Defining Issues & Priorities


Ensure that the key issues facing business have been realistically defined in light of the current and rapidly changing business environment. There is nothing new about this requirement, but the fact is that very few management teams actually take the time and apply the discipline necessary to objectively define and prioritize the key issues that can make or break their business. The issues of inferior quality, higher cost products, lower productivity, and nonresponsive service plague manufacturers for the better part of the recent past. Many companies in industries such as steel, automotive, machine tool, textile, farm and construction equipment suffer badly as a result. Only few companies address these issues in effective ways. Most are unable to clearly identify the key issues, set priorities, and develop the necessary business plans to overcome the underlying problems.

While the specific issues vary for different companies and industries, the management mindset should not vary. To deal effectively with an increasingly turbulent environment, priorities must be set so the business can survive unexpected blows, adapt to sudden dropping changes, and then capitalize on smaller windows of opportunity that develop and close much more quickly than they have in the past.

Many progressive managers kick off their planning process with a session aimed specifically at getting agreement on key issues and priorities. Accepting these priorities require a shift in the way most managers think and act, such as:

  • Liquidity becomes a more important objective, often more important than reported earnings. It provides the flexibility to deal more effectively with unexpected events than is possible when everything is tied up in fixed and slow moving assets.
  • Productivity gains per dollar of capital and per employee must be achieved annually. These reductions must exceed inflation and achieve demonstrably lower costs.
  • Innovation must never stop. Demonstrable product and process improvements must be achieved year after year.
  • All cycle and response times must be continuously reduced.
  • A “frightened” sense of urgency must be the way of life in all parts of the 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.

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21st Century Competition


The fundamental nature of competition in many of the world’s industries is changing. The pace of this change is relentless and increasing. Even determining the boundaries of an industry has become challenging. The companies compete not only among themselves, but also with companies in other sectors. The pace of change among once-stable phone companies is as relentless as it is in the “traditional” grocery industry.

Still other characteristics of the 21st century competition are noteworthy. Conventional sources of competitive advantage such as economies of scale and huge advertising budgets, are not as effective in the 21st century competition.

The traditional managerial mindset cannot lead a firm to strategic competitiveness in the competitive landscape. In its place, managers must adopt a new mindset—one that values flexibility, speed, innovation, integration, and the challenges that evolve from constantly changing conditions. The conditions of the competition result in a perilous business world, one where investments required to compete on a global scale are enormous and the consequences of failure are severe.

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.

Competitive Marketing Theories


Competitive market theories are derived from the neo-classical economic concepts of rational choice and maximization of utility. The assumption is that individuals choose jobs which offer them maximum benefits. The utility or value of these benefits – money, vacation time, pension entitlement and so on – vary for different individuals according to their personal preferences. People move from one organization to another if improved benefits are available. At the same time, employer organizations attempt to get the most from their employees for the lowest possible cost.

The outcome of this process is a dynamic and shifting equilibrium in which both employees and organizations compete to maximize benefits for themselves. Within a specific region or industry there is a balance between supply and demand for human resources. Pay and conditions for employees are determined by the relative scarcity or abundance of skills and abilities in the employment market. Competitive forces push wages up when demand for products – and hence employees – increases, and downwards when the economy is in recession. In the latter case a market clearing wage is eventually arrived at which is sufficiently low to encourage employers to increase recruitment and eliminate unemployment. This discourse reinforces the view that employees are objects to be traded like any other commodities in the market – human resources in the hardest possible sense. Supposedly, they offer themselves – their skills and human qualities – for sale to the highest bidders. Within this mindset they could just as well be vegetables on a market stall.

Competition theories assume that job-seekers have perfect knowledge of available jobs and benefits. Job-searching is an expensive and time consuming business. The unemployed do not have money and those in work do not have time. The result is that few people conduct the extensive searches required to find jobs which meet their preferences perfectly. In practice, most individuals settle for employment which is quickly obtained and which exceeds the reserve minimum wage they have in mind. There is a considerable element of luck involved. Moreover, the job-seeker does not make the choice: in most cases the decision is in the hands of employer.

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.

Thinking Like a Beginner


It used to be, the bigger the nerd you were the better the researcher. That’s changed now. Some of the best advice comes from people who know the least about a specific operation.

This isn’t to belittle experience, information, or expertise. But the key to keeping ahead of change is to learn to think like a beginner. With a beginner’s mind you will be more open to what is emerging and better equipped to anticipate change.

The beginner isn’t attached to old ways of doing and seeing things and won’t spend a great deal of time “beating a dead horse” or accumulating sacred cows. Looking at the world with a fresh eye and an open mind , the beginner will see things that the expert will miss.

Thinking like a beginner is a state of curiosity where you see situations anew, not letting old information and the “benefits” of experience cloud your judgment. Experience, after all, took place in the past, and the thinking, strategies, and information that worked in the past are often outdated and obsolete.

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

How Losers Operate?


Losers tend to stick with a particular and hierarchical model of operation. The structure is set out in organization charts. There are probably job descriptions for most positions, and how the organization operate is set out in a physical or electronic manual. Preparing these and understanding them takes time. Hence people are reluctant to make changes that might involve altering diagrams, updating files and reprinting documents. Some people become complacent. They believe they have discovered or created a formula for continuing business success. They also swear by particular approaches and enshrine them in standard processes and procedures. The framework solidifies.

 Many losers have a weakness for single solutions, panaceas and fads. They believe that this management approach, that technology or a particular consultant’s methodology will provide and answer and solve their problems. While struggling to make a chosen course of action work they fail to consider alternative options. They look themselves in.

 Employees who can be trusted to operate in approved ways and observe standard practice are promoted. After some time corporate structures, processes, systems and mindsets become rigid and inflexible. Subject them to increasing stress and they first creak and groan, and then snap. Increase workloads and transaction flows and people in ‘loser’ organizations struggle to cope. Rather than operate in new ways or change processes they endeavor to work harder, faster and for longer hours. They quickly become overloaded and break down. Work-life balance is an issue in these companies because staff suffer the pressures without enjoying any of the compensating benefits.

 There are often alternative ways of achieving the same objective. Boats of many types and sizes may be capable of making the same journey, although imposing very different demands upon their crews. The craft chosen will reflect their preferences and aspirations. There may also be alternative routes to the same destination.

 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 leaders are never satisfied


Like great artists and athletes, all top performers know they cannot stand still for long. They always look for ways to improve.They don’t think they’ll ever be satisfied.

Once you think you’re where you want to be, you are not there any more. The greatest challenge you have as you become successful is never to rest on your laurels, never to feel like you’ve done it. The minute you feel like you’ve done it, that’s the beginning of the end.

Adopt a never finished, never satisfied mindset. Work to keep upping the level of your skills. Once you’re labeled the best you want to stay up there, and you can’t do it by loafing around. If you don’t keep changing, you are history.

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.