Tag Archives: management focus

The role of leadership in protecting data

Frank Sinatra in a recording session

Is a little fear in the workplace a good thing?

Management Rewired, is a new book by the consultant Charles Jacobs. Instead of standardized procedures, dictated targets and harsh but true feedback, Jacobs suggests we’ll get better results “if, rather than trying to thwart their natural inclinations, we just accept how people behave and make the most of it.”

From an individual perspective – the insight is of course, correct. Continue reading

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Technology innovation is not enough

This week, I met with one of my former clients who have done some innovative work in the digital media space.  They are a typical tech company  with typical problems  that create  typical opportunities for larger companies to buy them out for peanuts. This particular company operates in a difficult and competitive market with long sales cycles and a complex eco-system of publishers, vendors, resellers and systems integrators.

The textbooks all talk about focus, and even though the client recognizes that their main market is  in developing countries – they are dabbling in various projects and trying to sell into other market segments.   The problem is they don’t know how to go from point A to point B and they never will.

Venture capitalists look for the WOW factor, big market and sales cycles that run quickly for new ventures seek funding.

If you are a manager in a tech company in trouble – stop for moment, fire yourself from your job and start asking VC-style questions. Maybe you do  have a big market, but you’ve lost sight of the WOW factor going into those long messy sales cycles. Look for some of these symptoms in your company:

  • Managers that need outside consultants to tell them what time it is. It’s not uncommon for expensive organizational consultants to prey on companies in trouble.
  • Key people (like product managers) are marking time and not taking initiatives
  • Team members put off project status meetings.
  • Employee discussions  generate more complaints about the company’s situation, than active decisions.
  • Employees spend more time on office politics then planning and executing solutions of going from point A to point B.
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