Industry and professional specialization continues to increase. Even generalists are now specialists
Filed under: Finance, Labor markets, leadership | Tagged: general manager, generalist, hiring, human resources, industry, match, specialists, specialization, technical | Leave a Comment »
Functional specialization may be the single most effective survival and progress strategy in the world.
Filed under: Finance, Operations, quality, strategy | Leave a Comment »
Functional specialization delivers great value, but is limited by a wide variety of offsetting costs and risks.
Filed under: Finance, Operations, quality, strategy | Leave a Comment »
Functional specialization generates countervailing forces.
Filed under: Finance, Operations, strategy | Tagged: conflicts, functional specialization, generalists, levels, operations, paradigms, situational leadership, specialists, strategy | Leave a Comment »
The greatest net benefits of functional specialization can be reallized by using a set of generic strategies.
Filed under: Finance, leadership, Operations, quality, strategy | Tagged: alpha risk, beta risk, board governance, communications, finance, functional specialization, generalists, means-ends, paradigms, personality, planning, portfolio, processes, quality, situational leadership, specialists, supplier management, talents | Leave a Comment »
The stock market (DJIA) at 9-10,000 is fairly valued, supporting good prospects for a long-term 7% annual investment return.
Filed under: business cycle, Finance, growth | Tagged: animal spirits, DJIA, efficient markets, stock market, valuation | 1 Comment »
Customers want quality, speed, flexibility, value, information and personal relations. Defining exactly what your customers want is a vital business function.
Filed under: Finance, leadership, Operations, quality, strategy | Tagged: customers, flexibility, information, marketing research, personal relations, quality, results, Schonberger, speed, value, value added | Leave a Comment »
Project sponsors can use a 15 question template to quickly identify the strengths and weaknesses of a proposal. This template is designed for a not-for-profit, but the focus on qualitative topics like strategic alignment and core competencies is important for all firms.
Filed under: Finance, leadership, Operations, strategy | Tagged: brand, capabilities, critical success factors, culture, evaluation, funding, market potential, opportunity analysis, planning, portfolio, project management, proposals, strategic alignment | Leave a Comment »
After four decades of outsourcing in many functions and industries, it is clear that success requires more than leverage. Outsourcing success requires a compelling rationale, a clear and flexible framework and positive personal relationships.
Filed under: Finance, Operations, strategy | Tagged: 3PL, capacity, contracts, core competencies, deal, delegation, opportunities, outsourcing, partners, planning, relationship, third-party providers, trust, win/win | Leave a Comment »
Prioritization is a fundamental value-added strategy, especially in today’s environment. Managers need to understand how to apply this principle and overcome the common barriers to its success.
Filed under: Finance, leadership, Operations, strategy | Tagged: 80/20, Boston Consulting Group, comparative advanatge, cost-benefit, Gallup, grid, leadership, market leaders, net benefit, NPV, opportunity cost, pareto, Pareto Principle, prioritize, priority, rank ordered, relative value, risk, risk management, ROI, security, strengthfinder, talents, treacy, triage, wiersma | Leave a Comment »
