Strategic Management

Why does the cost of rent in an apartment keep going up? Is it just an excuse for the?

Jon Sallis — Tue, 25 May 2010 22:48:37 +0000

building management company and the building owner to raise their income as often as they can?

The building management company of my apartment building where I live says. Its because oil, building supplies, etc. keep going up.

I asked the management company of my building what will happen if these expenses ever go down will the rent go down.

The management company says theoretically it could but it hasn’t happened yet.

Google-Climate Group event: Power in Numbers (Part 1/4 – Intro/Panel)

Jon Sallis — Sun, 23 May 2010 09:46:37 +0000

Power in Numbers: Unleashing Innovation in Home Energy Use April 6, 2010 in Google office, Washington DC Introduction: Amy Davidsen, US Executive Director, The Climate Group Ed Lu, Program Manager in Advanced Projects, Google Inc. Part I: Tools & technologies that will empower people with information and control Jason Few, President, Reliant Energy Adrian Tuck, Chief Executive Officer, Tendril Networks, Inc. Lorie Wigle, General Manager, Eco-Technology Program Office, Intel Corporation Molly Webb, Head of Strategic Engagement, The Climate Group (moderator)

Managing Transitions – 3 Guidelines To Successful Change Management

Jon Sallis — Sun, 23 May 2010 08:38:50 +0000

Change is an emotional business. The failure to address the human impacts of change is at the root of most failed change initiatives. It is not enough just to “manage” change; people need to be led through change.One of the major change leadership priorities is recognising and addressing the inner psychological and emotional adjustments that people move through in response to external organisational change events.William Bridges draws the important distinction between organisational change and what he calls the “transition” that people need to move through in order to successfully adapt to the new circumstances arising from that change.Here are 3 important guidelines that Bridges’ highlights:(1) “Transition readiness” is best indicated by an organisations legacy of change initiativesWhenever Bridges’ team undertake an assignment one of their first assessments is of what he calls “transition readiness”. This is important he says as it “provides an important early indicator of what lies ahead, and one of the things we inquire into is the organisation’s history of changes, both those that worked and those that didn’t.” A deeper dimension to this enquiry into the change initiative legacy is to look at the scars left by successful as well as unsuccessful initiatives.From a change leadership perspective, it is crucial to understand and address the scar tissue left by previous initiatives. The most effective way of doing this is by actions – by demonstrating that you as change leader do understand and care, and that you are taking steps to mitigate the pain.(2) Executive detachment from everyday work impedes transitionSo often it is just assumed by senior management that people can and will accept an organisational change. But, the failure to recognise and attempt to address this dimension is a significant cause of organisational change failure. The larger the human impact of the organisational change the greater the need for some form of “transitional support”.Many directors and senior managers have the emotional detachment and objectivity to make clear, sound strategic decisions yet seem to lack the “counter-balancing” self-awareness and emotional intelligence to realise the impact of their decisions. This omission frequently [and unnecessarily] delays or jeopardises the implementation of their strategic vision and the realisation of the organisational benefits.Bridges: “These executives’ detachment from the everyday work-work, which is so often defended as necessary to be ’strategic,’ keeps these people from understanding what has to happen for changes to work as planned.”The higher you are in your organisation – the more quickly you are likely to move through your own personal transition. You know the intended destination, and have probably known for some while. Most of your people however, will not have this head start.Your people won’t “just get it”; they will take at least as long as you did to transition and quite probably a lot longer.As a change leader, it is important to understand why your people will not necessarily embrace change.In my view, the reality is that most organisational leaders come from technical, operational or financial backgrounds and, to put it bluntly, do not have the necessary people skills or experience to lead their people through a transition.Bridges makes the point that it is significant that: “the great leaders, from Moses and Caesar to Lincoln and Lee, were people who deeply understood the people they were leading.”(3) Debrief thoroughly after each change initiative – find out what worked and what didn’tBridges says that senior executives are usually in such a hurry to move on to the next change that they fail to learn from each concluding change initiative. He says that executives need to undertake a careful debrief to identify key lessons learnt.He shares this anecdote: “I first realized that after helping a 50,000-person technology company close a fabricating plant. It went very well–they actually doubled productivity per person during the closedown process! But when they called to ask for help in shutting another facility, I discovered that they had ‘forgotten’ what they had done with the previous shutdown.”In Bridges’ view, senior executives need to regard every change initiative as a thorough learning experience, to ascertain what worked and didn’t and why.
For more on this see here to understand successful strategies for managing change Equip yourself to avoid the 70% failure rate of all change initiatives with the Practitioners’ Masterclass – Leading your people through change, putting it all together and managing the whole messy business.

Maradona Good; Pelé Better; George Best

Jon Sallis — Sat, 22 May 2010 19:40:13 +0000

George was born in Belfast in 1946. He played for Cregagh Boys Club in the city until he signed for Manchester United in 1963 where he made his debut against West Bromwich Albion at Old Trafford where United won 1-0. He scored his first professional goal against Burnley two weeks later and continued to score regularly after that.

What should be the responsibilities of Strategic Marketing Planning Department?

Jon Sallis — Sat, 22 May 2010 08:45:27 +0000

I am forming a new department in Marketing division. This is a telecom operator. I want to know what should be the responsibilities of Strategic Marketing Planning Department.

e-Discovery: GTSI Technology Leadership Series

Jon Sallis — Fri, 21 May 2010 08:41:33 +0000

Thomas Savage, Senior Manager, Archive and Compliance Marketing, NetApp, Meeting New E-Discovery Requirements through Strategic Data Management, GTSI Technology Leadership Series, October 2007. TheGTSI Technology Leadership Series brings government leaders, industry innovators and IT analysts together in a lively forum that examines key technology issues facing government today. GTSI helps government agencies proactively manage their enterprise technology infrastructure, using a Technology Lifecycle Management (TLM) approach. GTSI provides deep technical expertise to assess, acquire, implement, support, refresh, and dispose of technology. GTSI’s certified engineers and project managers leverage strategic partnerships with technology providers and use proven, repeatable processes to deploy, manage, and support solutions through each phase of the technology lifecycle.

Can you suggest a master’s dissertation topic in strategic finance management?

Jon Sallis — Wed, 19 May 2010 07:08:41 +0000

My Au Pair has almost finished her masters and now needs to do her dissertation. Her supervisor seems to be not helping her in choosing her topic.

The module is the strategic finance management. Any suggestions as to what could be done in this area as a master’s dissertation within 2-3 months?

Sales and Marketing Strategies for Financial Advisors

Jon Sallis — Mon, 17 May 2010 13:49:14 +0000

Proceed directly to the front of the line — a line of more than 100000 advisors. In the Sales & Marketing Strategies session, you’ll learn to distinguish yourself from the fractured, competitive mass that is the wealth management market.

Print Media Jobs – Careers in Print Media

Jon Sallis — Mon, 17 May 2010 01:17:15 +0000

Print media is still the strongest and most influential source of news all over the world. Newspapers, journals and magazines are read and appreciated by a lot of people. And it seems that print media is not going to spare its position to audio, audiovisual or new media in near future. Hence, a career in print media is not only attractive, but secured too.Many people believe that you need to be a journalist to enter into print media. That’s not the fact. There are many career options in print industry. You will be overwhelmed to see the list of opportunities available in print media. Here you go:

Reporter Journalist

Editor Ad copywriter Marketing and Sales professionals Space selling agents

Newspaper circulation manager

Photo journalist Proofreader Graphic Designers

Composers and Typists Freelance writers Freelance photographers Production manager

Printing technologist Printing machine operators Pre-press experts

Plate-makers

Printing machine maintenance staff

Mechanical and Electrical engineers

Besides, there are positions that are common for all organizations, like office assistants, secretaries, accountants, receptionist, security etc. Just imagine the potential of this industry! Hence, there are thousand reasons to be interested in print media jobs. People, who are not word-savvy, can still build up a career in print media. Newspaper production requires technical people to operate multicolor newspaper printing machines, repair machine parts and check printing quality. Most newspaper companies use offset printing machines and they hire professional offset machine operators to ensure smooth and flawless production. There are institutes that train people on how to handle newspaper production. A degree in printing technology or prior experience of working in printing industry might help you crack print media jobs in the production section.And the industry still has to offer hundreds of jobs in journalism. Journalists constitute the backbone of media. News journalists and photo journalists both can find rewarding career opportunities in print media and newspapers – a job opportunity that’s never going to die.Finally, newspapers offer plenty of jobs in advertising and marketing. All of the dailies earn huge revenues by publishing ads. Hence, space selling to advertisers is an important job in media. You need to convince advertising agencies and corporate clients how much beneficial it is to publish their ad in your newspaper so that they advertise through your newspaper, journal or magazine.Thus, print media offers many career opportunities in journalism, photography, art and literature, marketing, advertising and technical fields. Keep watching job portals, subscribe to job listing websites so that not a single option goes unnoticed.

What will be my starting job after finishing my MBA in Strategic Management?

Jon Sallis — Sat, 15 May 2010 22:30:30 +0000

To PE2008… Yes, I do understand that experience is very important… but what type of experience (job titles) should I do while doing my MBA in Strategic Management? Thanks!!