“Is” and “Is Not”


Once we have identified “could be”  but “is not” data, we will also be able to identify the peculiar factors that isolate our problem: exactly what it is, where it is observed, when it is observed, and its extent or magnitude. These peculiar factors will lead us closer to the problem’s cause.

Suppose for a moment that you have two identical potted plants growing in your office. One thrives but the other does not. If you take the wilting plant out of the office and ask someone about the probable cause for its sorry appearance, you will get any number of educated guesses. But if the same person observes that two identical plants in your office have not been receiving identical treatment (the thriving plant is on a sunny window sill and the wilting one is in a dim corner), the speculations as to cause will be immediate and more accurate than they could have been without a basis of comparison. Regardless of the content of a problem, nothing is more conducive to sound analysis than some relevant basis of comparison.

The decision as to what is close and what is logical must rest with the judgment of the problem solver. In many cases it is extremely important to identify the malfunction that “could be” but “is not” in order to narrow the scope of the search for cause. Each problem analysis is unique to the content of each problem.

Once we have identified bases of comparison in all four dimensions, we are able to isolate key distinguishing features of the problem. It is as if we had been describing the outlines of a shadow. With the completion of the “is not” data in our specification, the outlines begin to suggest the components capable of having cast the shadow.

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.

 

Shaping the Corporation


What will be the shape of the new corporation—the company that survives and thrives on the difficult path to the twenty-first century? Will it be a flattened pyramid, a networked cluster, a hollowed-out donut, or possibly even a shamrock?

These and other nonhierarchical possibilities stimulate a great deal of interesting speculation. The art of organization design is at a significant crossroads. Many of its old truisms are coming under fire, and few new proven ones have emerged to replace them. But at least some sense of direction for the new corporation is apparent: It will be a business with few walls. Its structure will minimize barriers between staff thinkers  and line doers, between functions and divisions, and between the company and the outside world.

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, Lectures, Line of Sight

Managing Diversity


Managing Diversity meanstaking steps to maximize diversity’s potential advantages while minimizing the potential barriers—such as prejudice and bias—that can undermine the functioning pf a diverse workforce.

 In practice, diversity management involves both compulsory and voluntary management actions. First, there are are laws requiring that employers minimize discrimination at work. But while such compulsory actions can reduce the more blatant diversity barriers, blending a diverse workforce into a close-knit and thriving community also requiresvoluntary steps. Five sets of voluntary organizational activities are at the heart of any diversity management progra,. They are:

a)    Provide strong leadership. Chief executives who champion diversity typically have companies with exemplary reputations in managing diversity. Leadership here means, for instance, taking a strong personal stand on the need for change and becoming a role model for the behaviors required for the change. Some firms are more proactive than others.

b)   Assess he situation. The company must assess the current state of affairs with respect to diversity to delivery management. This might entail administering surveys to measure current attitudes and perceptions towards different cultural groups within the company. Tools for measuring diversity include equal employment hiring and retention metrics, employee attitude surveys, management and employee evaluations, and focus groups.

c)    Provide diversity training and education. The most commonly utilized starting point for … managing diversity is some type of the employee education program.

d)   Change culture and management systems. Change the performance appraisal criteria to measure supervisors based partly on their success in reducing intergroup conflicts.

e)    Evaluate the managing diversity program. Do the employee attitude surveys now indicate any improvement in attitudes towards diversity?

 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

Just about Cash Flow


Cash flow is different from profit. Profit is the difference between revenues and expenses. Cash flow is the difference between receipts and disbursements of cash. Profit may flow whether or not anybody has paid for anything. Cash flows only when somebody pays for something. Time after time, businesses with good sales and good profits go broke. It is surprisingly commonplace. The problem is the the cash doesn’t flow when the profit flows.

The explanations for the large number of new business failures, undercapitalization, inadequate management, and poor marketing, may be valid, but the overwhelming reason is that the managers did not understand cash flow. They behaved as if profit were cash, which is not. They acted as if all that is needed to win the business game is to make a profit, which is not true. Cash is different from profit. You need both to win the business game.

A business can survive and thrive only if it has both positive profit (not losses) and positive cash flow (more flowing into the bank than out of it). To win you must produce more than you consume, and you must do it in such a way that you can meet critical payments as they come due.

Profit may be the most common measure of whether a business is winning or losing, but cash flow is the most critical measure. Businesses can survive a surprisingly long time without profit. They die on the first payday there is no cash.

Your company’s bank is like a jar is a reservoir, so it is the gas tank. And what is in the reservoir is easy to measure. The amount in the reservoir is what was put in minus what was taken out. A convenient way to measure whether the supply is increasing or decreasing is to measure whether more was entering or leaving during the most recent period of time. Cash flow into the bank account is such a measure. How much is in the reservoir is of intetrest, of course, but it is changed by changing the cash flow.

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

Balancing Positive and Negative Motivational Considerations


If a strategy implementer’s motivational approach and reward structure includes too much stress, internal competitiveness, and job insecurity, the results can be counterproductive. The prevailing view is that manager’s push for strategy implementation should be more positive than negative because when cooperation is positively enlisted and rewarded, rather than strong-armed by a boss’s orders, people tend to respond with more enthusiasm, effort, creativity, and initiative. Yet it is unwise to completely eliminate pressure for performance and the anxiety it evokes. There is no evidence that a no-pressure work environment leads to superior strategy execution or sustained high performance. There is a deliberate policy to create a level of anxiety. Winners usually play like they’re one touchdown behind. High performing organizations need ambitious people who relish the opportunity to climb the ladder of success, love a challenge, thrive in a performance-oriented environment, and find some competition and pressure useful to satisfy their own drives for personal recognition, accomplishment, and self satisfaction. Unless compensation, career, and job satisfaction consequences are tied to successfully implementing strategic initiatives and hitting strategic performance targets, few people will attach much significance to the company’s vision, objectives, and strategy.

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

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

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