Don’t Let Complexity Kill Your Sales Model – Forbes


I’ve tried BUT, grudgingly, accepted that you just can’t show people – who are blinded by their own self-importance, ignorance or whose vision is impaired by the blinkers of an engrained belief-system – stuff that they just don’t want to see!

When things start to head in the wrong direction ‘they’ are the one’s fastest to seek to apportion blame. Whether it is the “market”, the competition, the supply chain, a division, team  or specific individual there has always got to be someone or something to point at to deflect criticism away from them. Strangely this brand of leader are never so quick to acknowledge the impact of factors, often outwith their scope of control, when they add up to success!

These people are business leaders in name or position but NOT in nature. They are able to perpetuate what they have learnt but at the expense of what they should know. They have spent so long reaping the rewards of manipulating systems – to sustain the financial returns the model DEMANDS – that they have become so obsessed with the golden eggs, they forgot to feed the goose!

Business customers increasingly want their vendors to have real expertise in their specific industry or function, such as finance or marketing. They expect vendors to help solve business problems…

via Don’t Let Complexity Kill Your Sales Model – Forbes.

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Why YOUR company must become a “tech. company”:: Forbes


The business landscape has changed but too many established businesses are so caught up in doing things the way they “know” rather than adapting to survive in the Digital Age. The most vulnerable [financially fragile] have already paid the ultimate price as new entrants, unencumbered by legacy issues, have outperformed and replaced them. In the process capturing market share. Often far beyond what was conceivable by their predecessors.

Irrespective of the business sector…although some have more inherent problems than others…it is the failure to adapt, as much as it is impact of the turbulent economic climate, that has accounted for some high profile casualties.

This ISN’T 1960 and leaders, whose understanding of business hasn’t progressed much in the intervening 50 years, may not have fully appreciated the scale of the problem. Mastering INFORMATION is THE means by which transformation can be achieved…

We’ve moved from an agrarian through the industrial to the new information economy

Three hundred years ago the world’s wealthiest people owned land.  For centuries wars were fought to control land.  Kings owned land, and by controlling it captured the value of everything produced on that land.  As governments developed, reducing the role of kings, land barons became the wealthiest people in the world.  In an agrarian economy, where most human resources (and pretty much all others for that matter) were deployed in food and shelter production owning land was the most valuable thing on the planet. Read more of this post

The Death of Taxes (or the End of Life as We Know It?) – Forbes


I can relate to the “desperation”  that is apparent in the Author’s tone!

Virtually any company I have seen, with just a little coaching and prodding, can increase their bottom line by at least a full percentage point.  Since most companies only make about 5% after tax, that one point is a 20% improvement.

And still they don’t react; they don’t change; and if they do, they do too little and only do it once.  But complexity is like weeds in a garden.  It keeps coming back again and again, and needs to be monitored, controlled and repeatedly removed.

Ironically, the systems that may fail first due to excessive complexity are not corporate systems.  They are the incredibly complex systems that we call “government.”

The Death of Taxes (or the End of Life as We Know It?) – Forbes.

Particularly in tough economic times, the opportunity to build better, more profitable and resilient enterprises, and economies, makes supreme sense. Read more of this post

Wanted: Chief Complexity Reduction Officer – Forbes


Please don’t make the mistake that Ron has identified in this article i.e. assume that he is talking about some other company! He isn’t he is talking about yours.

…If your assumption is that complexity comes largely from external factors like globalization and unexpected crises, then your only recourse is to be reactive. And when eventually things don’t go well, pegging the blame on complexity — although convenient — is a high-level form of victim mentality.

On the other hand if you acknowledge that some amount of complexity is self-generated — in the way that we structure and manage our organizations — then you can take action.

The reality is that high degrees of internal complexity significantly reduce an organization’s ability to respond effectively to complex, unanticipated events…

via Wanted: Chief Complexity Reduction Officer – Forbes.

If it wasn’t for the popular myth that the “downside of risk” is something that is exogenous [external] we would have more, better and profitable businesses; more stable economies and less volatile markets!

So, presumably, you expect some kind of justification for this statement?

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The Seven Habits of Spectacularly Unsuccessful Executives – Forbes


Do yourself, your family, industry and society a favour…if your boss or senior executives at your company exhibit several of these traits, now is the time to start looking for a new job.

The Seven Habits of Spectacularly Unsuccessful Executives – Forbes.