In a global market with multiple competitors and constant change of habits and tastes of consumers there's nothing better to sink a company that immobility. Today, we need to act quickly and strongly. You can not explore the result with a mid to wait and see whether or not efficient. One hit and strong.
Like all things common sense should be easy to act on this principle. Like all things common sense that we know are those who do not respect ever. Are so obvious, so easy to do, so simple ... we have to find another hidden thing, to do more complicated and more difficult to pursue. Only then we feel safe in case of defeat there. We can always say that we had behaved in a more complex and more analytical as possible, which at that point or has the misfortune or the market. As you are fortunate and the market were the subject!
In large companies this is the best game of middle management hindsight is properly stimulated. Indeed, my greatest concern was always to act, with the consequent refusal by the rest of management. But one and another time I reacted, with the consequent refusal accordingly. It seems contradictory but really is so. The management has a strong aversion to risk. The management prefers to go for roads already traveled prove that no new ones.
The research is already head hunters or in the newspaper ads, will always the words, we seek a manager with the spirit of innovation, creativity, with new ideas ... bla, bla ... At the end who is successful is the manager gloomy and gray will do the same things. We want to look for new roads, but we are happy with what we have.
And strange that this feature is found mainly in middle management, not in the level of CEO. The CEO who is successful is that it manages to transform this natural immobility in a powerful machine of war. The CEO who manages to make the middle management or the first and second level of things, quickly and strongly. We can really discern between a CEO and a brilliant CEO for the event. It is not really easy to change people, it is not easy to make them leave the shell. But are the brilliant CEO who will succeed are those that follow its strategies to the action of the first and second level. In fact is they who move troops and do make a company.
Place CEO of soft, the CEO of too much consensus, the CEO who s'implichino little for the daily office of the CEO, CEO of Conceptual and you get a company undergoing resection.
Place the CEO with balls, the aggressive CEO, the CEO who in most of the strategy are in the field alongside the troops, the CEO with authority, which gives the CEO and punish those who do not is you get a company ready to challenge the Market .
Because I have taken this step on the CEO? LO I did because to act quickly and strongly there is a need for a guide that encourages against decency not to act and / or close the results.
Why does not act is the brother of concealing the results of maquillage results. You can see month to lose sales months and the only thing that you and speak on the concealment or maquillage cutting reserves for the future of investment for the future, obscuring effects of markets on joint unfavorable, on the one hand strikes or another, but not acting on the bottom of the problem on the front of the problem: why not bill more. And so easy because maquillage that address the difficulties of finding new solutions, new roads to be addressed.
Only you should give a look to fields as fast as changes in nell'automobile or distribution to realize that there is practically no transfer of management. In almost any industry there is transfer of management. It prefers to continue with things that are forever.
I witnessed the transfer of experience and management must also recognize that ended in a no result. So why defend this case? Because the outcome or the racket must be analyzed. In some cases, the causes are to be found in their manager who thought that only in transplant techniques to another area was enough to wish for its success. Once one of these managers have given them three months, at its first meeting had promised to cut the lead time from two months to fifteen days in three months, because he came from was so, unfortunate that the industry was that this was an industrial product only and not a complex range of commercial products, in the end it hard four months! That has been the lack of time to produce something. Yes, because in cases of transfer of area we need to give managers time to understand why this new field and no intent transplant, but from earlier experience suggest new strategies. And the key to them. The experience of taking the field and propose new in the new field. Only this way can be successful. And this applies to positions of CEO position as a first or second level. It seems easier integration in business or specializing highly technical, but even there it takes the honesty of wanting to understand the new industry and innovate.
I was on a CEO, another on changes in the field in a chapter that speaks to act quickly and strongly. And it is conditioning to act, on the one hand because there must be an environment created by the CEO to act ed'un'altra to the inherent characteristics of each manager that foster or impede action.
Simplify the information, the information is the best friend in the nativity because the information makes it possible to explain all the things from which angle you prefer. Simplify structures, complex structures strands decisions. Simplify the objectives in multiple goals is the excuse to act on one and not another. Simplify the need for presentations to make a decision, in multiple presentations is the excuse to be in progress or in draft and never running. Create a simple round or lean if you want to call it so, but as a real lean and you have a company that will act quickly, that will change to anticipate the market, so will be winning and not losing.
To require hundreds of data before taking a decision, ask that everyone in the company are in agreement on what action to take, create a structure of dozens of first levels, you run all in all directions with dozens of goals, made and made meetings to present and to decide, so whores sent to the company.
