Today’s workplace doesn’t look like it did just a few years

ago — yet many people are operating from an industrial-age mindset that is no longer based on reality. Instead of looking at their job as a business relationship, they view coworkers as family. Instead of questioning their company’s direction and assessing the capability...

The digital revolution has eliminated the requirement for middle men. 

This transfer of power to field units has made middle officers obsolete.  In effect there is a “writing” component and an execution component…like the composer who creates music and scores it, so that players (think special force groups and their support units) are integrated in terms of pace and harmony.   The capacity to perform is the responsibility...

Many companies are trying to get and retain customers using an outdated

playbook.   The dominant factors determining corporate success cross traditional departmental functions.  Sales, service, and profit engage the entire company—there is no logical argument for the preservation of independent organizational silos.  Success is determined by...

Industrial age organizations operate using a chain of command structure

...

In the “shift-age” it’s not the largest or best ,  

but the fastest that will survive and prosper.  To be fast you must personally have, or have access to, people who see emerging patterns (who instinctively focus on forests, not trees).  Studies indicate that females generally score higher than their male counterparts when...

In the folowing, John Scherer, reminds us that before we attach blame

...

Why do the insignificant behaviors of other people get on our nerves

at times?  I remember experiencing a bad hair day because a colleague  I would be spending a great deal of time with smacked his lips while chewing food.  The closer people are to each other, the more powerful the annoyance factor seems to become.  For years, I drove my family...

Culture can be defined as a collective set of habits used by a group to

get things done. You’ve had experience breaking a personal habit—imagine how tough it is to break an unwanted  corporate habit.  Yet, many CEOs begin culture change initiatives with a “so it is written, so it is done” expectation.  Successful culture change (like breaking...

There is growing understanding of the need to delight customers who now

have more options than ever before,to take their business elsewhere.  Successful executives have gone beyond traditional customer service slogans and rhetoric—expanding their focus to include the entire “partner chain”.They understand that in order to delight customers,...

The following is an excerpt from The Baton Management System more visit

CEOs who set a good example  by adopting a “do as I do—not as I say” attitude with direct reports (particularly in terms of how to supervise) are a primary  leading- indicator of corporate  success in the “shift-age”.  Compliance by senior executives  to company-wide supervisory protocols is an essential factor in the  maintainance...