We all
recognize (at least I hope most of us) that knowledge is instrumental to
value-creation and that knowledge as an asset is far more important than
traditional assets such as equipment, real estate or buildings. And to a great
extent, every organization must become a knowledge organization and every
employee must become a knowledge professional.
A collection of best practice articles to help grow companies with an emphasis on finance. The goal of the blog is to explain how these best practices work, enabling anyone to put these ideas to immediate use. Articles are written by Matt H. Evans, CPA, CMA, CFM
Monday, November 2, 2015
Thursday, October 22, 2015
Three Frameworks for Higher Productivity
Increasingly
we live in a world where we have to get a lot done and since no-one can change
time, the key is to get more out of the time we have available. The good news
is that several frameworks can rapidly increase your productivity. This article
will discuss three: 1) Eisenhower Box, 2) Lewin’s Equation, and 3) the
Zeigarnik Effect.
Certain
people seem to get a lot done in an effortless way. One such person was Dwight
Eisenhower, 34th President of the United States, serving two terms from 1953 to
1961. Eisenhower followed a simple principle based on what he once said: “What is important is seldom urgent and what
is urgent is seldom important.”
Tuesday, October 13, 2015
Measuring Human Resource Capital
One of the
most under measured parts of a business is the human resource capital and it
represents one of the biggest challenges facing business; namely finding the
best and brightest people. It is these human resources or people who ultimately
create value for the organization. People generate value through their
application of skills, talents, and abilities. The key is to invest in people
so that human resources are productive, knowledgeable, effective, and
efficient. This is what separates the average company from the exceptional.
Getting a return on this investment or ROI is extremely important.
Monday, October 5, 2015
How to Capture Useful Feedback
Capturing
feedback is important to the success of every business. Feedback represents a
conversation with your employees and your customers. These conversations keep
you within a zone of reality and best of all, these conversations create
relationships. And in the world of business, relationships matter.
Monday, September 21, 2015
Organizing the Competitive Intelligence Effort
The
development of strategies to compete is essential for the survival of every
organization. Competition is increasing from everywhere, ranging from small
startups to global companies leveraging resources in the shared economy.
Understanding this external global environment is now part of how you must
strategize. Competitive Intelligence (CI) is the process by which you collect
and analyze information to understand the external environment. The product of
Competitive Intelligence is knowledge that facilitates decision making, both
strategic and operational. Therefore, CI is both a process and a product.
Thursday, September 10, 2015
How to Use the Minimum Viable Product (MVP)
Over the
last few years, successful entrepreneurs have pointed to the Minimum Viable
Product or MVP as a roadmap for creating long-term success. MVP is about
creating a product or service with just enough value to make it attractive to a
small group of customers. In some cases, the product or service is released on
a test basis. This allows you to move incrementally without committing huge
resources. A strong development team will be needed to capture feedback and
turn out new releases. If you are releasing something very unique, you should validate
the offering with a private or internal group well in advance of going to a
larger test market.
Wednesday, September 2, 2015
Appreciating 'Appreciative Inquiry' (Part 2 of 2)
Simple things often work best – easy to design and implement. When it
comes to strategic planning and getting the organization to move,
Appreciative Inquiry can be the preferred approach because of its
simplicity. In an effort to get Appreciative Inquiry working, we can
follow the 4 D Model: Discover > Dream > Design > Deliver.
Monday, August 24, 2015
Appreciating 'Appreciative Inquiry' (Part 1 of 2)
In order to plan and look forward in a meaningful
way, we need to first look back, appreciating the things we do well. It
is those things that we excel at that gives us a strategy for a bright
future. In a rapidly changing world, traditional approaches to planning
often don't work. We assess strengths, weaknesses, opportunities, and
threats, developing strategies to address a multitude of issues, only to
have wasted resources and time trying to address issues that are
difficult to control. Instead of this long exercise in planning, we need
a much more rapid and direct approach to getting the organization and
its people mobilized for the future. When we focus on the “positive”
things that we do well, not only do we galvanize our resources better,
but we also energize our people around things that they can accomplish.
This simple and powerful approach to planning and change management is
called Appreciative Inquiry.
Tuesday, August 11, 2015
Everyone Should Have a Dashboard
Distinguishing
high and low performance often requires a common set of metrics. Applying
standard metrics across different positions can drive exceptionally high levels
of performance across a company. This is often found in the world of sports.
Examples include a baseball pitcher’s ERA (Earned Run Average), a football
quarterback’s passer rating (QPR), or the average per game metrics applied to
basketball players – Points per Game, Rebounds per Game, Assists per Game,
Steals per Game and Blocks per Game. This standard framework binds the company,
allowing managers to quickly size up individual players and identifying those
who need coaching.
Thursday, July 30, 2015
Want a Superior Workforce? Hire Women
It goes
without saying that people make the difference in great companies. Author Jim
Collins brought this point home in his book: Good to Great. One reason
this can be challenging is that people are different and they may not work well
with others. So how do you reduce the selection process and find people who can
add the highest value across the entire workforce? Well you may have to be
somewhat bias in favor of women.
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