It’s hardly a surprise for most managers that using data in problem solving and decision making is important. But one prominent advocate of using data, the late W. Edwards Deming, a statistician by profession, did not try to use data to make decisions. He used data as a starting point to develop what he termed “profound knowledge” that would reveal systemic causes of problems.
Strategic Planning never did fully get off the ground. Which is not surprising, since “strategy” and “planning” are oxymoronic. Let me explain this by way of illustration… A Virgin Strategy Sir Richard Branson, the renowned leader of the Virgin empire, tells the story of when he decided to create Virgin Airlines…not a small strategic step […]
In this article the author describes the steps involved in demonstrating transformational leadership.
“He who jumps into the void owes no explanation to those who stand and watch” – French-Swiss filmmaker Jean-Luc Godard. Godard was referring to those individuals who decide to take the lead and transform something. He himself is a transformational leader who rejected the conventional way of film-making. But this post is not about him. […]
Harvard Business School asked nine academics and experts to give their opinions on what is the biggest mistake a leader makes. In this seven minute YouTube video, each expert responds. I’m not sure I totally agree with everything they say, but it sure makes for interesting debate! What do you think? Whether you agree or disagree with all […]