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
Monday, November 29, 2010
Wednesday, November 24, 2010
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.
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.
Monday, November 22, 2010
STRATEGIC BREAKDOWNS (In Three Acts)
Introduction:
Nothing succeeds like success.
It is very encouraging to see people using both quantitative and a qualitative approaches to planning. (I find the word strategic to be a word not unlike words like shared vision, visioning process, avoiding group thing, consensus building and the lot. Each expression worthy in its own right--perhaps when first conceived, but not trite. Also, too often a crutch. "There is no expedient to which a man will not resort to avoid the real labour of thinking." Sir Joshua Reynolds. (A favourite of Thomas Edison.)
Speaking of which, Thomas Edison did not need a committee to invent the light bulb.
Then, too, he fell prey to faulty assumptions: AC v. DC. He was too close to his brain-child to see its flaws.
The greatest strategic risk most often overlooked by Executives is that the person in charge of putting someone in charge of managing a project simply is not qualified. That person then relies on more than assumptions. I dislike the word "toolbox" so I will use the word, template.
As Executives began to move to the shared vision, no I in team philosophy they failed to see inherent flaw. The greatest one: "The Player."
.............................THE PLAYER [In Three Acts]...........................
Here we not only read The Player's mind, we are also that fly on the wall.
"Anon."*
Player [speaking to self.] "I have no clue what's going on. I know, I will embrace the concept of horizontal management. We need a committee. I will get on that committee."
[Now, for those of you who are really "into" metaphors:]
Leader: "Okay, group, anyone have any ideas?" [Think outside the box; there are no stupid ideas, questions, etc. Only the stupidity of not saying anything; shared vision; no I in team.]
The Player: "Yes. The world is not round, like this orange. The world is round like this plate!"
[Stolen from a Smother's Brothers skit.]
Leader: "Really? I would like you to share your feelings on that Idea. I think we can all benefit from the discussion even if some on the committee respectfully disagree!"
Player: "I heard it on the Smothers Brothers show!"
Leader: "Anyone else like to comment or share viewpoints? [As long as we are all sitting around wasting time.]
Other Members: "Blah, blah, blah..."
The Player: "You know, after listening to other people, I believe you may be right. The world is round like this orange."
Leader: "Good for you! You see! This method works. We now have a shared vision.!!!! I will tell Mr. Big, upstairs how well we all worked.
Everyone: [privately] "At first we thought he was a real jerk. But we can see he is willing to embrace the ideas of others in the group. He is a team player.
Leader [to boss] "At first I thought he was a real jerk. However, you were right, Sir. This shared vision thing really works. He is a team player willing to embrace a shared vision and see the other members' points of view."
Big Executive: "Great! I always knew I was a great Executive with great Leadership Skills!!!"
End Act I
* Anon. A word often used in literary plays. [Ed. note: We don't want the audience to feel cheated.]
Sincerely,
Slim
copyright (c) 2010 Slim Fairview
Nothing succeeds like success.
It is very encouraging to see people using both quantitative and a qualitative approaches to planning. (I find the word strategic to be a word not unlike words like shared vision, visioning process, avoiding group thing, consensus building and the lot. Each expression worthy in its own right--perhaps when first conceived, but not trite. Also, too often a crutch. "There is no expedient to which a man will not resort to avoid the real labour of thinking." Sir Joshua Reynolds. (A favourite of Thomas Edison.)
Speaking of which, Thomas Edison did not need a committee to invent the light bulb.
Then, too, he fell prey to faulty assumptions: AC v. DC. He was too close to his brain-child to see its flaws.
The greatest strategic risk most often overlooked by Executives is that the person in charge of putting someone in charge of managing a project simply is not qualified. That person then relies on more than assumptions. I dislike the word "toolbox" so I will use the word, template.
As Executives began to move to the shared vision, no I in team philosophy they failed to see inherent flaw. The greatest one: "The Player."
.............................THE PLAYER [In Three Acts]...........................
Here we not only read The Player's mind, we are also that fly on the wall.
"Anon."*
Player [speaking to self.] "I have no clue what's going on. I know, I will embrace the concept of horizontal management. We need a committee. I will get on that committee."
[Now, for those of you who are really "into" metaphors:]
Leader: "Okay, group, anyone have any ideas?" [Think outside the box; there are no stupid ideas, questions, etc. Only the stupidity of not saying anything; shared vision; no I in team.]
The Player: "Yes. The world is not round, like this orange. The world is round like this plate!"
[Stolen from a Smother's Brothers skit.]
Leader: "Really? I would like you to share your feelings on that Idea. I think we can all benefit from the discussion even if some on the committee respectfully disagree!"
Player: "I heard it on the Smothers Brothers show!"
Leader: "Anyone else like to comment or share viewpoints? [As long as we are all sitting around wasting time.]
Other Members: "Blah, blah, blah..."
The Player: "You know, after listening to other people, I believe you may be right. The world is round like this orange."
Leader: "Good for you! You see! This method works. We now have a shared vision.!!!! I will tell Mr. Big, upstairs how well we all worked.
Everyone: [privately] "At first we thought he was a real jerk. But we can see he is willing to embrace the ideas of others in the group. He is a team player.
Leader [to boss] "At first I thought he was a real jerk. However, you were right, Sir. This shared vision thing really works. He is a team player willing to embrace a shared vision and see the other members' points of view."
Big Executive: "Great! I always knew I was a great Executive with great Leadership Skills!!!"
End Act I
* Anon. A word often used in literary plays. [Ed. note: We don't want the audience to feel cheated.]
Sincerely,
Slim
copyright (c) 2010 Slim Fairview
THINK INSIDE THE BOX
THINK INSIDE THE BOX! For consideration and debate
Cliches, Slogans, and Platitudes have infiltrated our culture to such an extent that we can no longer think straight; or we are not allowed to. It seems people our age are the only ones who still possess what is no longer legal to possess: Intelligence and the ability to think.
Please share what you've experienced on the subject.
The expression has evolved. Initially, it came across as a tactical manoeuvre which translates, "Surprise! Here I am, I invite myself to your house. What do you mean, you do the inviting when you entertain people in your home? You should think outside the box."
The box became a symbol of old-fashion, draconian, narrow minded, limiting, ad nauseum. Thinking outside the box became the new, hip, trendy, now, together, what's happening way of doing things. The new ways of doing things to meet the new challenges we will confront. Oh, boy!
However, as with many cliches, think outside the box is no longer actually heard anymore. It is like the part of the dialogue in a novel where we see, he said, she said. Those are fine markers for the reader, however, the reader is not actually cognisant of the he said, she said. Only what they represent.
Still, it is very interesting to hear different perspectives from different people.
Just something to consider.
Sincerely,
Slim
copyright (c) 2010 Slim Fairview
Cliches, Slogans, and Platitudes have infiltrated our culture to such an extent that we can no longer think straight; or we are not allowed to. It seems people our age are the only ones who still possess what is no longer legal to possess: Intelligence and the ability to think.
Please share what you've experienced on the subject.
The expression has evolved. Initially, it came across as a tactical manoeuvre which translates, "Surprise! Here I am, I invite myself to your house. What do you mean, you do the inviting when you entertain people in your home? You should think outside the box."
The box became a symbol of old-fashion, draconian, narrow minded, limiting, ad nauseum. Thinking outside the box became the new, hip, trendy, now, together, what's happening way of doing things. The new ways of doing things to meet the new challenges we will confront. Oh, boy!
However, as with many cliches, think outside the box is no longer actually heard anymore. It is like the part of the dialogue in a novel where we see, he said, she said. Those are fine markers for the reader, however, the reader is not actually cognisant of the he said, she said. Only what they represent.
Still, it is very interesting to hear different perspectives from different people.
Just something to consider.
Sincerely,
Slim
copyright (c) 2010 Slim Fairview
Thursday, November 18, 2010
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
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
Wednesday, November 17, 2010
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
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
Monday, November 15, 2010
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
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
Friday, November 12, 2010
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
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
Friday, November 5, 2010
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
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
Thursday, November 4, 2010
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
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
Wednesday, October 27, 2010
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
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
Wednesday, October 13, 2010
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
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
Monday, October 4, 2010
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
[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
Thursday, September 30, 2010
Facts v. Opinions in the Corporate World
There are facts and there are opinions. On the other hand, there are facts and there are facts.
Here's the metaphor:
A group of wonderful people are going to rehabilitate a a 16 unit building in a fancy neighborhood. You know: SoHo, NoHo, BooHoo, one of those places.
They invite 16 interior designers (one unit each) to do a complete makeover. Wall treatments, window treatments, floor covering, furniture, accessories, and so on.
Now, the night before the big unveiling, (when no one is around to get hurt) the building collapses. Every hurries down to stare (aghast) at the site.
With his political wisdom and insight, Mayor Bloomberg calls Donald Trump and asks him to come down and take a look at what happened.
Upon his arrival, Mr. Trump asks to see the blueprints. The city engineer shows Mr. Trump the blueprints. Mr. Trump shakes his head.
"This is no good," he says. "Supporting walls were removed. New walls were not able to support the upper floors. The floors that were replaced were not structurally sound. The wonderful people who rehabilitated this building should have called me in first to check the plans and make sure the building wouldn't fall down."
What a shame. Sixteen beautiful opinions and not one fact. Well, not quite.
The fact is, the designers were all brilliant and creative.
The fact is, all the window treatments, floor treatments, wall treatments were tasteful and done with products known to be of the highest quality.
The fact is, the furniture was tasteful, expesive, elegant.
And so on.
All facts. None related to the structural integrity of the building.
The argument could be made that the interior design was actually a matter of opinion. But what cannot be argued is that the structural soundness of the building was not a matter of opinion. It was a matter of facts not taken into consideration. (Evidenced by the fact that the building collapsed.)
Regards,
Slim
Mail: tilden9@yahoo.com
Copyright(c) 2010 Slim Fairview
Here's the metaphor:
A group of wonderful people are going to rehabilitate a a 16 unit building in a fancy neighborhood. You know: SoHo, NoHo, BooHoo, one of those places.
They invite 16 interior designers (one unit each) to do a complete makeover. Wall treatments, window treatments, floor covering, furniture, accessories, and so on.
Now, the night before the big unveiling, (when no one is around to get hurt) the building collapses. Every hurries down to stare (aghast) at the site.
With his political wisdom and insight, Mayor Bloomberg calls Donald Trump and asks him to come down and take a look at what happened.
Upon his arrival, Mr. Trump asks to see the blueprints. The city engineer shows Mr. Trump the blueprints. Mr. Trump shakes his head.
"This is no good," he says. "Supporting walls were removed. New walls were not able to support the upper floors. The floors that were replaced were not structurally sound. The wonderful people who rehabilitated this building should have called me in first to check the plans and make sure the building wouldn't fall down."
What a shame. Sixteen beautiful opinions and not one fact. Well, not quite.
The fact is, the designers were all brilliant and creative.
The fact is, all the window treatments, floor treatments, wall treatments were tasteful and done with products known to be of the highest quality.
The fact is, the furniture was tasteful, expesive, elegant.
And so on.
All facts. None related to the structural integrity of the building.
The argument could be made that the interior design was actually a matter of opinion. But what cannot be argued is that the structural soundness of the building was not a matter of opinion. It was a matter of facts not taken into consideration. (Evidenced by the fact that the building collapsed.)
Regards,
Slim
Mail: tilden9@yahoo.com
Copyright(c) 2010 Slim Fairview
Friday, September 24, 2010
LOOKING FOR LEADERS IN THE TECHNOSPHERE
Are you looking to a leader who shares your vision? Are you looking to become a leader? Who shares your vision?
Here is an exercise:
1. Look around your company. Find a leader who has formal authority. Make a list of reasons why you want to be led by that person.
2. Look around your company. Find a leader who has referent authority. Make a list of reasons why you want to be led by that person.
3. Imagine you are a leader. Which list is attached to your name?
Now put that questionnaire aside until later.
To do business in emerging nations, it is essential for western leaders to understand that England, France, and Germany were at one time emerging nations.
England, as an emerging nation, was analogue. Mechanical. Aside from mobility, is there a substantive difference between a sundial and a wristwatch? Is there a difference between hammering a piece of iron into a horseshoe and bending it into shape on a press brake? Is there a substantive difference between writing a letter and sending an e-mail?
Today, society has moved from analogue to digital. From mechanical to technological. We now have vastness, speed, mobility, and efficiency that did not exist when England was an emerging economy.
Today, a thousand lives can be saved with a vaccine made 10, 000 miles away. While 1000 people with shovels can’t produce results as efficiently as one person with a bulldozer, with the technology of: irrigation, water purification, fertilization, sanitation, and the study of geology those 1000 people with shovels can elevate a larger segment of the population in a shorter amount of time than people in feudal societies could imagine.
Additionally, the way the industrial revolution changed Europe and the world, the technology revolution, is changing emerging nations, and the world—with one exception. The rise is higher, faster, and more egalitarian.
France: One cheval, one chevalier.
Malaysia: One computer, five work stations, a C-level operation (CEO, COO, CFO, CTO, CIO) is up and running with all the information in the world available to them within minutes if not seconds.
Now, why don’t leaders in industrial nations understand leadership in industrious nations? It has a lot to do with our education. Do you have an MBA? Fine. Did you have to study Anglo-American Legal History; Medieval Lit; or read Hans Christian Andersen, Grimm’s Fairy Tales or Aesop’s Fables to get your degree? No? That is so sad.
Managers and leaders in western nations won’t understand Leadership or Followship (sic) in emerging nations without understanding “The Emperor’s New Clothes” or “Stone Soup”.
Did you study England in the early years? Knights, armour, horses; noble yeomen; hue and cry; the Shire Reeve; the witenagemot; the posse comitatus; trail by compurgation? [We still have trial by compurgation. Today, we call it the “celebrity endorsement”.]
When trouble arose, the yeomen did not form a committee. They looked to the Shire Reeve who called a posse comitatus. Before that, they looked to the Knight: the person who could afford a horse and a suit of armour. No horse? No armour? You become a vassal to the King. He supplied the horse, the armour, the land and in return your led the army of serfs when called upon. We still do much of that today. Do you remember King John at Runnymede? (The Barons are not on your side today, either. However, today we call it shareholders’ interests.)
In a crisis people look to a leader.
Now, go to an emerging nation. Now, try to pick out the leader. His people will follow him, not you.
Oh, yes. Do you remember that test you took at the beginning of this article? Well, it has no direct bearing on the lessons in this monograph—but this will:
Repeat the test. Are your answers the same as they were before reading the article or are they different?
Good luck in the technosphere.
Regards,
Slim
Mail: slimfairview@yahoo.com
copyright (c) 2010 Slim Fairview
Here is an exercise:
1. Look around your company. Find a leader who has formal authority. Make a list of reasons why you want to be led by that person.
2. Look around your company. Find a leader who has referent authority. Make a list of reasons why you want to be led by that person.
3. Imagine you are a leader. Which list is attached to your name?
Now put that questionnaire aside until later.
To do business in emerging nations, it is essential for western leaders to understand that England, France, and Germany were at one time emerging nations.
England, as an emerging nation, was analogue. Mechanical. Aside from mobility, is there a substantive difference between a sundial and a wristwatch? Is there a difference between hammering a piece of iron into a horseshoe and bending it into shape on a press brake? Is there a substantive difference between writing a letter and sending an e-mail?
Today, society has moved from analogue to digital. From mechanical to technological. We now have vastness, speed, mobility, and efficiency that did not exist when England was an emerging economy.
Today, a thousand lives can be saved with a vaccine made 10, 000 miles away. While 1000 people with shovels can’t produce results as efficiently as one person with a bulldozer, with the technology of: irrigation, water purification, fertilization, sanitation, and the study of geology those 1000 people with shovels can elevate a larger segment of the population in a shorter amount of time than people in feudal societies could imagine.
Additionally, the way the industrial revolution changed Europe and the world, the technology revolution, is changing emerging nations, and the world—with one exception. The rise is higher, faster, and more egalitarian.
France: One cheval, one chevalier.
Malaysia: One computer, five work stations, a C-level operation (CEO, COO, CFO, CTO, CIO) is up and running with all the information in the world available to them within minutes if not seconds.
Now, why don’t leaders in industrial nations understand leadership in industrious nations? It has a lot to do with our education. Do you have an MBA? Fine. Did you have to study Anglo-American Legal History; Medieval Lit; or read Hans Christian Andersen, Grimm’s Fairy Tales or Aesop’s Fables to get your degree? No? That is so sad.
Managers and leaders in western nations won’t understand Leadership or Followship (sic) in emerging nations without understanding “The Emperor’s New Clothes” or “Stone Soup”.
Did you study England in the early years? Knights, armour, horses; noble yeomen; hue and cry; the Shire Reeve; the witenagemot; the posse comitatus; trail by compurgation? [We still have trial by compurgation. Today, we call it the “celebrity endorsement”.]
When trouble arose, the yeomen did not form a committee. They looked to the Shire Reeve who called a posse comitatus. Before that, they looked to the Knight: the person who could afford a horse and a suit of armour. No horse? No armour? You become a vassal to the King. He supplied the horse, the armour, the land and in return your led the army of serfs when called upon. We still do much of that today. Do you remember King John at Runnymede? (The Barons are not on your side today, either. However, today we call it shareholders’ interests.)
In a crisis people look to a leader.
Now, go to an emerging nation. Now, try to pick out the leader. His people will follow him, not you.
Oh, yes. Do you remember that test you took at the beginning of this article? Well, it has no direct bearing on the lessons in this monograph—but this will:
Repeat the test. Are your answers the same as they were before reading the article or are they different?
Good luck in the technosphere.
Regards,
Slim
Mail: slimfairview@yahoo.com
copyright (c) 2010 Slim Fairview
Wednesday, September 22, 2010
The New CEW (Chief Executive Woman)
This may appear to be a minor quibble, however, after having listened to a wide range of discussions over the years, I've come to understand that generic terms are generally used to soften or blunt the discussion not to sharpen it; and that as the number of people included in the group discussion increases, the more diffuse the discussion becomes.
"More people, more words. More word, more bad." The Quotations of Slim Fairview
Case in point: (metaphorically speaking) The fastest way to gender balanced leadership is to appoint [fill in your name] CEO. (Slim Fairview's four rules of communication: Precision; Concision; Enumerate; Specify.)
Some 25 or more years ago, Cosmopolitan ran an article about an ambitious woman who attended a regular weekly meeting at the company where she worked. The boss, a man, frequently turned to a male member of the group for affirmation or an opinion.
One day, this woman decided to arrive early and sit in that man's chair. The understanding being that he would be too polite to ask her to move. The result seemed to have been such that because the boss was so accustomed to looking to that man in that chair for affirmation, that he began looking to that woman for affirmation and opinions. (Which she offered.) The result being that she moved up in the company.
That tactic is not so far-fetched. Also, we are talking about CEO's.
Still, to move forward it is necessary to entertain some marketing strategies in addition to declaiming qualifications. (Many have said that Beta was better than VHS--too, that technology is becoming obsolete. There was a time when I would have only AT&T long distance. (land line) Now, Verizon!!! (Cell phones)
I read in an article that Equal Opportunity was "push" marketing. I had to point out that Equal Opportunity was "demand pull" marketing. (Used effectively by the manufacturers of Lestoil, a cleaning product back in the later 50's and early 60's.)
Too much of the effort to move women into the C-level and Board-level jobs has revolved around advertising and not around marketing. (Marketing: Find a need and fill it.)
While I cannot guarantee a change in the "Old Boy" attitudes of the Old Boys, I can predict that the "Young Boys" will be just as competitive when looking for upper level jobs as the "Young Women" will be. However, in a rapidly changing global economy, marketplace, and what I shall refer to as (in coining a phrase for myself) the "Technosphere" I think I can safely predict that women who compete using the marketing approach and offering a versatile, high tech, high quality, application-- specific product (Their skill-set and experience) will indeed reach the board room--and that will help to move women into the CEO corner office.
Regards,
Slim
Mail: slimfairview@yahoo.com
copyright (c) 2010 Slim Fairview
Monday, September 20, 2010
Managing Projects in the New Millennium
What are the challenges for the New Managers in the New Millennium?
For now, Transition.
From analogue to digital. From mechanical to technical. From older bosses with younger employees to younger bosses with both older employees and younger employees.
A faster pace. From the letter, to the fax, to the email, to the iPhone to the iPad.
A faster pace in the barrage of questions and a demand for a faster reply with answers.
Precision. Then, a little more, a little less, a couple of shims and a few extra screws. Now, a digital answer with the engineer's zero. 6.54 is not acceptable. Now the answer must read 6.540
A compelling necessity for senior level expertise. Sometimes you cannot delegate responsibility. With the abundance of expertise, recognising the quality among the quantity is crucial. Now find the person on your team capable of doing it.
Global interface. With so much coming from so many different people in so many different places, try to find someone capable of working with them.
Technological compatibility.
Just to mention a few.
Regards,
Slim
Mail: slimfairview@yahoo.com
copyright (c) 2010 Slim Fairview
For now, Transition.
From analogue to digital. From mechanical to technical. From older bosses with younger employees to younger bosses with both older employees and younger employees.
A faster pace. From the letter, to the fax, to the email, to the iPhone to the iPad.
A faster pace in the barrage of questions and a demand for a faster reply with answers.
Precision. Then, a little more, a little less, a couple of shims and a few extra screws. Now, a digital answer with the engineer's zero. 6.54 is not acceptable. Now the answer must read 6.540
A compelling necessity for senior level expertise. Sometimes you cannot delegate responsibility. With the abundance of expertise, recognising the quality among the quantity is crucial. Now find the person on your team capable of doing it.
Global interface. With so much coming from so many different people in so many different places, try to find someone capable of working with them.
Technological compatibility.
Just to mention a few.
Regards,
Slim
Mail: slimfairview@yahoo.com
copyright (c) 2010 Slim Fairview
Saturday, September 4, 2010
Management
Management is teaching your children to behave.
Risk management is putting fragile items on the top shelf.
Crisis management is when your in-laws suddenly show up unannounced with their children, and you have to herd them into the play-room while you lock fragile items in the closet. -- Slim Fairview
Slim
Mail: slimfairview@yahoo.com
copyright (c) 2010 Slim Fairview
Risk management is putting fragile items on the top shelf.
Crisis management is when your in-laws suddenly show up unannounced with their children, and you have to herd them into the play-room while you lock fragile items in the closet. -- Slim Fairview
Slim
Mail: slimfairview@yahoo.com
copyright (c) 2010 Slim Fairview
Monday, August 30, 2010
The Business of Wisdom in Global Affairs--A Fable
The Business of Wisdom in Global Affairs
About 50 years ago, my father told me a fable. I don’t know its origin. I believe it may have originated in Turkey or in the Middle East.
No doubt, he’d heard it from someone much older than he was when he heard it. And older and wiser when he shared it with me. Thank you, Dad.
A long time ago, there lived a powerful king. He ruled vast lands with firmness and fairness. However, the many city-states and principalities were ruled by selfish and greedy men. They were constantly fighting wars over petty grievances to disguise their true motive—greed. Therefore, the king issued an edict banning such unjust wars. If they defied the edict, he would send his troops in to vanquish the offender and seize his lands.
In one of the small countries, the young people had gathered to come up with a plan to better the lives of the people. They concluded that the old people were a burden and that they should all be put to death.
One young man, unable to allow his father to be killed, led him from the city in the dead of night and hid him in a cave on the outskirts of the city.
The word spread to a neighboring land where a greedy prince called his advisors together to discuss a plot to wage a war against the other land to grab their wealth. They wrote the following letter:
Five generations ago, our people lent to your people 25 units of rope woven from sand which you promised to return. Yet with each passing generation, your promise has gone unfulfilled. Therefore, we must demand return of this rope or we will be forced to send our armies to your land to retrieve it along with just restitution.
When the leaders of the council received and read this letter, they panicked. None had ever heard of the rope woven from sand nor knew anything about it.
The man who’d hid his father in the cave outside of town asked for the letter and said he would return with a solution to the problem. He went to see his father.
His father said, “Write back. Say to them, we have many coils of rope. Some are woven from sand but each is different. Send us a sample of your rope so we may match it up with the rope that is yours and do justice by returning your rope.”
The young man returned to the council and they sent just such a letter.
When the evil prince received the reply, he turned to his advisers and said, “There is still one old man left in their land. We will wait until he dies and try again.”
Regards,
Slim
Mail: slimfairview@yahoo.com
Copyright (c) 2010 Slim Fairview
About 50 years ago, my father told me a fable. I don’t know its origin. I believe it may have originated in Turkey or in the Middle East.
No doubt, he’d heard it from someone much older than he was when he heard it. And older and wiser when he shared it with me. Thank you, Dad.
A long time ago, there lived a powerful king. He ruled vast lands with firmness and fairness. However, the many city-states and principalities were ruled by selfish and greedy men. They were constantly fighting wars over petty grievances to disguise their true motive—greed. Therefore, the king issued an edict banning such unjust wars. If they defied the edict, he would send his troops in to vanquish the offender and seize his lands.
In one of the small countries, the young people had gathered to come up with a plan to better the lives of the people. They concluded that the old people were a burden and that they should all be put to death.
One young man, unable to allow his father to be killed, led him from the city in the dead of night and hid him in a cave on the outskirts of the city.
The word spread to a neighboring land where a greedy prince called his advisors together to discuss a plot to wage a war against the other land to grab their wealth. They wrote the following letter:
Five generations ago, our people lent to your people 25 units of rope woven from sand which you promised to return. Yet with each passing generation, your promise has gone unfulfilled. Therefore, we must demand return of this rope or we will be forced to send our armies to your land to retrieve it along with just restitution.
When the leaders of the council received and read this letter, they panicked. None had ever heard of the rope woven from sand nor knew anything about it.
The man who’d hid his father in the cave outside of town asked for the letter and said he would return with a solution to the problem. He went to see his father.
His father said, “Write back. Say to them, we have many coils of rope. Some are woven from sand but each is different. Send us a sample of your rope so we may match it up with the rope that is yours and do justice by returning your rope.”
The young man returned to the council and they sent just such a letter.
When the evil prince received the reply, he turned to his advisers and said, “There is still one old man left in their land. We will wait until he dies and try again.”
Regards,
Slim
Mail: slimfairview@yahoo.com
Copyright (c) 2010 Slim Fairview
Ceo the Executive or The Executive's New Clothes
Ceo the Executive or The Executive's New Clothes will be available on Kindle in a few days. Please look up the tale at Amazon.com. (It was uploaded on 2 July. It will be available next week.
Thank you.
Regards,
Slim
Thank you.
Regards,
Slim
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