Category: Industrial-Age Exorcisms
LEADERSHIP STRATEGY: FIRE SOONER RATHER THAN LATER

don't waste time and resources trying to develop non adaptive employees
A significant success factor for supervisors, managers, executives, and CEOs is knowing when and how to fire in a rapidly changing and fiercely competitive world—referred to by futurist David Houle as the shift-age. Many managers, labor leaders, and government regulators are haunted by industrial-age ghosts. Unknowingly, they are being influenced...
LEADERSHIP STRATEGY:THE E-MERGING EMPOWERMENT OF SMALLER COMMUNITIES

My dream was to be outstanding in my field. I finally made it. That
Many of my childhood chums had chosen to live their entire lives in the environmental masterpiece that, although I left as a teenager, never stopped calling home. When my school chums and I got together, we reflected on our differing career paths. The talkee usually ended up with his/her eyes glazed over, listening wistfully and somewhat enviously...
LEADERSHIP STRATEGY: HOW TO SURVIVE AND PROSPER IN A CHANGING WORLD

There are only three folders where we humans file things: *Things I
CAN Control *Things I CANNOT Control *Things I Might Be Able to INFLUENCE’. The only things that belong in the Things I CAN Control folder are what you SAY, what you DO, and what you INTEND. The most powerful of those in any situation is what you intend, because that...
LEADERSHIP & PLANNING: HOW TO FOCUS THE FUTURE AND ORGANIZE FOR TODAY

“The best laid plans of mice and men” The skepticism of Robert Burns
Long range planning is at best a waste of time . Visioning by contrast, has become essential to the process of creating plans that work. Planning is like being a naval Admiral. It is serious and control oriented—demanding commitment and performance. Visioning by contrast, feels more like being a pirate. It’s about innovation, imagination...
MANAGEMENT: THE GHOST OF STRATEGIC PLANNING PAST

Outdated thinking and habits, remnants of the Industrial-age, are causing
serious problems in many organizations—often unbeknown to CEOs and their management teams. The crux of the problem is depending too heavily on yesterday’s knowledge and experience. A more suitable alternative in this turbulent world (herein referred to as the “Shift...
INNOVATION & LEADERSHIP: MAIN STREET BANK SLIPS THE REGULATORY NOOSE

A headline in today’s Wall Street Journal reads, “Fed up: Texas
Executives at Main Street Bank are thinking outside of the box. They’ve decided to die and come back to life in a new form. They are reinventing themselves—outside of the state banking system. Slipping the regulatory noose, they believe, will help them serve a cash starved business community. Paul Merskki of the Independent Community Bankers...
COMPETITION FORCES BLACKBERRY LEADERSHIP TO REINVENT THE CORPORATION

Blindsided by the North American success of Apple’s I-phone and Google
’s android operating system, RIM (Research in Motion) the creators of Blackberry, are rebooting. Investors have lost faith in the company that a just a few years ago, invented the smart phone market. To survive and prosper, in spite of fierce shift-age competition, there...