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

Revisiting Leadership


Human beings are designed for learning. Unfortunately, the primary institutions of a society are oriented predominantly toward controlling rather than learning, rewarding individuals for performing for others rather than for cultivating their natural curiosity and impulse to learn. The young child entering school discovers quickly that the name of the game is getting the right answer and avoiding mistakes—a mandate no less compelling to the aspiring managers.

 

Our prevailing system of management has destroyed our people. People are born with intrinsic motivation, self-esteem, dignity, curiosity to learn, joy in learning. The forces of destruction begin with toddlers—grades in school, gold stars, and on up through the university. On the job, people, teams, divisions are ranked—reward for the one at the top, punishment at the bottom. Incentive pay, business plans, put together separately, division by division, cause further loss, unknown and unknowable.

 

Ironically, by focusing on performing for someone else’s approval, corporations create the very conditions that predestine them to mediocre performance. Over the long run, superior performance depends on superior learning. A full one-third of the Fortune 500 industrials listed in 1970 had vanished by 1983.

 

Today, the average lifetime of the largest industrial enterprises is probably less than half the average lifetime of a person in an industrial society. On the other hand, a small number of companies that survived for seventy-five years or longer. Interestingly, the key to their survival is the ability to run experiments in the margin to continually explore new business and organizational opportunities that create potential new sources of growth.

 

If anything, the need for understanding how organizations learn and accelerating that learning is greater today than ever before. In an increasingly dynamic, interdependent, and unpredictable world, it is simply no longer possible for anyone to figure it all out at the top. The old model, the top thinks and the local acts, must now give way to integrating thinking and acting at all levels.

 

While the challenge is great, so is the potential payoff. The person who figures out how to harness the collective genius of the people in his/her organization is going to blow the competition way.

 

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

Developing Global Competence


Although globalization encompasses everything from environmental scan, competitive strategy, teams and alliances, changes and chaos, and issues of personal effectiveness—all these items and how we deal with them can be traced back to our core set of values and beliefs. The trick is to map those well enougfh to be able to use a cultural intelligence system. To collect, analyze and apply complex information about differences in values and beliefs, you need to draw upon different cultural lenses. This will build up your capability to see yourself, others, and the world through a global perspective. Without this, you cannot grow a global mentality and the attitudes, skills, and knowledge it brings.

 

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

Closed-loop Teams


For years, banks have taken several days, and even weeks and sometimes months to get a decision to a personal loan applicant. The application would be passed around the various departments, traveling at its own pace. A series of supervisors, clerks, and internal mailpeople handled it. Today, aggressive banks take the application directly into a focused, coordinated group—a credit analyst, a collateral appraiser, and a senior personal banker—who decide and respond to the customer sometimes in thirty minutes and always inside a day. This is a small closed-loop team.

 

A closed-loop team includes everyone who is necessary to make the deliverable flow. The team includes all the needed functional people and decision-makers and is self-scheduling. Everyone the team is working for the same objective—to provide the deliverable on time. The team is empowered to make decisions and to act. It has all functions inside it with short lines of communication. Its leader is responsible for its overall performance and for seeing that it gets all the capability, both technicall and human, it needs. All of these are essential to flexibility.

 

The old bank loan approval process was open loop. There was no continuity in the process, no visible standard, little learning between the principles, only occasional feedback on the process, and no one responsible for making it better.

 

In order for the loop to close on a process it must be tightly organized around the deliverable; the same core group must be involved in the process every day; and there must be a working leader on the team.

 

Small teams work better than large ones because large groups create communication problems of their own. It’s best to include only essential functions and to exclude people whose job is peripheral to the deliverable. For example, the bank loan team excludes accounting and records people. Teams have to be self-managing and empowered to act because referring decisions back up the line wastes time and often leads to poor decisions. So the team ioncludes a bank officer because if the officer were not on the team, he or she would be prone to second-guess the group’s decisions. Its better if all the questions are asked and answers are exchanged just once.

 

Closd-loop teams handle variety better than open-loop teams because they can create new information and flexibility.

 

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

Creating and Consuming Knowledge


There are far too many passive consumers of other peoples’ knowledge, and unimaginative users of standard tools. To ensure relevance, individuals and teams should be encouraged to develop their own approaches and understanding. Innovators and market leaders move beyond what is generally known or assumed. They voyage into the unknown, discover new knowledge and create additional competencies relevant to the achievement of their entrepreneurial visions.

 

Learning is dynamic. It is concerned with flows, processes for creating new knowledge. In many companies there is an imbalance between the consumption and development of knowledge. People simply draw down an existing supply without replenishing the well. The value of knowledge can rapidly diminish if it is not developed and kept current and relevant.

 

Winners champion knowledge and sharing. Their balanced scorecard assessments embrace learning, intellectual capital issues, and whether knowledge is being appropriately valued and effectively exploited.

 

Ultimately, a company and its people must outlearn competitors. Effective and collaborative learning can require creative combinations of complimentary approaches, environments, processes and technologies.

 

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 www.asifjmir.com, Line of Sight

Corporate Structure in the Global Economy


Corporate structures will be increasingly expected to deal with tension-producing forces, as well as compressive ones. Among them is the tendency for companies to become increasingly spread thin as they respond to an expanding multitude of masters. And it is likely that both employees and their governments will take their turn demanding greater attention to their particular needs and requirements. On top of these whiplash-inducing pressures will be the ongoing operational tensions arising from the continuing use of speed as a competitive weapon.

 

As if these ongoing pushes and pulls will not be enough of a challenge, most businesses will also face the requirement to be more flexible than ever in deploying and redeploying resources to mact the moving targets provided by customers’ requirements and competitors’ advances. The globalizing marketplace tends to be unforgiving when corporate inertia or bureaucracy limits flexibility. This degree of organizational elasticity—stretching to accommodate special situations, then returning to the original shape to meet regular demands—is already a necessity in many industries. Soon it will be mandatory in most.

 

A measure of plasticity will be needed, as well. The ability to change an organization’s shape, to adapt to new markets or to reconfigure around emerging capabilities, will be another dynamic quality in the repertoire of the new corporation. This attribute—the ability to reorganize completely every several years without succumbing to terminal brittleness—is a rarity in most companies today. But it will be common among those that thrive into this 21st Century.

 

Just as architects have never found a single, always appropriate building block for every structure, organization designers are also unlikely to find one. But the old building blocks of narrowly defined jobs used in tandem with traditional supervision are not working. Perhaps the lead of the architect can be followed, and companies can learn to select organizational building blocks that can be adjusted to cope with the forces they face at a particular time. In keeping with what has worked for the architect, organization planners can:

  • Reinforce jobs to ensure they have the strength to resist the tensions and compressions they must increasingly cope with.
  • Use the organizational equivalent of composites—teams—when job reinforcement alone is insufficient to provide the company with an appropriate degree of flexibility.
  • Make sure that the company’s managers are in load-bearing roles—ones vital to the organization’s structural integrity—and act as drivers of the business’s ongoing adaptability, rather than mere definers of unneeded internal walls.

 Reinforced jobs, composite teams, and load-bearing managers—these may well be the most useful raw materials from which the structure of the corporation is shaped.

 

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 www.asifjmir.com, Line of Sight

Homogeneous or Heterogeneous Teams and Creativity


Homogeneous teams—ones in which members have similar values and attributes—have the advantage of cohesion, and cohesion may translate into high productivity and goal accomplishment. But excessive cohesion can turn into groupthink and dumb decisions that do not respond to situational changes and contingencies. Heterogeneous teams are those whose members have diverse orientation. Agreements in such teams may be difficult; but having to reconcile diverse viewpoints may lead to more innovative solutions. In situations where creativity is important, as in strategic planning or research or ad teams, heterogeneous teams should have an advantage over homogeneous teams.

Creativity is more than fresh ideas. These ideas need to be workable. In making fresh ideas workable, the cohesive team may be at an advantage. For successful creativity therefore, fresh ideas need to be generated by heterogeneous teams but made workable by homogeneous teams. Or perhaps the heterogeneous team needs to adopt the norm that for generating fresh ideas it should leverage its internal diversity, but that for selecting a creative idea generated and making it workable the team needs to operate highly cohesively.

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 www.asifjmir.com, Line of Sight

The Ethos of Great Managers


Smart individual performers keep getting moved into manager positions without the slightest idea of what the manager role is, let alone the ability to play it. They are sent to leadership development courses, but they come back more impressed with their mini-executive status than with the day-to-day challenges of being a good manager.

Conventional wisdom tells us that the manager role is no longer very important. Apparently managers are now an impediment to speed, flexibility, and agility. Today’s agile companies can no longer afford to employ armies of managers to shuffle papers, sign approvals, and monitor performance. They need self-reliant, self motivated, self-directed work teams. No wonder managers are first against the wall when the reengineering revolution came.

Every manager should be a leader. He must seize opportunity, using his smarts and impatience to exert his will over a fickle world. In this world, the staid little manager is a misfit. It is too quick for him, too exciting, too dangerous. He had better stay out of the way. He might get hurt.

Today’s business pressures are more intense. Companies need self-reliant employees and aggressive leaders. But all this does not diminish the importance of managers. In turbulent times the manager is more important than ever because managers play a vital and distinct role, a role that charismatic leaders and self-directed teams are incapable of playing. The manager role is to reach inside each employee and release his unique talents into performance. This role is best played one employee at a time: one manager asking questions of, listening to, and working with one employee. Multiplied a thousand fold, this one-by-one role is the company’s power supply. In times of great change it is this role that makes the company robust enough to stay focused when needed, yet robust enough to flex without breaking.

Thus the manager role is the catalyst role. As with all catalysts, the manager’s function is to speed up the reaction between two substances, thus creating the desired end product. Specifically the manager creates performance in each employee by speeding up the reaction between the employee’s talents and the company’s goals, and between the employee’s talents and the customers’ needs. When hundreds of managers play this role well, the company becomes strong.

In today’s slimmed-down business world, most of these managers also shoulder other responsibilities. They are expected to be subject matter experts, individual superstars, and sometimes leaders in their own right. These are important roles, which great managers execute with varying styles and degrees of success. But when it comes to the manager aspect of the responsibilities, great managers all excel at this catalyst role.

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 www.asifjmir.com, Line of Sight

Reengineering and Workers’ Decision-making


Companies that undertake reengineering not only compress processes horizontally by having case workers or case teams perform multiple, sequential tasks but vertically as well. Vertical compression means that at the points in a process where workers used to have to go up the managerial hierarchy for an answer, they now make their own decisions. Instead of separating decision-making from real work, decision-making becomes part of the work. Workers themselves now do that portion of a job that formerly managers performed.

 Under the mass-production paradigm, the tacit assumption is that the people, actually performing work, have neither the time nor the inclination to monitor and control it and that they lack the depth and breadth of knowledge required to make decisions about it. The industrial practice of building hierarchical management structures follows from this assumption. Accountants, auditors, and supervisors check, record, and monitor work. Managers supervise the worker bees and handle the exceptions. This assumption, and its consequences need to be discarded.

 The benefits of compressing work vertically as well as horizontally include fewer delays, lower overhead costs, better customer response, and greater empowerment for workers.

 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 www.asifjmir.com, Line of Sight

 

 

 

Political Feasibility of Strategy


The guiding principles for developing the tools and techniques derive from seeking the political feasibility of strategy by focusing on process management and design as much as on content management. To gain political feasibility the wisdom and experience and therefore the ideas and views of each member of the strategy-making team are attended to. The processes introduced pay attention to the need for strategy to be negotiated product of a group process that is designed to gain a sufficient degree of consensus for strategy delivery to follow. Power, politics, procedures, psychology, social psychology, group behavior and negotiation are key background concepts that guide the process management and content management. 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.

Previous Older Entries