25 novembre 2012 § Lascia un commento
non ho parole da aggiungere a questo video, ma soltanto alcuni consigli…
Buona visione, Buona lettura, Buon Ascolto
16 novembre 2012 § Lascia un commento
I frequentatori di questo blog sanno che la parte motivazionale, personale e umana legata al lavoro è molto importante e trova sempre ampio spazio
Non posso dire di godervi questo video, leggere, ascoltare, guardare il video di seguito
Gli uomini possono fare grandi cose, ma ci devono credere in quello che fanno, e crederci vuol dire non mollare mai per nessun motivo
12 ottobre 2012 § Lascia un commento
Anche oggi sono a proporvi un video che descrive il significato di sacrificio, e di cosa un uomo o donna possano fare con allenamento, forza mentale, convinzione
Quanto può sostenerci la nostra mente?
Dove possiamo arrivare con la sola forza della mente?
Quando osservo queste persone, mi domando sempre se tutti noi dovessimo utilizzare la stessa forza nella vita di tutti i giorni e nel lavoro, dove potremmo essere.
4 settembre 2012 § Lascia un commento
Mi domando spesso, perchè i Titolari di Aziende, Manager di tutti i livelli non si ricordano mai che le Aziende sono fatte di persone?
Come mai si investe poco sulle persone?
demerito delle Aziende o demerito delle persone?
Dal mio punto di vista, entrambi gli attori hanno le loro belle “colpe”; le aziende perchè non guardano sufficientemente avanti per capire cosa servirà nei prossimi anni ma presi dallo stress e dalla routine giornaliera, non alzano mai la testa; le persone perchè ogni qualvolta si da fiducia (spesso con premi e aumenti di salario) questi lentamente scendono di livello calando i ritmi, come quasi appagati – non accade spesso ma di frequente
Sono estremamente convinto che un salario costruito su un fisso mediamente basso, premi molto alti legati alle perfomance e dall’altra chiarezza e sincerità aziendale potrebbero creare il rilancio di qualsiasi nazione, ma la domanda è…
CHI HA IL CORAGGIO DI FARLO?
Di seguito un articolo della HBR che parla di come le grandi (grandissime) Aziende investono sulle persone, le fanno creare e generano innovazione costante…
Manager e Leader che leggete questo articolo, rispondete a voi stessi alle domande sotto indicate dal mio caro Amico LASH
Best Practices for Leading via Innovation
HBR.org | Rick Lash
What do General Electric (GE), Procter & Gamble (P&G) and IBM have in common? All three companies nurture and energize talent, carving out the necessary resources to invest in recruiting, selecting and growing the people who will become their future leaders.
So it’s no surprise that GE, P&G and IBM occupy the top three spots in Hay Group’s seventh annual Best Companies for Leadership (BCL) ranking. Our study clearly shows that great leadership is a strong competitive advantage, with the top 20 BCL firms far outperforming the S&P 500 benchmark on shareholder returns.
Beyond strong financial performance, the top 20 BCL companies have something else in common. In an era of intense globalization, rapid demographic change and accelerating technological progress, the best companies for leadership recognize the value of innovation, putting it at the heart of their corporate culture and using this targeted, focused innovation to drive shareholder value and improve efficiency.
Which companies populate the top 20? Every year, we see some familiar names including GE (#1 the last three years), P&G (#2 this year and last year), McDonald’s and Coca-Cola. But some of the most interesting examples of innovation come from new additions to the BCL Top 20 list. These examples illustrate five practices that any company can adopt to create a culture of innovation:
1. Create a safe space for innovation. BCLs invest in creating an environment that allows innovation to thrive while encouraging employees to feel comfortable taking calculated risks. At Walmart (#8 on the BCL list), a group called @WalmartLabs provides a supportive environment for testing new ideas. Similarly, Toyota (#11) encourages innovation by removing some of the pressure for short-term returns. Toyota’s decade-long investment in its Prius sub-brand ultimately succeeded in strengthening the company’s reputation as a respected product innovator while allowing Toyota to capture first-mover advantage in the fast-growing hybrid category.
2. Enable organizational agility. At most innovative organizations, job definitions tend to be flexible and fluid. These companies recognize that the roles their employees play must adapt to the changing needs of the marketplace. For example, at FedEx (#20), the company actively assists executives in moving between functions in order to accumulate a diverse range of experiences that improve their overall adaptability. Dow Chemical (#19) is another firm that encourages employees to move functionally and geographically to gain new perspectives on the business and build capabilities for independent thinking and problem-solving. By giving employees room to explore their full potential and range of interests, BCLs also gain a competitive edge in the talent market. Our study shows that BCLs are much less reliant than their peers on pay and bonuses when it comes to attracting and retaining talent.
3. Broaden perspectives. BCLs foster opportunities for new ideas to flourish regardless of their source. For instance, Unilever (#10) recently unveiled its Open Innovation Initiative that solicits new ideas for designs and technologies to tackle a range of challenges around health, hygiene and the environment. The company’s Pureit home water purifier, which delivers safe drinking water to more than 30 million people across developing and emerging markets, was developed using this open innovation model. In April 2012, Unilever continued to display its commitment to open innovation by hosting a 24-hour live online discussion that generated 4,000 comments from over 2,000 thought leaders to give the company feedback on its sustainability goals. The discussion prompted CEO Paul Polman, who participated in the event, to remark that he was “struck by the richness of the ideas, new suggestions and constructive challenges.”
4. Promote and reward collaboration. The eccentric lone scientist toiling away in his lab may be the poster-child for inventors, but studies have shown that the vast majority of important innovations actually spring from collaborative, team efforts. BCLs not only have innovative leaders, but more importantly they have leaders who create conditions that facilitate innovation by encouraging, measuring and incentivizing collaboration. In his book Imagine: How Creativity Works, Jonah Lehrer describes how researchers at 3M (#13 on the BCL list) have free rein to spend 15% of their time exploring new ideas in whatever way they like. They can brainstorm while playing ping pong, going for a walk or lying on a couch. The only rule that 3M places on this innovation time is that they must share their insights with others.
5. Celebrate success and learn from setbacks. BCLs are essentially twice as likely as other companies to celebrate innovation and to see any performance problems as opportunities to learn and improve. Recognizing innovators sends other employees a powerful signal that innovation is something that the company greatly values. But employees will be reluctant to take the risks inherent in innovation unless they know that their leadership team is willing to accept a certain amount of failure as an inescapable component of the innovation process. At Dow Chemicals (#19), risk-taking is not only accepted, it is encouraged, which helps the company to stay agile and innovative. Dow evaluates its leaders not only in terms of customer value, but also taking into account whether they are leading courageously, whether they are collaborating themselves and whether they are encouraging collaboration among others. As a source with Dow put it, “It’s empowerment that really helps us stay agile. We encourage everyone to lead courageously — constantly asking ask “what if?” or “why not?” We challenge our employees to recognize possibilities and push beyond boundaries.”
Leaders who want to foster innovation should ask themselves these questions:
1. In my quest for the next big innovation, have I overlooked smaller incremental innovations that could still have a big impact on customer experiences or on employee productivity?
2. Do I reinvest my spare capacity into expanding my own knowledge, exploring future trends and learning from others? Or does my focus on performance and results preclude any consideration of unproven innovations?
3. Am I doing one thing every day that scares me? How much time do I spend pushing my own boundaries and working at the limits of my competence, where the next great innovations are most likely to be discovered?
22 febbraio 2012 § Lascia un commento
Crescere, l’obiettivo di ogni persona e di ogni business, questo ci viene concesso dallo sviluppo di attività di miglioramento continuo che ci permettono di tenere stretti a noi i nostri clienti e di essere sempre un passo davanti agli altri
ma cosa accade quando veniamo messi a confronto? siamo pronti al confronto? cosa abbiamo in più noi rispetto ai nostri competitors? perchè spesso aspettiamo di essere in difficoltà?
Di seguito una interessante lezione
If a strong competitor turned up next week, targeting your clients and prospective clients with great marketing and a compelling service, what would you do?
Raising your own bar
The honest answer for most small business owners, is that you would very quickly up your game. Faced with this significant new threat, you would look to do everything possible to retain your existing clients and also, set to work on a more effective strategy for winning new clients. The game would have changed and your instinct would be to step up to the mark and rise to the new challenge.
So, here’s another question for you: Why not raise the bar right now, rather than wait for the competition to force you into it?
In my experience, having worked with thousands of small business owners, the vast majority will wait for some kind of external event, before they raise the bar. For example, they will wait until they lose a major contract or business slows down, before doing something proactive about improving their marketing. The most successful business owners don’t need that external motivation, to continuously look for ways to improve their business. They are always looking for ways to improve.
Raising the bar: Steve Jobs style
There’s a wonderful example of how Steve Jobs caused the initial Apple iPod’s development team, to raise the bar. The story may or may not be true, but it’s said that the iPod development team presented Jobs with the first build of the new device, which they had worked on, around the clock, for months.
Jobs took one look at it and said; “It’s too big!”
The team leader said; “It’s as small as possible.”
Legend has it that Steve Jobs then dropped it into a fish tank. The design team gasped in horror.
Jobs then said to the team; “You see those bubbles coming out? That’s air. Make it smaller!”
The team responded by making another version, which was significantly smaller, even though they had originally believed the previous version was as small as possible, until Steve Jobs caused them to raise the bar on what was possible. Without the external influence of Jobs, the development team would have shipped a chunkier, less attractive iPod and the resurgence of Apple may have been very different.
Taking control of your business development
Don’t wait for external influences, before you decide to up your game and redefine what’s possible for you and your business. Take time out today to review at least one element of your business and look for an opportunity to improve it in some way. Do the same tomorrow and the day after and the day after, until it becomes a habitual element of your business.
Start doing this today, taking action to put the improvements into place, and your business will be almost unrecognizable in 12 months!
16 giugno 2011 § Lascia un commento
Mi piace riportarvi una frase che ho sentito durante un convegno
Non ci sono lavori ignoranti, ma solo lavoratori ignoranti
Cosa significa, che oggi nonostante la crisi, se si vuole e si ha bisogno di lavorare, e’ sufficiente ave voglia e dimostrare dignità in quello che si fa
Pensate che oggi la disponibilità di lavori in Italia e’ veramente elevata, “purtroppo” si tratta di lavori manuali, lavori che hanno permesse alla nostra nazione crescere e prosperare fino a poco tempo fa
Ritorniamo alle nostre origini, e mettiamo umiltà e in ogni cosa che facciamo