Estrategia y Cambio: ¿dónde ha de situarse el CEO? (5)
In the future. Searching how it will be, wondering what shape it will have, which will be the playing ground. Preparing the different roads as alternative routes to get to a horizon which after five years, at least, will continue to be sustainable and consistent with the Vision that exists today. And if necessary, preparing the alternative messages to start adapting the Vision to new markets, new competitors, new ways of doing business, new ways of trading. Preparing the different head models which have to get to that future (including the...
read moreEstrategia y Cambio: ¿dónde ha de situarse el CEO? (4)
He should place himself far away from his original occupation. Whichever that may be. Far away from Sales if he comes from the commercial area, far away from Product Development if he comes from the Engineering area; and definitely far away from that which keeps him away from the ‘family picture’ Since very many years I have suffered from the harassment by those people who ask me what my profession is and then they get wide-eyed when I tell them that “I direct companies”. And the questions start: “but, what companies? what do you...
read moreEstrategia y Cambio: ¿dónde ha de situarse el CEO? (3)
Listening. Outside his office. With meetings where he does not preside at the table. With an agenda that contains 3 days off per week, at least. Learning the name of his employees (even if there are hundreds, it is not impossible). To be in his office just when no one is around in the company. Walking through the company, the stores, the laboratories or any other place where the center of business is produced, right then when they are closed. That is where the CEO...
read moreEstrategia y Cambio: ¿dónde ha de situarse el CEO? (2)
It was no accident that I chose the image of the god Janus in the first post of this seriesto illustrate the post. I am convinced that that should be the CEO’s attitude (read: Managing Director, Manager, General Manager, etc.) This should be the position: looking at both the shareholders and the company at the same time. By choosing this image I noticed that the god Janus has that image because he marks the beginning and the end of things, all at the same time. That is probably why the Portuguese name for the month of January is -Janeiro-,...
read moreAnticredo: Manifiesto por los Valores
You see, a few weeks ago don Juan Granica, asked me some continuity in the collaboration with hisPortal Empresa y Contexto. I explained that every day was harder for me to talk about the fashionable theories of Management , fashionable solutions. fashionable formulas for companies .. He, fearless over the years and with the job of Editor in the blood, he urged me to write, then, really what I felt, and wanted to say about the management and business. This gave theANTICREDO: Manifest for values. The Internet site “Empresa y...
read moreEstrategia y Cambio: ¿dónde ha de situarse el CEO? (1)
Our Spanish Transition Manager executed her Mission in a very unconventional way, together with the people, starting at the base and without losing sight of the company’s interests. She selected those persons who would continue working in the team after the restructuring, based on their abilities and their Emotional Coefficient (EQ) This is what the CEO of the Plastiflex Group said to Esensys,Esensys magazine during an interview, referring to the author of this writing. (you can see the complete note here) What caught my attention in de...
read moreWhat is the KISS?
The KISS is based, in principle on the same concept as the Ockham pocket knife’s concept, to make this approach look erudite. The KISS has 3 derived elements which could roughly be described as follows: The concept of the horse-country logic if being in a room and you hear galloping, it could be a zebra or a gnu; but if you are in Spain it surely is a horse. Question from the police’s principle who benefits from this? Concept of the chrematistic Reasoning : every time you do not understand something, think about ‘money’ Ultimately, the...
read moreEstrategia y Cambio: Detrás está…
Behind the heroes and titans, behind the exploits of humankind and overall medals. Behind the Statue of Liberty. Behind anthems and flags. Behind the bonfire of the Inquisition. Behind the numbers and skyscrapers. Behind the neon signs. Behind, are the people with its little issues, its little problems, their little love stories. their small salaries, their short campaigns their little deeds, and small errors. Behind Quixote and Corin Tellado, Miss Universe and the Escorial. Behind Hiroshima and the Vatican, behind the victim and offender. ...
read moreEstrategia y Cambio: regreso al futuro (I)
EL GUION Reunión con altísimos cargos de empresa multinacional de facturación multimillonaria. Los participantes: Consultor/a experto contratado para analizar la estrategia de una de las filiales europeas, y dos altos cargos de la Casa Matriz EL DIALOGO Consultor/a: “lo que no se puede concebir es que, si organizan sus actividades por agencias regionales, autónomas y las controlan por sus Cuentas de Resultados, las cosas se hayan hecho así.” Uno de los directivos: “¿así cómo?” Consultor/a. ” se han ido...
read moreNeuronas, redes y Estructuras (5)
The time to celebrate has arrived!! Suddenly the pieces of this giant puzzle that we are building in this Blog, are coming together. Let us see: talking about ‘teams’ our reader Andreu Guimerá, gave the example of the Jazz orchestras. There is no conductor, only a group who are engaged to each other, knowing what the score is. It says this “A couple of days ago I went to a conference by Professor Itamar Rogovski at the UPC: I was surprised about various things but there is one that I remember. He said that the old-time orchestras did...
read moreManagement in Times of Cholera
The new Dictionary of Management in Times of Cholera must relentlessly include the following terms: PASSION: for the task we are facing, for our project, for our long-term Vision SEDUCTION:: of our people, our listeners and our attitude LOYALTY:to our convictions, our people, our long-term objectives ...
read moreEstrategia y Cambio: Liderazgo en crisis
El caballero que habla en el video, es Bill George, y tiene las siguientes credenciales: Es profesor de prácticas de Gestión en la Harvard Business, donde ha enseñado liderazgo desde 2004. Es el autor de cuatro best-seller: 7 lecciones para liderar en crisis, True North, Encontrar el norte verdadero y Auténtico liderazgo. Es el ex Presidente y CEO de Medtronic, al que llegó en 1989 como Presidente y COO, fue Managing Director en el período 1991-2001, y Presidente de la Junta de 1996 a 2002. Bajo su liderazgo, el mercado de Medtronic de...
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