Telemarketing


Outbound telemarketing is apparently here to stay, certainly for products like magazine renewals as well as for cold solicitations offering a one-issue trial examination offer. The phone also is used with great success in business-to-business direct response, in which the goal is to generate a lead or qualify a lead generated from a space ad or a direct mail offer.

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.

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The Lacking Commitment


Why do so many senior people appear hesitant and half-hearted? Why are the communications concerning change programs so anemic, especially when coming from those who have little difficulty in putting their points across in other contexts?

We have to get at the roots of ambivalence. The reasons for concern, quiet dissent, and reluctance to commit need to be probed:

  • Apparent support may only mean that those concerned are crawlers, bootlickers and toadies. There is often reluctance to accept the reality that all manner of loathsome and self-serving creatures inhabit the corridors of corporate bureaucracy. Their wiles, and the games they play, which are so transparent to outsiders, and destructive of external relationships built upon mutual trust and respect, go unnoticed or are ignored within.
  • Those who appear difficult may be the individuals with intellectual reservations. These could relate to the application of a program in a particular area, or to an initiative as a whole. The objectors could be the ones who have thought it through and uncovered missing elements. An implementation process needs to incorporate a means of listening to, and learning from, those who have valid objections.
  • Also, not all customers have the same preferences. What is added value for one person may be regarded as an expensive luxury by other.

Bland ‘motherhood’ statements suggest people have not thought through what needs to be done. People judge by what they see rather than on the basis of what is said. The informal messages, the examples and the symbols, can undercut formal communications.

Too often the changes of attitudes that are sought are not reflected in the language used by managers, the anecdotes and war stories that make up the mythology of a company, in symbols such as the allocation of parking spaces or use of exercise facilities, and in how a myriad of day-to-day matters are handled. Changing structures and processes may not be followed by attitudes where managers themselves, and particularly senior managers, refuse to act as role models.

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.

Organization’s Specific Capabilities


Successful projects are associated with quality performance (proficiency) by one or more key players in the new products operation. A firm’s key players will vary some, depending on strategy, but we usually see the same bunch. First on most lists is technology. But technology does not mean just in research labs. A technology is a system or set of people and things that permit work. A soft drink bottling system is a technology.

In a virtual tie with technology is a bundle of skills in marketing. The needs and desires of the marketplace are an essential input to product innovation. And the end product must be presented to the end user in a way that stimulates trial and adoption. Just as some marketing firms have lacked technical skills, some technical firms have lacked marketing skills.

A new member of the triad is operations/manufacturing—maybe a factory, a laboratory, a set of carpet cleaning franchisees, an actuarial department in an insurance company, or even the legislature in a government. It is where the good or service is prepared or offered. It could be the classroom where this subject is discussed tomorrow. No matter how well designed or marketed, if the organization cannot deliver on the promised product, success cannot be assured. In the best firms today, manufacturing capability begins its development at the very start of the project, and may even be decided in the strategy if that is where the technology strength is located.

There are some other capabilities needed today, though the list is industry dependent. Two skills are moving up the list—human resource management (HRM) and technology (IT). They both relate to how new product projects are being managed today. HRM people are apparently critical in building the inventory of potential team leaders, and in training those selected for this most difficult task. IT people hold the answer to collocation, the physical grouping of teams that contribute so much to a new product project. Their answer: digital collocation, or the virtual collocated team. On a slightly broader plain, IT also permits effective networking, something we will see actually makes the “company within a company: that new products projects become.

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.

Anticipating Events


Events can develop at a frightening pace. Directors need to ensure they and their companies can monitor and react effectively to rapidly changing circumstances. Apparently healthy situations can quickly crumble. Hence directors need to think through the implications of their actions. Corporate reputations can also erode rapidly. Directors must ensure that people throughout the organization act and behave to protect and build internal and external expectations and perceptions.

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.

Shaping the Corporation


What will be the shape of the new corporation—the company that survives and thrives on the difficult path to the twenty-first century? Will it be a flattened pyramid, a networked cluster, a hollowed-out donut, or possibly even a shamrock?

These and other nonhierarchical possibilities stimulate a great deal of interesting speculation. The art of organization design is at a significant crossroads. Many of its old truisms are coming under fire, and few new proven ones have emerged to replace them. But at least some sense of direction for the new corporation is apparent: It will be a business with few walls. Its structure will minimize barriers between staff thinkers  and line doers, between functions and divisions, and between the company and the outside world.

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

Doing Foreign Business for Wrong Reasons


The wrong reasons for entering a market include; large population, cheap labor, and “Everyone else is going there.” Population does not necessarily mean consumers or a skilled work force, and even a large consumer base does not mean there is an established market. A terrific investment in education and the establishment of an infrastructure for the conduct of business, whether manufacturing or marketing, may be necessary.

Some markets may be too small to support the cost of doing business. It is critical to enter only these markets where you can serve customers to their satisfaction. An inadequate understanding of products due to degree of technical sophistication and language barriers may require special attention to adapt documentation, training and support to the market and customer. Many apparently small markets can be surprisingly active.

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

Management of the Life Cycle


The traditional branching tree control structure within an organization is simply not designed to cope with the ever changing management requirements dictated by the life-cycle changes within a large project. The fact that various input and output measures vary over the project’s life suggests that project management must focus on universal project dimensions such as cost, time and performance (quality).

As an example of how interface problems vary over the life of a project, consider the two functions of R&D and production over the life-cycle of a given product. Before the introduction of the product, R&D must be closely matched with production. R&D may be doing reliability tests which will lead to engineering changes. Production will be doing production design and process planning, which may be affected seriously by engineering changes. Thus, good communication is essential to avoid wasted resources in production.

On the other hand, in the growth phase R&D is likely to be focusing on developing the next product, while production will be ramping up production and producing long runs to avoid production losses due to setups. Thus, there will be relatively little explicit conflict between R&D and production at this phase.

In the decline phase, R&D will be in the design phase on the new product and will withdraw all R&D from the declining product. Production will be heavily involved in cost control. Again there will tend to be no apparent conflict, but good managers will make sure production is adequately consulted on the new design.

It is clear from the example that a full project management structure which focuses on future products as well as current products can help R&D to interact in a more useful fashion.

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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