits. Briefly, they don’t like their work. They feel incompetent, bored, out of place, inadequate, mistreated, threatened, or unappreciated.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Lectures, Line of Sight

The Profit Economics


The following information is required, at a minimum, to understand the profit economics of a business:

  1. How many dollars of assets are committed in each stage of each product/market business (e.g., R&D, materials, plant and equipment, finished stock, post-sale support)?
  2. What is the fixed/variable cost relationship for each product/market business, that is, for each dollar of sales, how many cents are attributable to bedrock fixed costs, how many to structured or discretionary costs, and how many to out-of-pocket costs?
  3. How do costs and profit change with swings in volume?
  4. What is the break-even point at current volume and what actions could be taken to bring that break-even point down should volume potential decline?
  5. What is the rate of incremental profit on each added increment of volume? What are the volume points where new increments of structured cost must be added?

A net profit and loss statement (after all allocations) and a balance sheet for each product line are essential for generating answers to these questions. Despite their claim that “we know all that,” very few managers actually have this information readily available.

Actually, most accounting systems are not designed to provide these kinds of statements and the accountants will argue that you can’t get them because many products run over the same machines, a lot of indirect costs can’t be allocated, and so on. To which we say, baloney! Shared fixed and indirect charges often represent the most serious cost problems in business situations where a cost disadvantage exists. And they are impossible to attack in the aggregate. They must be broken down and assigned to a discrete business unit even if done arbitrarily. Then a manager with hands-on responsibility can argue about fairness and whether there is value received for the costs involved. Although this is obviously not a precise exercise, it is effective and essential. Without full cost profit and loss and balance sheet statements managers cannot really understand the profit economics of their business. Further, they can’t make the types of intelligent business decisions and plans so important in today’s environment.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Lectures, Line of Sight

Coping with Frustration


There are three general approaches to coping with frustration: 1) to ignore it, 2) to recognize it, and 3) to attack a non-related target, and a fourth is to change strategies for reaching the goal by going around the barrier, developing new skills, or acquiring new resources. The third general approach—attacking a non-related target—is normally dysfunctional and utilized by those unable or unwilling to accept their frustration and confront their sources directly.

We may respond unconsciously to frustration with one or more of a variety of psychological defences. We utilize these, usually unconsciously, to protect our self-concepts. These defences help us block all the force of more reality than we can take at a particular time. They can also be dysfunctional if they are used too frequently or block us from coping with our problems in more direct and effective ways. A desirable learning goal is to become more aware of the defenses we use and to avoid those that prevent us from dealing with our frustrations as well as we might.

Mild frustration may not lead to anger and aggression, although intense frustration always does. A more pessimistic view would imply that little can be done about choosing when and how we express our frustration. We think much can be learned.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

The Role of Experience


It is necessary to understand how knowledge is transferred to a novice. Textbooks provide novices with a background in a given area and a familiarity with the terminology used by other individuals in the field, but books alone usually do not produce an expert in a specific field. It is important to consider the type of experience that will be obtained and its role in developing expertise.

Certain difficulties exist when people try to gain experience from working with experts. Experts may be able to solve problems well may not be able to verbalize their techniques for solving them. Another difficulty in assessing the development from novice to expert concerns those problem areas that require creativity to generate solutions. For example, in the formulation of new products or new information systems, it is not always productive to look at past situations to find an appropriate method to solve a current problem. Sometimes new solutions are needed. Whether creativity can be learned is certainly open to debate, and there are valid arguments on both sides of the issue. If creativity can be learned, the issue of how to develop it and how to judge when creativity has been learned becomes important.

Overall, if the problem can be solved as a result of experience in the field and there are acknowledged experts available with sufficient agreement on the nature of the solutions, the problem can be attacked through the development of an expert system.

My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

Customer Retention Program


To develop an effective customer retention (CR) program, organization can follow this five-step process:

  1. Determine your current CR rate. It is surprising how few companies know the percentage of customers that leave (the defection rate) or the percentage of customers that they are able to retain annually (the retention rate). There are many ways to measure customer retention. Choosing an appropriate measure provides a starting point for assessing a firm’s success in keeping customers.
  2. Analyze the defection problem. This is a three-pronged attack. First, we must identify disloyal customers. Second we need to understand why they left. There are six types of defectors. Customers go elsewhere because of lower price, superior products, better service, alternative technologies, market changes (they move or go bankrupt), and “political” considerations; (switching motives) can also provide insight here. Third, strategies must be developed to overcome the non-loyal purchasing behavior.
  3. Establish a new CR objective. Let’s assume that your company is currently retaining 75% of its customers. A realistic goal may be to improve client retention annually by at least 5%, to 80%, and to keep 90% of your clients within 5 years. Customer-retention objectives should be based on organizational cabalities (strengths, weaknesses, resources, etc.), customer and competitive analyses, and benchmarking with the industry or sector, comparable firms, and high performing units in your company.
  4. Invest in targeted CR plan to enhance customer loyalty. The cost (potential lifetime value) of a single lost customer can be substantial. This is magnified exponentially when we realize the overall annual cost of lost business.
  5. Evaluate the success of the CR program. As an iterative process, the final phase in designing a solid customer retention plan is to ensure that it is working. Careful scrutiny is required to assess the program’s impact on keeping existing customers. Upgrading current customer relationships may be a secondary business objective. At this point, we gather new information to learn to what extent our CR rate improved. We may need to revisit our benchmarks and further probe isolated causes of defection. CR strategies and tactics will be closely analyzed to determine which methods worked best and those that had little or no impact on keeping customers.

 My Consultancy–Asif J. Mir - Management Consultant–transforms organizations where people have the freedom to be creative, a place that brings out the best in everybody–an open, fair place where people have a sense that what they do matters. For details please visit www.asifjmir.com, Line of Sight

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