The Business of Egypt is Business

Yesterday, the business of Egypt was Egypt. Today, the business of Egypt is business.

For the revolution to be a lasting success, the Egyptian people have to focus on the economy, on jobs, on education, and on the infrastructure: Electricity, roads, trains, broadcasting, and a stable government.

This is not accomplished by embracing ideology.

For a start: "Free Enterprise. It works when you do."

Egypt: Now looking for global management specialists, business development specialists, new market developers, (dare I say it) Human Resources Managers, R&D Specialist, IT managers.

The Egyptian people need jobs!

Let's hope The Egyptians promotes from within before they are exploited by carpetbaggers. 'You gotta know the territory...’

Did anyone say, Professor Harold Hill?

Bon chance,

Slim

Mail: mailto:Slimfairview@yahoo.com

Copyright © 2011 Slim Fairview

Watching the Process

The Process

Management, Project Management, Process Management, each a process. Can you isolate the moment you realised that?

I was in the second grade. We were out in the playground for recess. We were playing kickball.

Recess was unstructured. There was no micromanagement of children then.

The two usual classmates were captains. This was SOP. Then, one day, one of the teams had a co-captain.

While some of the other boys in my class complained, “Why do they always get to be captains?” “They always pick their friends. That’s not fair,” I observed the process.

The captains were the natural leaders. This was because they were good at the game and good at picking players. (Athletes will routinely hang out with athletes. Question: Are they picking their friends, or good athletes, or both? Answer: both.)

We root for the underdogs; but we want to run with the winners. Good at sports or bad at sports, each of us wants to be on a winning team.

However, we now had co-captains. I was less concerned with why. I simply wanted to be on a winning team. That was over 50 years ago. I still remember the day. However, we never stop learning. It was only a few weeks ago when I thought about that day that I realised something.

If you are a good athlete, and I am a good athlete, and we have three powerful players in the class; Tom, Dick, and Harry, and we toss a coin for first pick, the following are the possible results:

You have three power players: I have two power players.

I have three power players: you have two power players.

It comes down to the toss of a coin.

Plan B. I have a co-captain. It doesn’t matter who wins the toss. Either way, I have three power players on my team and you have two on your team.

Now, that was not the end of the lesson. That was the beginning.

1. We learned not only about leadership, but also about followship.

2. We learned the art of negotiation and the result of having good leaders.

3. We also learned how to get along without being micromanaged by parents.

4. There was a lesson in conflict resolution and the value of cooperation.

It went on from there.

Some of my classmates complained. They, however, had no viable alternative. They also had no appreciation for the objective assessment of what was happening.

Some had inflated views of their own skills. (If he can do it, so can I.) Yet, none ever explained why others never gravitated to them as leaders.

There was more to be learned by watching the process.

1. How did some classmates interact with others?

2. How did some interact with the teacher?

3. How did the teacher interact with some students as opposed to others?

For the last one, I can offer some insight. If the objective is to encourage a student to participate, the teacher calls on the quiet one. If the objective is to teach the class how to solve a problem, the teacher calls on the student most likely to have the correct answer.

There is much to be said for participation. There is little to be said for sitting on the sidelines. However, as Yogi Berra once said, “You can see a lot by just watching.” To which I shall add, “You can hear a lot by just listening.”

What does this have to do with project management?

Perhaps you shouldn’t be managing projects.

Regards,

Slim

Mail slimfairview@yahoo.com

Copyright © 2011 Slim Fairview

Starving Nations and Food Equations

A Metaphor:

If one person in the group does not have enough food to eat, he may die.

For a while, that means more food for the rest of the group. However, that also means one less person to work the farm. That means less food to eat. Less food to eat means someone will die.

For a while, that means more food for the rest of the group. However, that also means one less person to work the farm. That means less food to eat. Less food to eat means someone will die.

Soon, there won't be enough people to work the farm. That means there won't be enough food to eat.

Get the idea?


Slim

Mail: slimfairview@yahoo.com


Copyright (c) 2011 Slim Fairview

Project Management of the--oops! Gotta run!

Project Management of the future is the ability to embrace change quickly. People who will be a part of the team will access information faster from better-informed sources than can be imagined.

It doesn't matter whether you are in IT or construction or in portfolio management.

Whatever the task, whatever the goal, the team will be able to leverage technology at a very rapid rate.

While one company is looking to complete a project, it will be obsolete before it is launched because another company launched the product yesterday.

Some companies will shoot themselves in the foot by launching a product too quickly with limitations while another company will release a product that not only can perform the function but also has additional bells and whistles besides.

There must be a massive shift in the paradigm. You can't hit the ground running. You can't hit the ground at all.

In IT, it is all about tech-talk. The team will know the language, will be clutching to their p-pads, twittering their thumbs, and coming up with answers before the manager finishes asking the question. And those answers will make the next question unnecessary.

People will know what needs to be done before they get their assignments.

Meanwhile, upstairs, the boss is waiting to get a one page summary while the company across town will have his updates tweeted to him. One page, 140 characters. Your choice. Let's move on to the next item on the agenda.

Sincerely,

Slim

Mail: slimfairview@yahoo.com

Copyright (c) 2011 Slim Fairview

Welcome

Just a note to thank those from around the world who have visited my Blog.

From the Stats we have, The United Arab Emirates, Australia, Belgium, Brazil, Canada, Chile, Denmark, France, Germany, Hungary, India, Ireland, Italy, Japan, Netherlands, New Zealand, Norway, Pakistan, Poland, Romania, Russia, Singapore, Slovenia, South Korea, Sweden, Switzerland, The Czech Republic, Turkey, United Kingdom, and The United States arranged in alphabetical order. There have been varying numbers of visits from one per day to 28 in one day.

And welcome to new visitors: China! Lebanon! Malaysia! Moldova!

I am happy to have visitors from around the world.

Sincerely,

Slim
Mail: tilden9@yahoo.com

Innovation and Crisis

In answer to the question about whether or not we innovate more during a crisis, I pose the following answer.

Yes. We do.

Assume for a moment that there is no crisis. Innovation requires a budget. There will be measurables to achieve. We really don't know what needs innovation without some form of market study. Our resources must be allocated in a manner that will be most cost effective. If we have additional funds, would those funds not be better spent on upgrades, marketing, sales, and so on.

If we have a crisis, we know exactly where to devote our precious funds. We know what we must focus on, and we have some indication of what we must achieve. In addition, the group knows we must achieve these goals to avoid becoming victims of the crisis.

Regards,

Slim


Copyright (c) 2010 Slim Fairview

The Decline of Science As a Way to Make a Quick Buck

Where is Clyde Crashcup when we need him most?

The latest trend in education is to lament the lack of science performance. (Soon it will be declaimed that this is the result of not spending enough money.)

Science requires focus on a goal, attention over a long period of time, and does not offer instant gratification so much craved by young people. Science means enjoying the process.

We will not improve in science until we learn to delay gratification, focus on the problem we are trying to solve, and be able to offer our attention (span) over a long period of time.

Regards,

Slim

ps. Oh, yeah. Science is empirical as well as methodical--and precise.

e.g. In math, 10 x 10 = 100. 99 is not 99% correct. 99 is 100% wrong. Something some people can't seem to deal with. Desole :-(

Slim

Copyright (c) 2010 Slim Fairview

Having Problems With the Hiring Process? I Wonder Why?

FLASH!

A burst of inspiration. It was there right in front of me all the time, hiding in plain sight: "...the hiring PROCESS" op. cit. my remarks on committees and the paradox of management.

We are, and have been for a while, more focused on the process than on the results. Hiring has become a process. Therein lies the rub.

No doubt a consultant came in and convinced the Big Boss that he could solve the problems he didn't have until he had a solution for them (Remember Professor Harold Hill?) simply by engaging a consultant to help his employees understand The Process; The Shared Vision; Team Building; Consensus Building.

Those on the committee told the Consultant what he wanted to hear. The consultant reported to the Big Boss that he (The Big Boss) was indeed a visionary (Does that sound like "Ceo the Executive or The Executive's New Clothes"*?) The Big Boss, not unlike Moliere's Le Bourgeois Gentilhomme, "...is surprised and delighted to learn that he has been speaking "prose" all his life..."

Ah....plus ca change, plus la meme chose.

Regards,

Slim

* Ceo the Executive or The Executive's New Clothes located here on Slimviews.


Copyright (c) 2010 Slim Fairview

The Paradox v. The Paradigm: Decision Making

The Paradox v. The Paradigm


One good definition of paradox arises from the discussion about decision making. It is the paradox where people say or do what they think others want them to say or want them to do. Thus, everyone (the group) ends up saying what no one believes or doing what no one wants to do. This accurately describes how we've been making decisions in the U.S. lately.

The next step in the paradox comes when we try to solve that problem by continuing to do what caused the problem in the first place.

I read about a consultant teaching groups how to avoid group-think. (Advising them to think outside the box and so on.) In the explanation of how this person leads people to avoid group-think and to think outside the box, this person rewards people for coming up with (very) different ideas.

You don't have to be seven years old to know that if you want positive reinforcement (reward) you tell people what they want to hear.

Thus, the leader (a consultant?) succeeded in shifting the paradigm. (Group members giving looney answers instead of constructive ones. Looney defined as more "out there" than conventional. Some call it, "being creative".) Thus, the consultant tries to eliminate group-think by enforcing and reinforcing group-think. (The group catches on very quickly--all begin making abstruse suggestions. At least to the extent that they do not focus on the problem at hand.)

The result of all this is that the process becomes more important than the goal.

"We must change the process so we can achieve our goal," is the mantra. The result, we never achieve our goal. Why not? This brings us back to square one. Because everyone seeks rewards by saying what they think others want to hear. Except for me. But no one listens to me anyway.


Sincerest regards,

Slim

Copyright (c) 2010 Slim Fairview

EI v. IQ

Time was:

If you did well in school, you were "intelligent".

If you did well at sports, you were "athletic".

If you were good at painting, you were "artistic".

If you played the piano well, you were "talented".

Not anymore.

Today,

If you play the piano well, you have musical intelligence.

If you paint well, you have artistic intelligence.

If you are good at sports, you have athletic intelligence.

However, if you are good at school, well....you must have worked very hard.


Slim


copyright(c) 2010 Slim Fairview

Impediments to Executing Strategy

I. The first impediment to executing strategy will be others who do not share your vision.

a. Your vision competes with their vision.
b. Your vision contravenes their assumptions.

1. If their strategy is based on their vision, your vision will threaten their position.
2. If their assumptions are repudiated, their reputation will suffer.

II. There will be challenges to the data you use to substantiate your strategy.

a. If you use the methods they use, your results will challenge their competency
b. If you use different methods to arrive at your conclusions their methods will be challenged.
c. Either a. and or b. will diminish either their self image or their image within the company.

1. If you challenge their self-image they will become hostile.
2. If you threaten their image in the company, they will become devious.

All of the above assumes that the people you work with and work for like you.

If they do not, the job of executing your strategy will be even more difficult.


Regards,

Slim

If you find anything here to be helpful, please don't hesitate to send me a really
tricked out Macbook and to tuck a few dollars into the envelope along with
a thank you note.  Slim.

Robert Asken
Box 33
Pen Argyl, PA
18072

or

GoFundMe

Thank you.

Slim.

Mail: slimfairview@yahoo.com


Copyright © 2010 Robert Asken
All Rights Reserved.

Business Gift Giving

Business Gift Giving. How about some general thoughts and a few caveats on the matter?


A few years ago, we'd adopted a free-range cat. (My fault, actually.) This cat was an ideal house guest. When she wanted to thank us, she'd meow outside the door to come back in. When I opened the door, I would find a dead mouse. This is a cat's way of saying, "Thank you".

The dead mouse was a lot nicer gift than some of the gifts I'd received.

First of all, it was sincere.

Second of all, the cat did not become insulted when I did not hang the dead mouse on the wall, nor display it on the coffee table.

Now, there are a few codicils and cavets to the arts and sciences of giving gifts in the business world.

In this country, it is innapropriate to give a gift that the recipient know is more expensive than the giver can afford.

I'd heard, many years ago, that when giving a gift in Japan (e.g. a pen and pencil set), it is more appropriate to give the set in silver than in gold as gold is seen to be ostentatious. ( I need verification on that matter. )

In some Asian countries, you never wrap a gift in white paper. That is the colour associated with funerals.

In some cultures, red is the proper wrapping-paper colour for festive gift-giving.

Perhaps we could open up a discussion to share advice on the matter of gift giving in the business world?

Sincerest regards,

Slim.

ps. If your cat ever gives you a dead mouse, be sure to make a positive fuss over it. If you can't see how pleased your cat will be, you should not share your accomodations with a cat.



copyright (c) 2010 Slim Fairview

Compare and Contrast

You can't compare Communist Bulgaria with free market France.

You can't compare Communist Hungary with free market Portugal.

However,

You can compare Communist East Germany with Free Market West Germany.

You can compare Communist East Berlin withe Free Market West Berlin.

Enought said?

Regards,

Slim


Copyright (c) 2010 Slim Fairview

Experts???

.

Experts:

For every ten experts who say "Do this!", you have ten experts who say, "Do that!"

Then someone else will come up with ten experts who say, "Do something else."

Another ten experts will say, "They're all right".

Another who will say, "They're all wrong".

Then another who will ask, "Who's to say what's right or wrong?"

Then the facilitator of the group will say, " There's no "I" in team! :-) "

If you don't believe me, ask an expert!



Regards,

Slim

Mail slimfairview@yahoo.com

Copyright (c) 2010 Slim Fairview

Developing Competitive Strategies

For Those In a Discussion Group

As an analogy,

I am new to a role. (Answering your question.)

I want to develop my knowledge in competitive strategy (competing with the others in the group to offer the best answer.)

To be as productive as possible as quickly as possible I would, as was suggested, do a quick industry analysis of my niche market. (Who is answering your question?)
Then, as was said, learn about the market. (Read up on what you do.)

You are in the [Business of].

What is a niche market in a [Your industry]?
A particular country, a particular industry, a particular service? These would be essentials to answering the question.

You can use the old stand-by SWOT test. (strengths weaknesses opportunities threats) but you should probably be more application specific.

Who are my customers?
What do they need?
Why are they buying from me?

Who are my competitors?
What do they supply?
Why are others buying from my competitors?

Who will be my customers?
What will they need?
Why should they buy from me?

What features do my customers need?
What features will my customers want?
Am I able to provide the product?

What are the prices?
What are my costs?

Time place utility. Can I get my product (or service) to where my customer needs it? Can I get my product (or service) to my customer when he wants it?

Form utility. Does my product meet the customers' needs or will it be necessary to modify my product or service.

Just to suggest a few.

Sincerely,

Slim

Mail: slimfairview@yahoo.com

Copyright (c) 2010 Slim Fairview

MicroFinance: $10.00 To The Road To Prosperity

Years ago, in a newspaper article, was the story about a man living in a small village in Western Africa.



This man was a shoemaker.

He made sandals by hand.

Though he did the best he could,

He was barely able to make one or two pair a day.



They sold for a dollar.



If he had a sewing machine, he could make more than one or two pair a day.

But to pay for the machine was too much to pay.



This man could save the money for a machine. The price was 10 dollars.

Still, a princely sum for a man who made a dollar a day.



Since he could support his family on half his pay, in twenty days he could buy the machine.

You can figure out what that would mean.

Still, his village was small. His neighbors were poor. They had no food.



Since the man could not let his neighbours die, he helped support them with the

money he had left after supporting his family. Still, it could not have been

enough to help all the villagers. Some died.



All he neededd was ten dollars.



With ten dollars, he could buy the machine.

He could make two pair, or three pair, or four pair, or more.

He could pay a villager to sell his extra sandals.

Soon, he could afford to buy a second machine.



He could train an apprentice to run the machine.

You can figure out what that would mean.

Ten pair of sandals, possibly more.



Another machine, and a salesman or two.

Think about all that that man could do.

He could buy a donkey to be ridden to town,

And sell the sandals for what the market allowed.



Then the man could invest, in a neighbor or two.

And they could make money to do what they do.

Reeds for baskets and clay for pots,

And a cart for the donkey, to sell things by lots.



The village could prosper, money for food,

money for schools, and clothes, and tools.



Then the man awoke, to another hot day.

He worked on his sandals, to earn a day's pay.

With the money he made, he stayed barely alive.

And helped a few neighbors to barely survive.


The resources for SME's are a potent force. Or would be if they were available. Think of it as a leveraged investment. Sounds much better said that way, doesn't it?


Sincerest regards,

Slim

Mail: slimfairview@yahoo.com

Copyright (c) 2010 Slim Fairview

Leadership

Some people get paid for what they do.

Some people get paid for what they know.

Some people get paid for what they think.

Some people get paid for the way they think.


Slim Fairview


copyright (c) 2010 Slim Fairview

The Future: What About the Path of the Trajectory?

As we plan into the future, are we considering the path of the trajectory?

Case in point. The pendulum swings both ways. The farther it swings one way, the farther it swings back.

Globalisation: Will the path of globalisation eventually lead to a path of isolationism.

Information: Will the information that we are relying upon so heavily, eventually become a curse that will lead people to retrench? An information overload can make the information virtually worthless if too much stuff cannot be accepted as reliable.

Technology: Will the technology that enhances our efforts become so "intrusive" that we are paralysed by its intrusiveness?

Politics: Will the politics of globalisation lead to "Superpower Centers" with a detente between ie: The Asian Center, The African Center, The Middle Eastern Center, The European Center, The Latin American Center, the North American Center?

Regards,

Slim

Mail: tilden9@yahoo.com

Copyright (c) 2010 Slim Fairview

Mudpies and Martinis or The Global Hunger Problem

In some parts of the world, people eat dirt to survive. This may sound strange, but when you realize that by the time foreign aid trickles down to the poor and hungry, the only thing left to be had is cooking oil and salt. These, mixed with dirt and laid out to dry mean that people will live to suffer another day.

In this country, when we think of mud pies, we think of little girls' tea parties. But not to worry because mom has that new laundry detergent that makes her whites whiter and her brights brighter.

Not too long ago my wife and I came home from a day running errands. My wife said, "I'm starving." I replied "Me too." Of course, I solved my problem by adding a couple of extra olives to my martini. Now this may be a solution in Beverly Hills or Bloomfield Hills or Bedford Hills, but it does not play well in the South Bronx where a single working or perhaps welfare mother has three hungry children to feed.

Now I understand that in the Hamptons there are people who go without eating all summer. But that welfare mother won't solve her problem by asking her children, "Don't you want to look good in your swimsuits when we vacation in St. Bart's next month?"

Just a little something for you to think about.

Thank you for your time and consideration.

Bon appetit!

Mail: slimfairview@yahoo.com


copyright 2010 Slim Fairview

The Future of the G20 in Good Times and Bad

The Future of the G20 in Good Times and Bad

[Available as a PowerPoint Presentation on SlideShare http://slideshare.net/slimfairview

1. Establish a Crisis Management team with an established MIS for a continuity of operations plan.

2. Determine potential threats from those outside the G20. Coordinate a defense plan among the G20 nations.

3. Quantify the needs of the people of each of the countries, the resources available from each of the G20 countries and establish a coordinated distribution system for the resources available.

4. Create a forecasting team to create a snapshot of the situation and to plan a recovery strategy.

5. Leave my phone number with the secretary.


Follow Up

A: What are the potential threats?

1. Military invasion
2. Population dislocation
3. Starvation, disease, violence
4. Political unrest
5. Propaganda

(3 and 4 are also internal threats.)


B: Can you please identify the source or sources of threat?

1. Hostile nations
2. Displaced persons
3. Agents provocateur
4. Propaganda

C: What will be your single point defense plan in addition to (3) and (4) which are precisely what the G20 needs to immediately do?

Disseminate information trusted to be authentic:

Disseminate information directly through all available media to the greatest number of people apprising them of the situation and reassuring them of official protection and support.

Disseminate information through pre-determined media to principals responsible for the mobilisation of forces to repulse external attack, and to internal organisations responsible for the protection of civilians.

However, in the event that all goes well:


I will now leave my comfort-zone of being analytical to being philosophical. The economists will know if there is any value in what I have to say on the G20 plan.

A. Link the currency exchange rate to the trade deficit/surplus numbers in a way that would balance out the trade and currency issues. My guess would be that this would:

1. Help to stabilise the playing field discouraging trade wars.

2. Encourage co-operation instead of competition among the nations while at the same time encouraging competition within industries to become more efficient thus cost-effective.

B. Encourage both shared biotechnology and the establishment of a food bank to stabilise the food supply, among the G20 and to stabilise emerging nations by being able to offset political and civil unrest arising from lack of food.

C. Provide for the co-operation among those in the pharmaceutical industry to develop what will be necessary to inveigh against existing and emerging diseases. (Op. cit. B)

D. Establish an intra-G20 agency to inventory energy resources, calculate energy needs, an forecast future energy needs among the G20 nations and among the non-G20 nations.

E. Please, forgive me for my little joke about my leaving my phone number with the secretary.

Warmest regards,

Slim

Mail: slimfairview@yahoo.com

Copyright (c) 2010 Slim Fairview