Building the Trust in Your Employees - 12 Easy Tips (13 Jun 2006) Building trust with those you work with, especially if you manage them, is vital. There are a few things that are vital that you get clear on - they are not challenging, but they are important and will require that you stick to these rules - or run the risk of damaging the relationships that you work so hard to create...
Building Trust in Your Business Relationships - 10 Steps (13 Jun 2006) Trust is formative in how you do your business. Your people will reflect your behaviours with them and at the end of the day, your customers and clients will be on the receiving end of the values of your business or organisation. But, where to start. Here are some ideas...
Bullying and the Not for Profit Organisation (13 Jun 2006) Bullying, harassment and intimidation aer not the domain of large business only. Increasingly our not for profit sector and charity organisations are affected. But you can take action and this article gives you some guidelines...
Burger on a Bun Decision Making (13 Jun 2006) Have you ever had the experience of work through a problem to everyone's satisfaction only to discover a few days later that one of the team members, "still isn't quite sure..." about the agreed upon course of action? Instead of being moved to violence, checkout this article. You'll learn how to make decisons that stick!
Business & Family Safety and Health Rating (13 Jun 2006) For good reason, practically every endeavor in life is rated. I've seen ratings on who or what's #1 in business, industry, NFL, NBA, MLB, person of the century, athlete of the century, technology, restaurants, university, neighborhoods, travel destination, best looking, best movie, best book, etc. It doesn't stop. In fact, there are multiple ratings for the same #1 spot because of varying value systems. Of course, each of us has our independent rating to see if it's in agreement with the masses, the experts, or promotional efforts.
Business Continuity and Payment Systems (13 Jun 2006) There were some important lessons to be learned regarding payment systems and business continuity in the aftermath of the events of 9/11. What were these and what you should be doing if you are in any way involved in the operations side of your organization's payment system?
Business Continuity Testing (13 Jun 2006) This paper describes different types of business continuity testing and the relative strengths and weaknesses. It also shows how they must be aligned to the business in order to achieve maximum benefit.
Business Fails When We Do Not Talk (13 Jun 2006) Businesses fail when managers do not talk to
employees or employees do not talk to customers.
Everyone mistakenly believes telepathy is working.
Business Fit (13 Jun 2006) Is your business keeping pace with technology. Small business can now afford new technology to improve communication, management, sales, or loyalty.
Business Innovation – Core Competency and Competitive Advantage (13 Jun 2006) A core competence is one which critically underpins the organisation's competitive advantage. Companies can differentiate themselves from their competitors with specific core competencies, but often not for long. The differentiation is difficult to sustain and can often be imitated by competitors.
Business Innovation – Ignoring Content (13 Jun 2006) A useful approach when generating ideas is simply to ignore content. Evaluating content is a hindrance rather than an enhancer. If the people who wrote Red Riding Hood had realised the number of interpretations and analysis it was going to receive, they may have given up on the project.
Business Innovation – Improvisation (13 Jun 2006) One of the most valuable fields of experience and one that creativity and innovation leaders should engage in - especially business leaders - is improvisation. Many of the skills of improvisation apply directly to idea generation:
Business Innovation – Organizational Culture (13 Jun 2006) As idea generation is a cognitive activity, it follows that certain environments will inhibit that activity (and expression of) whilst others will foster it.
Business Innovation – Organizational Structure (13 Jun 2006) Reality tells us that there are many reasons why an organisation's structure has its shape (logistics, organic growth, history, size, market share, future strategy) and is, like organisational culture, not easily changed or restructured. Often, there are valid reasons not to make structural adjustments at all.
Business Innovation – Status Games (13 Jun 2006) One of the dynamics leaders should be looking out for is the propensity of certain personality types to be more interested in maintaining a high status within the group as opposed to working to arrive at good decisions.
Business Innovation – Tacit Knowledge (13 Jun 2006) Nonaka et al (1995) define knowledge as being tacit or explicit. Explicit knowledge is all that can be codified, easily communicated and explained. Tacit knowledge is everything else - that which is hidden, deep rooted in action, hard to formalise and difficult to communicate.
Business Innovation – the Value of Structure (13 Jun 2006) Structure is one of the most valuable tools for enhancing creativity. There are essentially two types of structure: Frameworks and Work Processes.
Business Innovation – the Value of Work Processes (13 Jun 2006) One of the most valuable tools for maximising idea generation is the use of work processes. Work processes align activity with the goal and produce far more output than randomness or simply "do your best." Some examples include:
Business Innovation – Value versus Quality (13 Jun 2006) Most firms attempt to add value to their products or services in order to increase sales and prestige. However, few appreciate the difference between value and quality. But by doing so, they can more finitely increase their options for adding both value and quality.
Business Intelligence & Data Warehousing in a Business Perspective (13 Jun 2006) Business Intelligence has become a very important in the business arena irrespective of the domain due to the fact that managers need to analyze comprehensively in order to face the challenges. To make the business intelligence effective, having a Data Warehouse is an essential thing, because without the power of a data warehouse, it is practically impossible to provide all the information, reports and views required by the management. There are many technical concerns when it comes to a technical implementation, but the business stakeholders need to show the right direction if they are to achieve success. This paper discusses business concerns related to a Business Intelligence initiative together with a Data Warehouse.
