Core Values


The professional and the institution for which the professional works should compile a relatively brief list of core values. These are values that help determine what the priorities are and how one aspires to act. Ten core ethical values are described:

  1. Honesty (truth telling, candid, openness)
  2. Integrity (act on convictions, courageous, advocacy, leadership by example)
  3. Promise keeping (fulfilling the spirit of commitment)
  4. Fidelity (loyalty, confidentiality)
  5. Fairness (justice, equal treatment, diversity, independence)
  6. Caring (compassion, kindness)
  7. Respect (human dignity and uniqueness
  8. Citizenship (respect for law, social consciousness)
  9. Excellence (quality of work)
  10. Accountability (responsibility, independence)

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.

Deming’s 14 Obligations


Many people helped develop quality management, and some of the early ones are called the ‘quality gurus.’ Perhaps Edwards Deming was one of the best known. He did a lot to publicize TQM. But was concerned that organizations did not get the benefits they expected. To help them on the way, he compiled a list of guidelines called his ’14 obligations.’ They are:

  1. Create constancy of purpose towards product quality.
  2. Adapt the new philosophy of higher quality, refusing to accept customary levels of defects and errors.
  3. Stop depending on mass inspection, build quality into your product.
  4. Don’t award business on the basis of price only – reduce the number of of suppliers and insist on meaningful measures of quality.
  5. Develop programs for continuous improvement of your products and processes.
  6. Train all your employees.
  7. Focus supervision on helping employees to do a better job.
  8. Drive out fear by encouraging two-way communication.
  9. Break down barriers between departments and encourage problem solving through teamwork.
  10. Don’t use posters and slogans that demand improvements without saying how to achieve them.
  11. Eliminate arbitrary quotes and targets that interfere with quality.
  12. Remove barriers that stop people having pride in their work.
  13. Have programs for lifelong education, training and self-improvement.
  14. Put everyone to work on implementing these 14 points.

Deming’s 14 points are not a program that has fixed duration, but the give a new way of thinking in your organization. They are certainly not the only possible view, but they do give some useful guidelines.

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, www.youtube.com/asifjmir, Line of Sight

Knowledge Entrepreneurs


There depends a lot on the energy and imagination of knowledge entrepreneurs. They need to identify specific opportunities being created by the greater availability and accessibility of information and knowledge, and craft distinctive information and knowledge-based products and services.

All entrepreneurs have to identify opportunities to add value by meeting requirements that are not being addressed, and they must be focused and tenacious and possess a clear sense of direction. Most entrepreneurs need also to be tough, pragmatic and resilient. In addition, knowledge entrepreneurs need the following qualities:

  • They must know how to acquire, develop, share, manage, exploit and capitalize on information, knowledge and understanding, and be able to help and enable others to use and apply them effectively. This may require combinations of emerging technologies to connect relevant people and organizations together, and competencies to network with others, work and learn in new ways in order to create value, lead and manage virtual teams, and establish and manage knowledge businesses.
  • They need curiousity and drive to undertake intelligent searches and to be able to judge or determine the significance, relevance and value of what they uncover. Many more people can access information than assess it or use it effectively. Understanding where information has come from, the underlying assumptions and how it has been compiled can prevent an enterprise or a course of action from being built upon foundations of sand.
  • They require enough understanding of systems to be able to use an appropriate range of technologies to identify and access relevant sources of information, knowledge and understanding. However, technical expertise is unlikely to be enough. Communication and relationship-building skills are also required to interact with information providers and bring together the combination of experience and knowledge needed to assemble a package that has market value.

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

Documenting the Need for Change


Once a change opportunity has been clearly defined, the boundaries clarified, and the participants identified, an analysis of the change opportunity should be made. In order to prepare for analysis and further clarity the nature of the change opportunity, data and information to be used in analysis are collected and compiled. Documenting the need for change requires collection of data that indicate the number of people affected by the problem need, or issue. Such data can be collected through the use of various needs assessment procedures.

 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

Relationship-based Management


The four steps to moving your organization closer to a relationship based management program are:

  1. Segmentation
  2. Analyzing current behavior
  3. Developing strategy to achieve target behaviors
  4. Behavior maintenance.

By behavior I mean the buying or other behaviors of a customer, in relationship to the organization and its products and services.

In beginning the process it is probably worth taking time to do an audit of all the systems, information, research, marketing knowledge, attractiveness, historical results from promotions and any other additional sources of data that may exist in your organization.

Customer relationship management requires a holistic approach so that the infortmation that is held about customers across the organization is drawn together in one central source or at least cross-accessed so that it can be compiled and collated. For example: information is probably held at an accounting level about customer transactions and appended to that may be a payment record. A different computer system may hold results of marketing activity for different customers or different customer groups. Another database may actually hold information on customer service queries or enquiries – times they may have phoned or contacted you for some question or other. This information needs to be carefully scoped and drawn together.

This analysis is the first part of segmentation by behavior and value. The second stage is to begin an initial segmentation of a customer base. You should include the value, potential value and historical behavior of your customer. This should then be compared with the existing buying patterns and behavior and then contrasted, thirdly, with the future, or target behavior, of an ideal or loyal customer.

Every customer is in some way unique. However, many customers are unique in similar ways. There are practical steps that can be taken to segment customers by value, pattern, and buying criteria.

The next stage is to develop a strategy – a plan or a series of plans to attribute the target behavior to each segment or individual – and then to begin to allocate a budget for each of those behaviors. For example, if you had a mail order business marketing collectible antique replicas, you would identify the different customer segments in terms of their buying behaviors and in terms of how much they had spent in the past; the frequency, the types of products that they had been interested in and the mechanisms that they had responded to – whether that’s direct mail or off the page advertising, the internet etc. if you were then trying to increase the frequency of spend or the transaction value of the spend, this would become a target behavior that you would focus on.

The next stage is to look at the actual technology or systems that will allow you to achieve better relationship management with your customers. This may require some redesign or re-implementation of hardware and software to allow access to the information at a single point.

The final stage is management in the evolution of the process. There is always a matter of trial and error and trial and success. Before implementing a wide scale program it is essential that it is carefully tested on a small part of each segment of the customer base before being rolled out. Indeed by using customer relationship management methods in segmenting customers and customer groups more accurately, test marketing and test promotions can actually be far more accurately guaged and measured.

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

Information and Knowledge Entrepreneurs


People should be proactive in assessing, developing and applying their personal knowledge and experience and thinking through the implications of the information and knowledge society. Assessing its  impact upon others may enable business opportunities to be identified.

Much depends on the energy and imagination of information and knowledge entrepreneurs. They need to identify specific opportunities being created by the greater availability and accessibility of information and knowledge, and craft distinctive i and knowledge based products and services.

All entrepreneurs have to identify opportunities to add value by meeting requirements that are not being addressed, and they must be focused and tenacious and possess a clear sense of direction. Most entrepreneurs need also to be tough, pragmatic and resilient. Additionally, information and knowledge entrepreneurs need the following qualities:

  1. They must know how to acquire, develop, share, manage, exploit and capitalize on information, knowledge and understanding, and be able to help and enable others to use and apply them effectively. This may require combinations of emerging technologies to connect relevant people and organizations together, and the competencies to network with others, work and learn in new ways in order to create value, lead and manage virtual teams, and establish and manage knowledge businesses.
  2. They need curiosity and drive to undertake intelligent searches and to be able to judge or determine the significance, relevance and value of what they uncover. Many more people can access information than assess it or use it effectively. Understanding where information has come from, the underlying assumptions and how it has been compiled can prevent an enterprise or a course of action from being built upon foundations of sand.
  3. They require enough understanding of systems to be able to use an appropriate range of technologies to identify and assess relevant sources of information, knowledge and understanding. However, technical expertise is unlikely to be enough. Communication and relationship building skills are also required to interact with information providers and bring together the combination of experience and knowledge needed to assemble a package that has market value.

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 contact Asif J. Mir.