Business Cards


Business cards can be plain and straightforward for big company executives. The executive’s name, company name, address, and phone number are enough. Perhaps a title is also necessary. But for a smart practitioner of individual enterprise, that business card ought to contain a lot more information.

A business card can double as a brochure, a circular, a walletized advertisement. The cost to produce such a card is not much more than one pays for a standard card. But the need is different. Lacking a large stockpile of hard currency, the small businessperson must make use of all the advertising media available. A business card can be more than a mere listing of one’s name, address, and phone number, it can be an advertising medium.

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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Generic Brands


Products that some consumers see as commodities maybe difficult or expensive to brand. Some manufacturers and middlemen have responded to this problem with generic products—products that have no brand at all other than identification of their contents or manufacturer or middleman. Generic products are usually offered in plain packages at lower prices. They are quite common in less-developed countries.

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.

Re-inventing the Corporation: Bureaucracy Smashers


Sometimes, just a few key steps can start breaking down the barriers to effective communication and action within a company.

The following policies are a list of bureaucracy smashers, simple but effective steps which help replace the industrial “us vs. them” mentality with the “we are all in this together” attitude needed to re-invent the corporation.

  1. Set up a system of reverse reviews. Everyone who is evaluated gets to evaluate the boss, too (assuming there are bosses).
  2. Call everyone by first name.
  3. Try out the rule: Use little paper; keep no files.
  4. Call people associates, partners, managers—or just plain people—instead of employees (or workers).
  5. Decentralize authority absolutely.
  6. Eliminate executive dinning rooms, executive restrooms, special parking spots, and the like.
  7. Insist everybody answer his or her own phone. Preferably type your own letters.
  8. Get people to manage themselves: to set and monitor their own goals, to manage their work load and set their own priorities.
  9. Take a deep breath and throw out the old organization chart.

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