Tag Archives: Monitoring
The parallels between the game of golf and being in business help us understand where we should focus and what should be important. Golf is a game where the player is largely competing against himself and seeking to improve ways to improve his performance.
In this video, Paul Bridle will look at other important parallels and why this is important to business and the way we approach our business every day. If we approached business in the way a golfer approaches golf, it may make a significant difference to our performance.
During the lifetime of any organisation, it may from time-to-time require the support of an external business advisor, consultant or coach – but what is the difference and how can they help?
There’s a certain amount of confusion in the business community about these three roles. Ask ten people, and you might get ten different answers.
Here is just one set of definitions for you to consider.
Business Advisor: Is pretty much hands-off. They are called in to assess, advice, and counsel on a topic or set of topics. They provide their recommendations - and then they walk away. There might be follow-up discussions, but generally the actual implementation of any recommendation is performed by company staff. Their only hands-on work usually involves writing up their recommendations.
A Business Consultant: Usually performs at least partially as an advisor, offering advice & recommendations - but then they go hands-on to implement their recommendations alone or in concert with company staff; whether it be a new strategy, technology, problem-fix, etc. (more…)
“People don’t like change” is not only a myth but it distracts us from the real issue.
The truth is, if there was no change, the majority of people would be bored and that in turn would have even more dire consequences. Change is not the issue we think it is.
In this video, Paul Bridle explains why ‘change’ is not really the issue. More importantly, he explores what it is that really bothers people and what that means for a leader. By re-thinking this you will be able to focus on ensuring you as the leader and your followers understand what to expect from each other so that they can better handle change.
Christian Mutschlechner has more than 30 years experience of working in the meeting industry. He is currently Director of the Vienna Convention Bureau.
With theVienna Convention Bureau living and experiencing a lot of dramatic changes within the sector, adapting the strategy of the organisation has been vital.Trying to be part of the permanent change and influence change wherever possible.
In this Be Inspired Interview Christian explores the importance of responding to and implementing change within the meetings industry.
The Boston Matrix or Boston Box – so called because it was developed by the Boston Consulting Group (BCG) – is a tool that may help you to analyse potential routes forward and discuss strategic options.
Developed by BCG’s founder, Bruce D. Henderson and his colleagues, the Boston Box offers a simple technique for assessing your organisation’s position relative to others in terms of its product range.
To find out more about this model, click on the following link: Boston Box
Many well known Japanese companies such as Toyota and Canon use Kaizen, with a group approach which includes everyone from CEOs to janitors on the factory floor - but is it still a relevant approach in today's ever changing business world?
Kaizen means literally: change (kai) to become good (zen).
Japanese companies distinguish between innovation, a radical form of change, and Kaizen, a continuous form of change.
This group approach has been adopted successfully in other regions of the world as well, but Japanese workers have refined it to an art form.
It is Kaizen mindset and process-oriented thinking, as opposed to the result-oriented thinking favoured by most Western firms, that has over the years, enabled Japanese industry to attain its competitive edge in the world markets.
It has been suggested that Kaizen works particularly well because Japan is a collective culture, and Kaizen relies on collective values. People in more individualistic cultures may struggle with some of the basic principles of Kaizen.
Benchmarking is a systematic tool that allows a company to determine whether its performance of organisational processes and activities represent the best practices.
Benchmarking models are used to determine how well a business unit, division, organisation or corporation is performing compared with other similar organisations.
A benchmark is a point of reference for a measurement. The term 'benchmark' presumably originates from the practice of making dimensional height measurements of an object on a workbench using a gradual scale or similar
The term 'benchmark' presumably originates from the practice of making dimensional height measurements of an object on a workbench using a gradual scale or similar tool and using the surface of the workbench as the origin for the measurements.
Traditionally, performance measures are compared with previous measures from the same organisation at different times. Although this can be a good indication of the speed of improvement within the organisation, it could be that although the organisation is improving, the competition is improving faster...
FIVE TYPES OF BENCHMARKING
- Internal benchmarking (benchmark within a corporation, for example between business units)
- Competitive benchmarking (benchmark performance or processes with competitors)
- Functional benchmarking (benchmark similar processes within an industry)
- Generic benchmarking (comparing operations between unrelated industries)
- Collaborative benchmarking (carried out collaboratively by groups of companies (e.g. subsidiaries of a multinational in different countries or an industry organisation).