Benefits of Eco-Efficiency


Many of world’s largest corporations are realizing that business activities must no longer ignore environmental concerns. Every activity is linked to thousands of other transactions and their environmental responsibility must be taken seriously and environmental policy must be implemented to ensure a comprehensive organizational strategy. Because of increases in government regulations and consumer environmental concerns, the implementation of environmental policy has become a point of competitive advantage. Therefore, the rational goal of business should be to limit its impact on the environment, thus ensuring long-term benefits to both the firm and society. To neglect the responsibility is to ensure the demise of both the firm and eco-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, and my Lectures.

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Customer-Oriented Companies


How do companies become market oriented? It begins with the business culture. Consider top management’s values, employees, inter-departmental dynamics, organizational systems, and response to the environment. A dual emphasis on the customer (satisfy/delight the buyer) and on the competition  is needed, as well as  a long-term view. The Japanese are known for long-term marketing plans, which often will outlive the executives in the company sculpting the strategy.

Recognizing that today’s customers are quite smart and sophisticated, and they are looking for companies that: 1) create maximum value for them based on their needs and wants, and 2) demonstrate that they value their business.

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.

Organizational Planning to Compete


Many businesses have no long-term aspiration; they quite simply want to achieve something and then move on. This applies at times to both task-oriented commercial and non-commercial organizations.

Many individuals tasked with running an organization have little or no social interest in the long-term failure of it and limit their interest to the time that they will be responsible for (and indeed benefit from) the organization’s success. This can happen regardless of the aspirations of the organization’s stakeholders.

Some markets are so changeable that any detailed investment and planning for the future proves largely futile.

There are times when too great a concern for the future will detract attention from short-term priorities and damage an organization’s current prospects, which will in turn damage long-term prospects as well.

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.

Inventory of Talent


The process addresses the supply side of planning. It requires identification of the current incumbents and the possible candidates. Candidates are usually nominated by the immediate or unit manager, and the inventory typically sweeps widely, including all viable management candidates rather than being exclusive at the outset.

Included among the candidates are in-line successors (essentially replacements waiting to move up), candidates elsewhere in the organization, and longer-term or high-potential candidates. Many companies make a specific effort to include all women and minorities who may have management potential, near-term and long-term.

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.

Goodbye Industrial Economy, Hello Global Knowledge Economy


Goodbye the state running things, hello Global Joe Citizen empowered by the technology-driven changes in the first decade of the 21st Century and with a mobility beyond the wildest dreams of those who brought us into this world. Yes, I do mean us, fellow global citizens.

The 20th Century was all about us having to rely on governments to deal with those issues beyond our personal capacity to influence, regardless of how much concern and anxiety were personally invested. Simply put, this has all changed.

Just as the world landscape is now determined by a new order of collaborative arrangements, so the time has come for us all to seize control of our choices and pursue new personal value-led collaborations.

Together you and I must make it work for all our fellow global citizens, not least the 800 million who will go to bed hungry tonight. If the values, beliefs, ideals, and ethics that we take with us to work each day do not result in our business environment adding rather than detracting from the sum of global cooperation, our long-term personal and corporate business goals are doomed to failure.

But what we do have is a business environment pregnant with possibility and unfettered by past constraints of geography and technology. It is up to us as individuals to nurture an atmosphere where value-led decision making thrives.

Corporate culture looking beyond traditional business horizons is the agenda item of the moment. The public scrutiny and disapprobation flowing from corporate scandals on a global scale request and require a re-evaluation of compliance with ethical, environmental and social imperatives. A new collective, caring culture is no longer just an attitude of mind rather than depth of pocket; it makes good business sense.

Therein is your desirable future: you are the engine that drives new connection between global business and your community. Integrity is the fuel that drives both the engine and the process. Take control of your choices and root them in the eternal triangle of truth, trust and peace. Without truth there can be no trust and without trust there can be no peace. Adopt this landscape for mapping your relationships. Until people trust you, they will not change with you. So many of today’s leaders now fail to fulfill their ambitions for this very reason. Never underestimate the power of good intent. When you change, the world changes with you.

The more your ambitions are aligned to the benefit of humanity as well as your business, the more relevant the product of your labor will be. In turn, the more valuable you become in the market place, the greater your capacity to take control of your choices and your future. A values-led approach and entrepreneurial spirit advancing an enterprise culture are not mutually exclusive.

On the distant future day you finally retire from your business world, your peers, looking back, will judge you on your actions and achievements not just on your beliefs.

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.

 

Generic and Grand Strategies


Many businesses explicitly and all implicitly adopt one or more generic strategies characterizing their competitive orientation in the marketplace. Low cost, differentiation, or focus strategies define the three fundamental options. Enlightened managers seek to create ways their firm possesses both low cost and differentiation competitive advantages as part of their overall generic strategy. They usually combine these capabilities with a comprehensive, general plan of major actions through which their firm intends to achieve its long-term objectives in a dynamic environment. Called the grand strategy, this statement of means indicates how the objectives are to be achieved. Although every grand strategy is, in fact, a unique package of long-term strategies, some basic approaches can be identified: concentration, market development, product development, innovation, horizontal integration, vertical integration, joint venture, strategic alliances, consortia, concentric diversification, conglomerate diversification, turnaround, divesture, and liquidation.

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.

 

Designing Strategies


Corporate strategy shows how a complex organization achieves its mission, while the business strategy shows how each business within the corporation contributes to the corporate strategy. These strategies typically include decisions about shared values and beliefs; industries to work in; amount of diversification; businesses to start, acquire, close or sell; type of products to make; organizational structure; relations with customers, suppliers, shareholders and other stakeholders; geographical locations, and targets for long-term profitability, productivity, market share, etc.

Consider three factors while designing strategies:

  1. The mission, which gives the overall aims and context for other decisions.
  2. The business environment, which includes all factors that affect an organization but which it cannot control, such as:
    1. Customers—their expectations and attitudes;
    2. Market—size, location, and stability;
    3. Competitors—the number, ease of entry to the market, their strengths;
    4. Technology—currently available and likely developments;
    5. Shareholders—their objectives, returns on investment, profit levels;
    6. Other stakeholders—their objectives and amount of support;
    7. Legal restraints—trade restrictions, liability and employment laws;
    8. Political, economic and social conditions—including stability, rate of growth, inflation, etc.

The business environment is similar for all competing organizations, so to be successful you need a distinctive competence.

  1. The distinctive competence, which includes the factors that set your organization apart from the competitors. If you can design new products very quickly, innovation is a part of your distinctive competence. A distinctive competence comes from your organization’s assets, which include:
    1. Customers—their demands, loyalty;
    2. Employees—skills, expertise, loyalty;
    3. Finances—capital, debt, cash flow;
    4. Products—quality, reputation, innovations;
    5. Facilities—capacity, age, value;
    6. Technology—currently used, planned;
    7. Suppliers—reliability, service;
    8. Marketing—experience, reputation;
    9. Resources—patents, ownership.

The strategic plans show how the organization can achieve the mission.

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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