Planning Outcomes


The agenda is a product of two intermediate outcomes. The first is the list of the strategic issues faced by the organization. These issues may have their origins in many different places; the list, however, is likely to be a product of the strategic planning team’s deliberations. The second is an arrangement of the issues on the list in some sort of order: priority, logical, or temporal. The listing and arrangement of issues should help people consider the nature, importance, and implications of each issue.

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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Creative Destruction


Technological discontinuities, regulation and deregulation, globalization, changing customer expectations, and macroeconomic, social, or demographic changes are sources of innovation. Biotechnology, the web, fiber optics, digital movies, cable modems, massively parallel processors, and electric cars are all technological discontinuities of some sort as they offer an order of magnitude performance advantage over previous technologies. They also result in some sort of capabilities obsolescence. Such changes where an old order is destroyed by technological innovation is creative destruction.

Customers demand and expect certain levels of quality and price versus performance in the product that they buy. For various reasons, firms are no longer limiting their activities to their country of origin. Social or demographic changes, such as the changes from planned economies to capitalist ones, are also discontinuities. These are all sources of new ideas to profit from.

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.

The Bottomless Pit


For many companies the networked enterprise vision became the reality for what appeared to be a bottomless pit into which money was poured with little prospect of achieving the ‘benefits’ that were originally sought. The returns from early investment in IT were problematic. The potion turned those with aspirations to become princesses and fairies into frogs and goblins.

Much of past ‘investment’ in IT has been used to shore up existing ways of working. We have used IT to set our organization in concrete. We have worked hard and spent millions consolidating a bureaucratic form of organization which we are now trying to break down.

IT suppliers, with a mixture of cheek and bravado, have long been in the business of offering solutions to the many problems which their own products have created. They suggest that this or that upgrade may yet turn the lead boots they have supplied into winged slippers.

While overall the introduction of early generations of IT may have had little beneficial impact, it does appear to have widened the gap between the more and less efficient companies. There are ‘winners,’ but for many IT from its origins to the dotcom era has been an ‘honest mirror’ that has confronted them with their own warts and wrinkles.

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