Co-creation strategy – Udemy case study
https://servicedesignblog.com/service-design-analytical-tools/co-creation-strategy-udemy-case-study/
July 30, 2023
Design of Services and Products - Nigel Slack - Chapter Summary
Key questions
❯ How does innovation impact on design?
❯ Why is good service and product design important?
❯ What are the stages in service and product design?
❯ What are the benefits of interactive design?
Design evaluation and improvement
The purpose of this stage in the design activity is to take the preliminary design and see if it can be improved before the service or product is tested in the market. There are a number of methods and techniques that are used at this stage to improve various dimensions of performance. Quality function deployment (QFD) improves quality and value engineering (VE) included in product industrial engineering by Narayana Rao improves value by reducing cost.
Value engineering
The purpose of value engineering is to try to reduce costs, and prevent any unnecessary costs, before producing the service or product. It tries to eliminate any costs that do not contribute to the value and performance of the service or product. Value-engineering programmes are usually conducted by project teams consisting of designers, purchasing specialists, operations managers and financial analysts. The chosen elements of the package are subject to rigorous scrutiny, by analysing their function and cost, then trying to find any similar components that could do the same job at lower cost. The team may also attempt to reduce the number of components, or use cheaper materials, or simplify processes. It requires innovative and critical thinking to redesign. It is carried out using a formal procedure that examines the purpose of the service or product, its basic functions and its secondary functions.
Taking the example of the remote mouse:
● The purpose of the remote mouse is to communicate with the computer.
● The basic function is to control presentation slide shows.
● The secondary function is to be plug-and-play compatible with any system.
Team members would then propose ways to perform the functions by alternative designs that cost less. All ideas would then be checked for feasibility, acceptability, vulnerability and their contribution to the value and purpose of the service or product.
Service Blueprinting - The Process
Service Blueprinting - The Process
"Service Blueprinting: A Practical Technique for Service Innovation"
Bitner M., Ostrom A., Morgan F.
2 Presentation Flow
Service Innovation Challenges
Evolution of Service Blueprinting
Components of Service Blueprints
Steps in building a blueprinting
Blueprinting use cases
Insights for Service Innovation Practice
3. Introduction
Innovation in services is less disciplined and less creative than in the manufacturing and technology sectors.
Reasons: fascination with tangible products and hard technologies as a source of product innovation and a belief that services have no tangible value
The current focus of many businesses on creating value through customer experiences suggest a need for innovative methods
The purpose of this article is to describe one such technique—service blueprinting—a customer-focused approach for service innovation and service improvement
4. Blueprinting fundamentals
Given the intangible nature of services and their complexity, discussing them verbally can be challenging
Service blueprinting is a customer-focused approach for service innovation and service improvement
Blueprinting helps create a visual depiction of the service process that highlights the steps in the process, the points of contact that take place, and the physical evidence that exists, all from a customer’s point of view.
Blueprinting helps those within an organization identify failure points, areas for improvement, and innovation opportunities as well as opportunities to enhance profit.
It gets participants updated in terms of how a service currently works or how a new service process might be designed.
5. Service Innovation Challenges
There are a number of service characteristics and related management challenges that underlie the need for an innovation technique like service blueprinting.
Services as processes
Services as Customer Experiences
Service Development and Design
6
Services as Processes
The service process can be viewed as a chain of activities that allow the service to function effectively.
Developing a deeper understanding of the way customers experience and evaluate service processes is one of the challenges faced by firms that undertake the design, delivery, and documentation of a service offering.
Service blueprinting is a flexible approach that helps managers with the challenges of service process design and analysis.
7
Services as Customer Experiences
A main issue for managers is whether the company has the capability to systematically manage that experience, or whether it is simply left to chance.
Service blueprints allow all members of the organization to visualize an entire service and its underlying support processes, providing common ground from which critical points of customer contact, physical evidence, and other key functional and emotional experience clues can be planned.
8.
Service Development and Design
A well-designed service that is pleasing to experience can provide the firm with a key point of differentiation from competitors.
Because services are intangible, variable, and delivered over time and space, people frequently resort to using words alone to specify them, resulting in oversimplification and incompleteness.
Service blueprinting results in a visual description of the service process and underlying organizational structure that everyone can see, it is highly useful in the concept development stage of service development.
9. Evolution of Service Blueprinting
Initially introduced as a process control technique for services that offered several advantages: it was more precise than verbal definitions; it could help solve problems in advance; and it was able to identify failure points in a service operation.
It has evolved to become more customer-focused.
Service blueprinting was further developed to distinguish between onstage and backstage activities.
Its most important feature is illuminating the customer’s role in the service process.
It provides an overview so that employees and internal units can relate what they do to the entire, integrated service system.
Blueprints also help to reinforce a customer-orientation among employees as well as clarify interfaces across departmental lines.
Service blueprints are relatively simple and their graphical representations are easy for all stakeholders involved – customers, managers, front-line employees – to learn, use, and even modify to meet a particular innovation’s requirements.
10 Components of Service Blueprints
There are five components of a typical service blueprint
Customer Actions
Onstage/Visible Contact Employee Actions
Backstage/Invisible Contact Employee Actions
Support Processes, and
Physical Evidence
11
“Customer actions” include all of the steps that customers take as part of the service delivery process. What makes blueprinting different from other flowcharting approaches is that the actions of the customer are central to the creation of the blueprint
The next critical component is the “onstage/visible contact employee actions,” separated from the customer by the line of interaction.
The next significant component of the blueprint is the “backstage/invisible contact employee actions,” separated from the onstage actions by the very important line of visibility.
12
Below the line of visibility, all of the other contact employee actions are described, both those that involve non-visible interaction with customers (e.g., telephone calls) as well as any other activities that contact employees do in order to prepare to serve customers
The fourth critical component of the blueprint is “support processes” separated from contact employees by the internal line of interaction. -Vertical lines from the support area connecting with other areas of the blueprint show the inter-functional connections and support that are essential to delivering the service to the final customer.
Finally, for each customer action, and every moment of truth, the physical evidence that customers come in contact with is described at the very top of the blueprint. These are all the tangibles that customers are exposed to that can influence their quality perceptions.
15 Steps in building a blueprinting
Decide on the company’s service or service process to be blueprinted and the objective
Determine who should be involved in the blueprinting process
Modify the blueprinting technique as appropriate
Map the service as it happens most of the time
Note disagreements to capture learning
Be sure customers remain the focus
Track insights that emerge for future action
Develop recommendations and future actions based on blueprinting goals
If desired, create final blueprints for use within the organization
16 Blueprinting use cases
Yellow Transportation: It has relied on service blueprinting for designing new services and service improvement, and for driving customer-focused change through the sales, operating, and customer service functions of the company.
ARAMARK Parks and Resorts: Using the blueprinting methodology helped people within the parks division to develop more of a customer focus
IBM: identify some important lessons to use for future service innovations. Specifically, it became clear that creating the innovation itself was a relatively small part of the overall process.
Marie Stopes International Global Partnership: The goal of this ongoing blueprinting initiative is to improve service quality in MSI centers. In this context, namely health clinics in developing countries where virtually all of the service is onstage, modifications to the blueprint were deemed necessary.
17 Insights for Service Innovation Practice
Providing a Platform for Innovation
Service blueprinting provides a common platform for everyone – customers, employees, and managers – to participate in the service innovation process.
Blueprinting provides a common point of discussion for new service development or service improvement (a picture is worth a thousand words).
The service blueprint gives employees an overview of the entire service process so they can gain insight as to how their roles fit into the integrated whole.
18
Recognizing Roles and Interdependencies
The process of blueprinting and the document itself generate insights into various role and relational interdependencies throughout the entire organization.
The customer’s actions and interactions are highlighted, revealing points at which he or she experiences quality.
The blueprint reveals all of the touch-points that are critical in meeting customer needs and helps in identifying likely points of service failure.
Utilizing the visual language of service blueprints puts everyone involved in the service design process on the same page, creating more communication efficiency and informational precision during the service development process.
19
Facilitating Both Strategic and Tactical Innovations
Service blueprints can be modified to suit any level of analysis desired.
Successive functions including marketing, sales, and operations were introduced to the blueprinting process with the express purpose of addressing discrete, tactical challenges that crossed functional areas.
Transferring and Storing Innovation Knowledge
Service blueprints can be printed out or be stored electronically and made available to everyone involved.
Blueprints being developed can be posted on a collaborative website, providing all participating parties with access to an editable form of the document. Suggestions and edits can be posted, which can then be further discussed, blogged about, incorporated or nixed.
Clarifying Competitive Positioning
Service blueprinting allows firms to clarify competitive positioning by facilitating the comparison of the desired service and actual service, or company and competitor processes.
Mapping dual processes for the identification of key service quality gaps is a highly useful application of blueprinting.
Other, Creative Uses of Blueprinting
It is easy to incorporate technological components and interfaces into the appropriate “physical evidence,” “onstage,” and “backstage” sections of the blueprint for such services.
In this era of firm specialization, strategic partnering, networks, and outsourcing, a particular capability of service blueprinting that allows the mapping of processes that extend across organizations will be valuable.
21 Conclusions
Despite the dominance of services in modern economies, little research and few techniques exist to address the unique challenges of service innovation.
Service blueprinting is useful for organizations of all sizes
The uniqueness of the technique when compared to other process techniques is its unrelenting focus on the customer as the center and foundation for innovation, service improvement, and experience design.
That doesn’t mean that customers are the source of innovation, but rather that value to the customer is the central purpose of innovation.
https://slideplayer.com/slide/1526101/
July 28, 2023
Lean and Agile Manufacturing - Bibliography
LEAN MANUFACTURING IMPLEMENTATION Presentation
Ronald Turkett
1999
LEAN AND AGILE MANUFACTURING: THEORETICAL, PRACTICAL AND RESEARCH FUTURITIES
By S. R. DEVADASAN, V. SIVAKUMAR, R. MURUGESH, P. R. SHALIJ
https://books.google.co.in/books?id=ECC3D6dtvOcC&printsec=frontcover#v=onepage&q&f=false
https://www.slideshare.net/EmeraldPolytechnic/agile-manufacturing-71517416
Very good explanation of agile manufacturing - Gunasekharan
https://books.google.co.in/books?id=5gbDeVqJPB8C&pg=PA25&lpg=PA25#v=onepage&q&f=false
Ud. 29.7.2023
Pub. 17.7.2023
Business Ethics – Introduction
Business ethics is applied ethics. It is the application of our understanding of what good and right to that assortment of institutions, technologies, transactions, activities, and pursuits which we call "business"
First we need to understand what is meant by the terms "good" and "right" to discuss the implications of these for the business world.
A dictionary meaning of ethics is "the study of morality." Just as chemistry refers to a study of the properties of chemicals, ethics studies morality. It is not quiet the same as morality. Ethics is investigation of scientific study and the results of that investigation. Morality is the subject of investigation.
What is morality?
Morality
Morality can be defined as the standards that an individual or a group has about what is right and wrong or good and evil.
How to distinguish moral standards from standards that are not moral?
Ethicists suggested five characteristics to identify moral standards.
1. Moral standards deal with matters which people think can seriously injure or seriously benefit human beings.
2. Moral standards are not established or changed by political or legal authoritative bodies. The validity of moral standards rests on the adequacy of the reasons.
3. Moral standards are preferred to other standards including even self-interest when choice is there.
4. Moral standards are impartial. They are based on impartial reasons that an impartial observer would accept.
5. Moral standards are associated with special emotions. When people act in violation of a moral standard, they feel guilty, ashamed and remorseful.
(More detailed essay: The Definition of Morality https://plato.stanford.edu/entries/morality-definition/ )
Ethics
Ethics is the activity of examining the moral standards of a society or of an individual. Whether the standards are reasonable or not and how to apply the standard in particular situations are examined by ethicists. The aim of ethics is develop a body of moral standards that a person feels reasonable to hold based on careful thought.
Business Ethics
Business ethics is an enquiry of ethics in the field of business. It concentrates on moral standards that the system of business, business organizations, and individuals with in the business organizations and individuals who deal with business organizations have to evaluate and follow in their day to day dealings and decisions.
Business ethics can be studied at three levels: systemic, corporate and individual. Systemic issues deal with economic, political, legal and other related systems within which production and distribution activities are carried out. Questions related to the morality of capitalism, regulation of business etc. fall into this level. Corporate level issues deal with actions of corporate concerns or corporate citizens.
Individual levels issues deal with every individual working in a business firm and it can include customers/consumers.
Do Moral Standards Apply to Corporations?
While some people do argue that corporations have no moral standards to adhere to and only people have. Velasquez concludes that as corporate citizens they have moral standards to live up to but at the same time they are mainly acted upon by people. People are behind corporate decisions.
Moral Development
Some people believe that a person's values are formed during childhood and then do not change.But psychological research reveals that as persons mature, they change values in very deep and profound ways.
Lawrence Kohlberg proposed that a person’s ability to deal with moral issues develops in six identifiable stages.
Level 1. Preconventional stages
As a child
Stage 1: For child, the physical consequences determine the goodness or badness of an act. It means, he will not things for which his parents impose physical punishment. They are bad things.
Stage 2: Right activities are those that satisfy the needs of the child or the needs of persons he cares about.
Level 2. Conventional stages
As adolescent
Stage 3: Good behavior is living up to the expectations of the group of people one loves or trusts such as family or friends.
Stage 4: At more mature stage law is followed for determining right or wrong acts.
Level 3. Postconventional, autonomous, or principles stages
Stage 5: Conflicting personal views are recognized.Stage 6: Moral principles are chosen because of their logical comprehensiveness in ethics enquiry.
Carol Gilligan, a psychologist who worked under Kohlberg, became of a critic of his theory. She argued that Kohlberg observed only males and developed the theory. When females are observed, we realize that they they tend to see themselves as part of a "web" of relationships with family and when they encounter moral issues they are concerned with sustaining these relationships. In this role, morality is primarily a matter of "caring" and "being responsible" for others with whom one is involved in personal relationships, and not a matter of adhering to impartial and impersonal rules.
Subsequent research, agrees that moral issues can be dealt with from a perspective of impersonal partiality, or from a perspective of caring for persons, and these two perspectives are distinct.
From more on Gilligan's theory
http://humangrowth.tripod.com/id2.html
http://www.ncbi.nlm.nih.gov/pubmed/3381683
http://highered.mheducation.com/sites/dl/free/0073010189/228359/diffvoice2.html
Moral Reasoning
Moral reasoning is the process by which actions are judged with reference to moral standards. It involves knowledge of moral standard and whether a situation has arisen wherein moral standard needs to be applied.
Moral reasoning has to be logical. The factual evidence regarding the situation must be accurate, relevant and complete. The set of moral standards invoked has to be consistent.
(For more detailed essay see: Moral Reasoning https://plato.stanford.edu/entries/reasoning-moral/)
Arguments For and Against Business Ethics
Arguments against Business Ethics
1. The pursuit of profit will by itself ensure social responsible behavior in perfectly competitive markets.
2. Managers are loyal agents and they should pursue the interests of their firms and should ignore ethical considerations.
3. It is sufficient if business firms obey law.Arguments for Expecting Ethical Behavior from Business Concerns
1. Businesses cannot survive unless moral standards exist in business concerns and outside.
2. Ethical concerns are consistent with profits of businesses.
2. Ethical concerns are consistent with profits of businesses.
3. Analogy to Prisoners’ dilemma problem reveals that in repeated interactions, cooperation is the best solution and ethical behavior is the best solution.
4. Most people value ethical behavior and punish business men and organizations that are not ethical. In organizations, where people feel there is no fair play, there is more absenteeism, avoidance of work and lack of respect. In organizations where people feel there is fair play, there is enthusiasm, cooperation and trust.
Main source:
Manuel G. Velasquez, Business Ethics: Concepts and Cases,
Fourth Edition, Prentice Hall Inc., Upper Saddle River, N.J., 1998,Business Ethics by Manuel G. Velasquez - Book Information and Review
References
Business Ethics: The new bottom line
Full view Google book http://books.google.co.in/books?id=SgNtH27P5PcCA Contemporary Look at Business Ethics
Ronald R. Sims
IAP, 01-Jul-2017 - Business & Economics - 579 pages
A Contemporary Look at Business Ethics provides a ‘present day’ look at business ethics to include the challenges, opportunities and increased need for ethical leadership in today’s and tomorrow’s organizations. The book discusses current and future business ethics challenges, issues and opportunities which provides the context leaders and their organizations must navigate. The book includes an in?depth look at lessons learned about the causes of unethical behavior by examining a number of real?world examples of ethical scandals from around the world that have taken place over the past few decades. The analysis of the various ethical scandals focuses on concepts like ethical versus unethical leadership, received wisdom, the bottom?line mentality, groupthink and moral muteness, all of which contribute to the kind of organizational culture and ethical behavior one finds in an organization. The book discusses ethical decision making in general and the increased role of religion and spirituality, in confronting unethical behavior in contemporary organizations. The book also takes an in?depth look at the impact ethical scandals have on employees and more specifically the psychological contract and person?organization ethical fit with the goal of identifying, along with other things, what leaders can do to restore relationships with employees and rebuild the organization’s reputation in the eyes of various stakeholders.
Related Articles in this blog
Moral Standards and Moral Judgments – Approaches
Updated 29.7.2023. 26 July 2021
15 May 2019, 7 Sep 2015
First published in blog 20 Dec 2011
Originally posted inFirst published in blog 20 Dec 2011
http://knol.google.com/k/narayana-rao/business-ethics-introduction/ 2utb2lsm2k7a/ 1373#
July 23, 2023
Spring Airlines - China's Low Cost Airline - Case Story
2007
https://aviationstrategy.aero/newsletter/Apr-2007/3/Spring-Airlines:China's-self-styled'first-LCC'
Wang Zhenghua of Spring Airlines: Making a Low-Cost Strategy Fly High
October 26, 2011
How can Chinese low-cost carriers become successful and profitable
Author(s)
Zhan, Yu, S.M. Massachusetts Institute of Technology
Thesis: S.M. in Management Research, Massachusetts Institute of Technology, Sloan School of Management, 2015.
https://dspace.mit.edu/handle/1721.1/98985
2022
Spring Airlines offers $1.30 flight tickets.
11/03/2022
2023
March 2023
Spring: International demand only 20% of precovid demand
Domestic demand reached 80% of precovid demand
May 2023
Spring Airlines has become the first major Chinese carrier to return to profitability in the 2023 first quarter (Q1), reflecting a strong domestic rebound following the relaxation of COVID-19 restrictions Jan. 8.
https://aviationweek.com/air-transport/airlines-lessors/spring-airlines-first-chinese-carrier-return-profitability
Ud. 23.7.2023
pub. 18.7.2023
Case Study Method - What do You Learn? How do You Learn?
https://hbr.org/2021/12/what-the-case-study-method-really-teaches
Business Education
What the Case Study Method Really Teaches
by Nitin Nohria
December 21, 2021
Summary.
It’s been 100 years since Harvard Business School began using the case study method. The case study method excels in instilling meta-skills in students. Prof. Nitin Norhia, of Harvard, specially highlighted the seven skills: preparation, discernment, bias recognition, judgement, collaboration, curiosity, and self-confidence.
Alumni of Harvard, highlighted a personal quality or skill like “increased self-confidence” or “the ability to advocate for a point of view” or “knowing how to work closely with others to solve problems” due to case method.
Cases expose students to real business dilemmas and decisions. Cases teach students to size up business problems included in the case in the context of the broader organizational, industry, and societal context. Cases explain students how decision were made in the businesses and ask them to induce theory from practice. The case method cultivates the capacity for critical analysis, judgment, decision-making, and action.
Meta-skills are a benefit of case study instruction. Educators define meta-skills as a group of long-lasting abilities that allow someone to learn new things more quickly. When parents encourage a child to learn to play a musical instrument, the child derives the benefit from deliberate, consistent practice. This meta-skill is valuable for learning many other things beyond music.
In the same vein, seven vital meta-skills students gain from the case method:
1. Preparation
The case method creates an environment for students to prepare. Students typically spend several hours reading, highlighting, and debating cases before class, sometimes alone and sometimes in groups.
Learning to be prepared — to read materials in advance, prioritize, identify the key issues, and have an initial point of view — is a meta-skill that helps people succeed in a broad range of professions and work situations. We have all seen how the prepared person, who knows what they are talking about, can gain the trust and confidence of others in a business meeting. The habits of preparing for a case discussion can transform a student into that person.
2. Discernment
Many cases are long. A typical case may include history, industry background, a cast of characters, dialogue, financial statements, source documents, or other exhibits. Some material may be digressive or inessential. Cases have critical pieces of information that are missing.
The case method forces students to identify and focus on what’s essential, ignore the noise, skim when possible, and concentrate on what matters, meta-skills required for every busy executive confronted with the paradox of simultaneous information overload and information paucity.
3. Bias Recognition
Students often have an initial reaction to a case stemming from their background or earlier work and life experiences. For instance, people who have worked in finance may be biased to view cases through a financial lens. However, effective general managers must understand and empathize with various stakeholders, and if someone has a natural tendency to favor one viewpoint over another, discussing dozens of cases will help reveal that bias. Armed with this self-understanding, students can correct that bias or learn to listen more carefully to classmates whose different viewpoints may help them see beyond their own biases.
Recognizing and correcting personal bias can be an invaluable meta-skill in business settings when leaders inevitably have to work with people from different functions, backgrounds, and perspectives.
4. Judgment
Cases put students into the role of the case protagonist and force them to make and defend a decision. The format leaves room for nuanced discussion. Teachers push students to choose an option, knowing full well that there is rarely one correct answer.
Indeed, most cases are meant to stimulate a discussion rather than highlight effective or ineffective management practice. Across the cases they study, students get feedback from their classmates and their teachers about when their decisions are more or less compelling. It enables them to develop the judgment of making decisions under uncertainty, communicating that decision to others, and gaining their buy-in — all essential leadership skills. Leaders earn respect for their judgment. It is something students in the case method get lots of practice honing.
5. Collaboration
It is better to make business decisions after extended give-and-take, debate, and deliberation. People get better at working collaboratively with practice. Discussing cases in small study groups, and then in the classroom, helps students practice the meta-skill of collaborating with others. Our alumni often say they came away from the case method with better skills to participate in meetings and lead them.
Orchestrating a good collaborative discussion is attempted in each case study. It is an art that students of the case method internalize and get better at when they get to lead discussions.
6. Curiosity
Cases expose students to lots of different situations and roles. Across cases, they get to assume the role of entrepreneur, investor, functional leader, or CEO, in a range of different industries and sectors. Each case offers an opportunity for students to see what resonates with them, what excites them, what bores them, which role they could imagine inhabiting in their careers.
Cases stimulate curiosity about the range of opportunities in the world and the many ways that students can make a difference as leaders. This curiosity serves them well throughout their lives. It makes them more agile, more adaptive, and more open to doing a wider range of things in their careers.
7. Self-Confidence
Students must inhabit roles during a case study that far outstrip their prior experience or capability, often as leaders of teams or entire organizations in unfamiliar settings. “What would you do if you were the case protagonist?” is the most common question in a case discussion. Even though they are imaginary and temporary, these “stretch” assignments increase students’ self-confidence that they can rise to the challenge.
Speaking up in front of 90 classmates feels troublesome at first, but students become more comfortable doing it over time. Knowing that they can hold their own in a highly curated group of competitive peers enhances student confidence. Often, alumni describe how discussing cases made them feel prepared for much bigger roles or challenges than they’d imagined they could handle before their MBA studies. Self-confidence is difficult to teach or coach, but the case study method seems to instill it in people.
Nitin Nohria is a professor at Harvard Business School and the chairman of Thrive Capital, a venture capital firm based in New York.
July 20, 2023
API Audit
https://www.linkedin.com/pulse/annual-audits-coming-api-monogram-program-barrett-smith/
https://www.qualifiedspecialists.com/training-services/api-lead-auditor-training/
July 17, 2023
SCM - Analytical Framework - Why It is a Separate Discipline - Simon Croom et al.
SUPPLY CHAIN MANAGEMENT: AN ANALYTICAL FRAMEWORK FOR CRITICAL LITERATURE REVIEW
Dr. Simon Croom1 , Pietro Romano2 and Mihalis Giannakis1
1 Warwick Business School, University of Warwick, Coventry CV4 7AL, UK
2 Department of Management and Engineering, University of Padua, Vicenza, Italy
Operations Management: Critical Perspectives on Business and Management, Volume 4
Michael Lewis, Nigel Slack
Taylor & Francis, 2003 - Production management - 576 pages
Page 3 of the file, page 77 in the book
https://books.google.co.in/books?id=LrdF0Pito8MC&printsec=frontcover#v=onepage&q&f=false
SCM Definitions
AUTHOR - DEFINITION
Tan et al. (1998)
Supply chain management encompasses materials/supply management from the supply of basic raw materials to final product (and possible recycling and re-use). Supply chain management focuses on how firms utilise their suppliers’ processes, technology and capability to enhance competitive advantage. It is a management philosophy that extends traditional intra-enterprise activities by bringing trading partners together with common goal of optimisation and efficiency.
Berry et al. (1994)
Supply chain management aims at building trust, exchanging information on market needs, developing new products, and reducing the supplier base to a particular OEM (original equipment manufacturer) so as to release management resources for developing meaningful, long term relationship.
Jones and Riley (1985)
An integrative approach to dealing with the planning and control of the materials flow from suppliers to end-users.
Saunders (1995)
External Chain is the total chain of exchange from original source of raw material, through the various firms involved in extracting and processing raw materials, manufacturing, assembling, distributing and retailing to ultimate end customers.
Ellram (1991)
A network of firms interacting to deliver product or service to the end customer, linking flows from raw material supply to final delivery.
Christopher (1992)
Network of organisations that are involved, through upstream and downstream linkages, in the different processes and activities that produce value in the form of products and services in the hands of the ultimate consumer.
Lee and Billington (1992)
Networks of manufacturing and distribution sites that procure raw materials, transform them into intermediate and finished products, and distribute the finished products to customers.
Kopczak (1997)
The set of entities, including suppliers, logistics services providers, manufacturers, distributors and resellers, through which materials, products and information flow.
Lee and Ng (1997)
A network of entities that starts with the suppliers’ supplier and end with the customers’ customers for the production and delivery of goods and services.
July 15, 2023
Resilience - Strategic Implications
We might think of resilience as the ability to go beyond simply responding and recovering from un-expected challenges, to growing and evolving in ways that create more value in the future. Rather than merely ‘bouncing back’ to where we were before, we should look for new ways to interconnect our activities and thrive. This means looking ahead, challenging our basic assumptions about what business we are really in and anticipating opportunities that no one has yet seen.
https://www.deloitte.com/global/en/issues/resilience/resilient-strategy.html
https://www.linkedin.com/pulse/rendezvous-resilience-research-note-business-leaders-policy-karajagi/
July 14, 2023
Resilience - Self Management
18 November 2019
Resilience is the ability to suffer unexpected negative events without damaging the oneself mentally and physically to a significant extent and then bounce back to normal condition.
People with resilience also feel distress when the negative event happens and their hopes and plans for a different outcome do not materialise. But failure in many walks of life are possible and can happen at the worst expected moment.
In Mayo Clinic's article on resilience there is a tip.
Make every day meaningful.
https://www.mayoclinic.org/tests-procedures/resilience-training/in-depth/resilience/art-20046311
You had an awful day till now. You feel sick because of what others have done and what you have done in response. But still if you want to do something to get of our of that sick feeling try and make your day still meaningful. Do something now different that may make you feel happy. Focus on something else. Try forget the day's transactions and relationships. They happened earlier. Still you achieved somethings. Today again try to do something good.
https://www.apa.org/helpcenter/road-resilience
https://www.linkedin.com/pulse/rendezvous-resilience-research-note-business-leaders-policy-karajagi/
Ud. 15.7.2023
Pub. 18.11.2019
Agile Manufacturing
Agility is a quality of timely response to changing conditions. For an organization, it is quickly and successfully adapting to change which may be in any area such as market, regulation, or technological advancement (Vernadat, 2001).
In the year 1991 the Iacocca Institute (in its vision document titled 21st Century Manufacturing Enterprise Strategy primarily created for the US industry) highlighted the need for an agile enterprise, which could operate efficiently and effectively in a rapid and unpredictable change environment. Such business environments are constantly changing and highly competitive (Bruce et al., 2004). The ultimate objective of the vision document was to encourage a transition from mass production to AM in pursuit of regaining the manufacturing leadership by the US industry (Küçük & Güner, 2014; Nagel & Dove, 1991).
In his book, Agile Manufacturing: The 21st Century Competitive Strategy, Gunasekaran (2001) describes AM as the capability of surviving and prospering in a competitive environment of continuous and unpredictable change by reacting quickly and effectively to changing markets, driven by customer-designed products and services. Critical to accomplishing AM are a few enabling technologies such as the standard for the exchange of products, concurrent engineering, virtual manufacturing, component-based hierarchical shop floor control system, and information and communication infrastructure (Gunasekaran, 2001).
According to Christopher and Towill (2001), “Agility is a business-wide capability that embraces organizational structures, information systems, logistics processes and in particular, mindsets.” Being flexible is a key characteristic of an agile enterprise. Hence, the roots of agility lie in the concept of flexible manufacturing systems (Christopher & Towill, 2001).
Initially, the manufacturing flexibility was limited in scope, and the key focus was on automation and rapid changeovers only enabling the manufacturing of orders with product mix or volume. In later years the concept of agility (flexibility) was extended to a larger business context (Nagel & Dove, 1991).
https://www.sciencedirect.com/topics/engineering/agile-manufacturing-systems
Agility
Judging operations in terms of their agility has become popular. Agility is really a combination of all the five performance objectives, but particularly flexibility and speed. In addition, agility implies that an operation and the supply chain of which it is a part (supply chains are described in Chapter 6 ) can respond the uncertainty in the market. Agility means responding to market requirements by producing new and existing products and services fast and flexibly. (Nigel Slack, 7th ed., Ch.2, p54)
Lean and agile manufacturing: external and internal drivers and performance outcomes
Mattias Hallgren, Jan Olhager
International Journal of Operations & Production Management
ISSN: 0144-3577
Article publication date: 18 September 2009
Abstract
Purpose
Lean and agile manufacturing are two initiatives that are used by manufacturing plant managers to improve operations capabilities. The purpose of this paper is to investigate internal and external factors that drive the choice of lean and agile operations capabilities and their respective impact on operational performance.
Design/methodology/approach
Lean and agile manufacturing are each conceptualized as a second‐order factor and measured through a bundle of distinct practices. The competitive intensity of industry and the competitive strategy are modeled as potential external and internal drivers, respectively, and the impact on quality, delivery, cost, and flexibility performance is analyzed using structural equations modeling. The model is tested with data from the high performance manufacturing project comprising a total of 211 plants from three industries and seven countries.
Findings
The results indicate that lean and agile manufacturing differ in terms of drivers and outcomes. The choice of a cost‐leadership strategy fully mediates the impact of the competitive intensity of industry as a driver of lean manufacturing, while agile manufacturing is directly affected by both internal and external drivers, i.e. a differentiation strategy as well as the competitive intensity of industry. Agile manufacturing is found to be negatively associated with a cost‐leadership strategy, emphasizing the difference between lean and agile manufacturing. The major differences in performance outcomes are related to cost and flexibility, such that lean manufacturing has a significant impact on cost performance (whereas agile manufacturing has not), and that agile manufacturing has a stronger relationship with volume as well as product mix flexibility than does lean manufacturing.
https://www.emerald.com/insight/content/doi/10.1108/01443570910993456/full/html
Seven steps to a more resilient, agile manufacturing supply chain
2022 PWC Report
Published in European Journal of Management and Business Economics. Published by Emerald Publishing Limited. This article is published under the Creative Commons Attribution (CC BY 4.0) licence. Anyone may reproduce, distribute, translate and create derivative works of this article (for both commercial and non-commercial purposes), subject to full attribution to the original publication and authors. The full terms of this licence may be seen at http://creativecommons.org/licences/by/4.0/legalcode
1. Introduction
In the work of Abshire (1996), the concept was introduced. The concept of strategic agility has been used across a series of industries, and authors have related this research line with several topics and organisational areas.
Agility entails rapid responses to changes in the market.
Weill et al. (2002, p. 64) define agility as “the set of business initiatives an enterprise can readily implement”;
Sambamurthy et al. (2003, p. 238) describe agility as “the ability to detect and seize market opportunities with speed and surprise”;
Cohen et al. (2004) argue that being agile means delivering quickly and changing quickly and often; Da Silva et al. (2011) mention that agile methods help deal with growing complexity while reducing time to market;
Aronsson et al. (2011) assert that the focus of agility is being able to compete in a state of constant change and that agile organisations are those that swiftly respond to changes in demand.
Abshire discussed “a strategy of agility” around the US policy and how to maintain the country’s leadership in the world. This author explained that the strategic landscape after the Cold War was characterised by an information age that was unpredictable and unstable. Thus, the US needed to use a strategy that was agile enough to seize opportunities and protect against threats (Abshire, 1996).
some authors used the terminology “business agility” in relation to strategy and the competitive advantage of a firm.
Mathiassen and Pries-Heje (2006) assert that agility is fundamental when planning business strategy and, to be properly implemented, agility must be aligned with the information technology (IT) strategy. These authors highlight the idea that the main path to maintain the competitive strategy is designing an agile business.
Van Oosterhout et al. (2006) focus their research on explaining how the business environment is highly dynamic and that businesses need to be not only flexible but also agile. Thus, business agility is defined as the capability of a firm to rapidly transform business models and processes beyond regular “flexibility” to respond to unpredictable external threats with successful internal changes.
Hendriyani and Raharja (2019) even use the expression “business agility strategy” to define the capacity of a Fintech start-up to detect opportunities and threats and develop an appropriate response.
Doz and Kosonen (2010) similarly relate strategic agility to the ability to transform and renew business models.
Ekman and Angwin (2007) refer to strategic agility as an acknowledgement of “the ever-increasing complexity and turbulence of their environments by developing requisite capabilities of flexibility and responsiveness”;
Lewis et al. (2014, describe it as “flexible, mindful responses to constantly changing environments”;
Weber and Tarba (2014, p. 5) pertain to strategic agility as the “ability to remain flexible in facing new developments, to continuously adjust the company's strategic direction, and to develop innovative ways to create value”;
Denning (2018, p. 119) argues that “strategic agility is generating innovations that create entirely new markets by turning non-customers into customers”;
Clauss et al. (2020, p. 3) refer to strategic agility as “a firm's ability to renew itself continuously and to maintain flexibility without compromising efficiency”.
Sambamurthy et al. (2003) relate agility with ambidexterity,
Ananthram and Nankervis (2013) argue that strategic agility is synonymous with other topics such as dynamic capabilities.
Ambidexterity pertains to the organisation’s ability to exploit its current capabilities while simultaneously exploring new competencies (Raisch et al., 2009; O'Reilly and Tushman, 2013; Pasamar, 2019; Vargas et al., 2021).
Regarding dynamic capabilities, they are defined as the firm’s ability to integrate, build and reconfigure internal competencies to address changes in the business environment (Teece, 2017; Schilke, 2018). Accordingly, strategic agility is considered a meta-capability that combines several dynamic capabilities (Ahammad et al., 2021; Shams et al., 2021; Nyamrunda and Freeman, 2021).
In this sense, Doz and Kosonen (2010) and Clauss et al. (2021) propose that strategic agility is formed as a combination of strategic sensitivity, leadership unity and resource fluidity;
Hock et al. (2016) and Ivory and Brooks (2018) also include strategic sensitivity, resource fluidity but considers collective commitment as the third dynamic capability that forms part of strategic agility.
The purpose of this study is to analyse the evolution of strategic agility over the 1996–2021 period, attempting to identify a comprehensive definition and the key themes in this field, which have drawn the attention of the research community, and the gaps in the literature.
The objective of our paper is threefold. First, we aim to understand the level of maturity of the topic of study. In other words, we intend to ascertain whether this topic is a growing one in the literature or whether it has started to plateau. We also seek to verify the degree of homogeneity of the distributions of authors and journals to explore for other authors the feasibility of publishing on this topic.
https://www.emerald.com/insight/content/doi/10.1108/EJMBE-05-2021-0160/full/html
Agility of a Business Organization and Its Performance - McKinsey & Other Top Management Consultants
Dimensions of Business Agility
According to a new report from Forrester Research, there are 10 dimensions that define business agility, and companies can use them to effectively measure their maturity in the space. These dimensions span three main areas — market, organizational, and process — and include: channel integration, market responsiveness, knowledge dissemination, digital psychology, change management, business intelligence, infrastructure elasticity, process architecture, software innovation, and sourcing and supply chain.
https://www.bainstitute.org/resources/articles/four-dimensions-business-agility
4 Dimensions and 12 Aspects of Business Agility – A Structured Approach To Help Teams Succeed
https://www.scrum.org/resources/4-dimensions-and-12-aspects-business-agility-structured-approach-help-teams-succeed
Enterprise agility: Buzz or business impact?
March 20, 2020 | Article
https://www.mckinsey.com/capabilities/people-and-organizational-performance/our-insights/enterprise-agility-buzz-or-business-impact
https://www.hindawi.com/journals/tswj/2015/297850/
https://www.sciencedirect.com/science/article/abs/pii/S0925527398002199
http://www.cse.lehigh.edu/~rnn0/bio/summary.html
July 13, 2023
Enterprise Manufacturing Intelligence System (EMI)
Enterprise manufacturing intelligence (EMI) connects, organizes and aggregates manufacturing data from across your manufacturing enterprise.
https://plm.sw.siemens.com/en-US/opcenter/enterprise-manufacturing-intelligence-capabilities/
https://sageclarity.com/solutions/manufacturing-intelligence/
3.5 Million Page Views - Management Theory Review Blog - 14 July 2023
14 July 2023
The blog registered cumulative page views 3.5 million+
Thank you readers. You continued support helps to maintain the blog.
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July 11, 2023
Operations Management - Bibliography
Operations Management Popular Text Books
Jay Heizer
Operations Management: Sustainability and Supply Chain Management, 14th edition
Published by Pearson (July 26, 2022) © 2023
Operations Management: Sustainability and Supply Chain Management, 13th edition
Published by Pearson (September 15, 2020) © 2020
Jay Heizer Texas Lutheran UniversityBarry Render Graduate School of Business, Rollins CollegeChuck Munson Carson College of Business, Washington State University
Jay Heizer Texas Lutheran UniversityBarry Render Graduate School of Business, Rollins CollegeChuck Munson Carson College of Business, Washington State University
https://www.pearson.com/en-us/subject-catalog/p/operations-management-sustainability-and-supply-chain-management/P200000007031/9780137649136
"Operations Management" by Jay Heizer and Barry Render 12th Ed.
https://www.linkedin.com/pulse/operations-management-jay-heizer-barry-render-irwan-setia-r/
Operations Management, 11/e
Jay Heizer
Pearson Education India, 2016 - 660 pages
https://books.google.co.in/books?id=ZcbODAAAQBAJ
Operations Management
Heizer, Jay, Render, Barry, Rajashekhar
Pearson Education India, 2008 - Production management - 808 pages
https://books.google.co.in/books?id=wUHzc8JtZzUC
Harvard Technology and Operations https://www.hbs.edu/faculty/units/tom/Pages/curriculum.aspx
Operations and Supply Management 4.0: Industry Insights, Case Studies and Best Practices
Marc Helmold
Springer Nature, 2021 - Business logistics - 175 pages
Fierce competition, globalisation and the permanent liberalisation of markets have changed the face of supply chains and operations drastically. Companies, which want to survive in a hostile environment, must establish the optimum combination of supply and operations. This book provides a holistic and practical approach to operations management 4.0 and supply management 4.0. It combines operations and supply best practices across the value chain. It explains comprehensively, how these new paradigms enable companies to concentrate on value-adding activities and processes to achieve a long-term sustainable and competitive advantage. The book contains a variety of best practices, industry examples and case studies. Focusing on best-in-class examples, the book offers the ideal guide for any enterprise in operations and supply in order to achieve a competitive advantage across all business functions focusing on value-adding activities.
https://books.google.co.in/books?id=TAcpEAAAQBAJ
Process Theory: The Principles of Operations Management
Matthias Holweg, Jane Davies, Arnoud de Meyer, Benn Lawson, Roger W. Schmenner
Oxford University Press, 2018 - Business & Economics - 254 pages
The motivation for this book came out of a shared belief that what passed as 'theory' in operations management (OM) was all too often inadequate. In one respect, OM scholars were bending over backwards to make theories from other fields fit our research problems. In another, questionable
assumptions were being used to apply mathematics to OM problems. Neither proved a good match with what the authors' had observed in practice. Successful operations were managed by considerations that were far more straightforward than much of what was being published.
The authors of this book codify these practical considerations into a set of ten fundamental principles that bring together a century of operations management thinking. The authors then apply these principles to important topics such as process design, process improvement, the supply chain, new
product development, project management, environmental sustainability, and the interfaces between operations management and other business school disciplines.
https://books.google.co.in/books?id=FfBIDwAAQBAJ
Dynamic Manufacturing: Creating the Learning Organization
Robert H. Hayes, Robert H.. Hayes, Steven C. Wheelwright, Steven Wheelwright, Kim B. Clark
Simon and Schuster, 1988 - Business & Economics - 429 pages
It is management, and particularly managers' willingness to learn and change -- not unfair competition or unsupportive economic policies -- that is at the heart of America's manufacturing crisis, contend Robert Hayes, Steven Wheelwright, and Kim Clark. These world-renowned authorities on manufacturing and technology base their conclusion on studies of hundreds of American and foreign firms. Writing for general managers in this long-awaited successor to their award-winning Restoring Our Competitive Edge, the authors go beyond the structural decisions -- the "bricks and mortar" of facilities and equipment -- to the infrastructure of a manufacturing company: the management policies, systems, and practices that must be at the core of a world-class organization. Most importantly, they address the difficulty of creating that infrastructure, emphasizing the management leadership and vision that are required. This thorough and comprehensive volume points out the weaknesses of traditional management practices, which are built into authoritarian, hierarchical organizations. The authors show dramatically how many companies today are breaking out of this "command and control" mentality and creating a whole new set of relationships involving workers and managers, engineering, marketing and manufacturing, and suppliers and customers, which is giving them a competitive advantage in the international marketplace. Comparing the companies that are winning with those that are losing market position, Hayes, Wheelwright, and Clark conclude that the key differences are that the winners focus on creating value for customers, continual improvement, quick adaptability to change, and extracting the full potential of their human resources. They constantly strive to be better, placing great emphasis on experimentation, integration, training, and the building of critical organizational capabilities. They are, in short, "learning" organizations. Dynamic Manufacturing explores in depth such key infrastructure issues as capital budgeting, performance measurement, organizational structure, and human resource management, demonstrating how they interact to foster productivity growth, new product development, and competitive advantage. The book shows today's managers how to implement the changes that must be made if they want to create a truly superior manufacturing company. Taking concerned, committed managers step-by-step on the path toward better products, lower costs, and increased profits, this seminal work provides a road map for manufacturing firms seeking to build a competitive advantage through manufacturing excellence.
https://books.google.co.in/books/about/Dynamic_Manufacturing.html?id=-du_4MRtVzMC
https://www.hbs.edu/faculty/research/publications/Pages/default.aspx?faculty=rhayes
https://www.hbs.edu/faculty/Pages/profile.aspx?facId=6474
https://operationsroom.wordpress.com/ Blog: Gad Allon
https://www.wharton.upenn.edu/story/from-strategy-class-to-jogging-office-hours-why-this-operations-professor-enjoys-teaching-emba-students/ Gad Allon
When to Be Agile: Ratings and Version Updates in Mobile Apps
43 Pages Posted: 6 Nov 2019 Last revised: 6 Apr 2021
Gad Allon
University of Pennsylvania - The Wharton School
https://papers.ssrn.com/sol3/papers.cfm?abstract_id=3476286
https://operationsroom.wordpress.com/2021/01/11/whats-a-control-tower-in-2min-in-digital-operations-and-supply-chains-in-3min/
https://www.ey.com/en_us/coo EY Operations Leaders' Agenda
Ud. 12.7.2023
Pub. 2.2.2022
July 10, 2023
Know Yourself - Your Personality Profie and Modify as Needed
Know yourself to become a better leader
February 9, 2023 | 5 min read
By Marcia McNutt, PhD
Dr Marcia McNutt, President of the National Academy of Sciences, writes about how she has used personality profiling tools to develop as a leader
Leadership - Subject Update
2023
Passionate People, Powerful Results: CEO's Guide to Motivating and Inspiring Teams
DAMON BAKER
Founder & CEO at Lean Focus | Transforming Businesses for Good
July 10, 2023
2022
What Makes Great Leaders? Ask the People Who Work for Them
June 21, 2022
Five core characteristics shine through.
John Baird
Edward Sullivan
The following is an excerpt from the new book Leading with Heart: 5 Conversations That Unlock Creativity, Purpose, and Results by John Baird and Edward Sullivan (Harper Business: 2022).
1. They are aware of their people’s needs.
2. They confront their people’s fears.
3. They understand their own desires and what drives their people.
4. They leverage their gifts.
5. They connect with purpose.
Interesting ideas
https://www.lollydaskal.com/leadership/how-do-you-know-whether-you-have-true-leadership-skills/
https://www.lollydaskal.com/leadership/7-things-you-should-never-take-for-granted-in-your-leadership/
Gallup 2022 - 7 People Management Skills You Need to Succeed This Year
JANUARY 28, 2022
7 People Management Skills You Need to Succeed This Year
BY RYAN PENDELL AND SARA VANDER HELM
Build relationships.
Create partnerships, build trust, share ideas and accomplish work.
Develop people.
Help others become more effective through strengths, expectations and coaching.
Lead change.
Embrace change and set goals that align with a stated vision.
Inspire others.
Encourage others through positivity, vision, confidence, challenges and recognition.
Think critically.
Gather and evaluate information that leads to smart decisions.
Communicate clearly.
Share information regularly and concisely.
Create accountability.
Hold yourself and your team responsible for performance.
Don't try to improve all of your team management skills at once.
Choose one of the seven competencies to focus on each quarter.
Apply your talents to develop strength in each area.
Authors
Ryan Pendell is a Workplace Science Writer at Gallup.
Sara Vander Helm is Performance Manager for Content at Gallup.
2021
Why People Follow the Leader: The Power of Transference
by Michael Maccoby
From the HBR Magazine (September 2004)
Top 21 Leadership Qualities
Leaders today are tasked with delivering results, understanding people and creating/maintaining their image or personal brand.Leaders today are tasked with delivering results, understanding people and creating/maintaining their image or personal brand.
6 Leadership Paradoxes for the Post-Pandemic Era
by Paul Leinwand, Mahadeva Matt Mani, and Blair Sheppard
April 23, 2021
HBR
Leaders need new skills and capabilities.
Strategic Executor
Leaders must be strategic executors, balancing vision with execution.
Humble Hero
Second, they must be humble heroes, willing to make bold decisions while being great listeners and champions of inclusivity.
Tech-Savvy Humanist
Third, they must be tech-savvy humanists, adopting new technologies while understanding and caring for their people.
Traditioned Innovator
Fourth, they must be traditioned innovators, preserving the mission and purpose of their companies while pushing innovation to the extreme.
High-Integrity Politician
Fifth, they must be high-integrity politicians, willing to compromise, accrue support, and form coalitions while doing so with the utmost integrity.
Globally-Minded Localist
Finally, they must be globally-minded localists, expanding their reach while also looking for privileged insights into their own customers.
https://hbr.org/2021/04/6-leadership-paradoxes-for-the-post-pandemic-era
Leadership: In Pursuit of Purpose.
Rune Todnem
Journal of Change Management
Reframing Leadership and Organizational Practice
Volume 21, 2021 - Issue 1: Changing Leadership in Changing Times – Part 1, Pages 30-44.
Has historical account of leadership theory development.
Full article for reading.
https://www.tandfonline.com/doi/full/10.1080/14697017.2021.1861698
Compassionate Leadership Is Necessary — but Not Sufficient
by Rasmus Hougaard, Jacqueline Carter, and Nick Hobson
December 04, 2020, HBR
For effective leadership, compassion must be combined with wisdom.
By wisdom, we mean leadership competence, a deep understanding of what motivates people and how to manage them to deliver on agreed priorities.
Leaders operating have to balance concern for their people with the need to move their organizations forward in an efficient, productive manner.
2019
How to Be a Leader Everyone Loves to Work With
https://www.lollydaskal.com/leadership/how-to-be-a-leader-everyone-loves-to-work-with/
Care about the people along with the process and results.
Listen instead of thinking I know it all.
Empower and make others feel good about themselves and their contribution to group activity.
Create small wins - Appreciate and Celebrate.
Display high EQ instead of only high IQ.
Buddhist tradition describes three styles of compassionate leadership
Buddhist tradition describes three styles of compassionate leadership: the trailblazer, who leads from the front, takes risks, and sets an example; the ferryman, who accompanies those in his care and shapes the ups and downs of the crossing; and the shepherd, who sees every one of his flock into safety before himself. Three styles, three approaches, but what they have in common is an all-encompassing concern for the welfare of those they lead. - Dalai Lama., 2019, HBR article
Making others better as a result of your presence, your communication, your direction, decision and action are at the heart of leadership.
Leadership is not wielding authority; it's empowering others.
It is the ability to transfer power. It is the ability to make others powerful.
Lolly Doskal - TedX Talk
2018
________________Lolly Doskal - TedX Talk
2018
________________
4 Ways to make sure people working for you love you.
1. Create a work place you love as a person.
2. Encourage creativity and involvement.
3. Don't focus only on pay, make work flexible and comfortable
4. Give rest breaks and allow persons to recover from fatigue. Insert work gaps for even small durations.
https://www.inc.com/amy-vetter/4-ways-to-make-sure-people-love-working-for-you.html
Seven Stages of Strategic Leadership
https://www.strategy-business.com/article/The-seven-stages-of-strategic-leadership
30-second activities for Leaders
Leaders do not to have a lot of free time on their hands to spend with their followers. .
That’s where the 30-second activities become very useful. There’s a lot you can do in 30 seconds.
In 30 seconds you can a big impact.
You could…
Give 30 seconds of encouragement.
Give 30 seconds of conveying value of a team member.
Give 30 seconds of acknowledgment.
Give 30 seconds of gratitude.
Give 30 seconds of praise.
Give 30 seconds to change their attitude. No matter what’s in their past, they can always become the best version of themselves.
When leaders acknowledge the role and contribution of team members, leadership becomes memorable and impactful.
https://www.lollydaskal.com/leadership/30-second-challenge-every-leader-accept/
2018
Be selfless - Be compassionate
Become Better Leader – Human Relations First Perspective
https://www.youtube.com/watch?v=6qZL-eQLqP8_________________
_________________
Leading So People Will Follow You - The six key behaviour related attributes
Far-sightedness, passion, courage, wisdom, generosity, and trustworthinesshttp://nraomtr.blogspot.com/2018/07/leading-so-people-will-follow-erika.html
Leadership Coach and Author: Lolly Daskal
Founder and CEO of Lead From Within. Her proprietary leadership program is based on a mix of modern philosophy, science, and nearly thirty years coaching top executives, Lolly’s perspective on leadership continues to break new ground and produce exceptional results.
Lolly was designated a:
Top-50 Leadership and Management Expert by Inc.com
100 Great Leadership Speakers for Your Next by Inc. magazine.
Huffington Post honored Lolly with the title of The Most Inspiring Woman in the World.
Her writing has appeared in HBR, Inc.com, Fast Company (Ask The Expert), Huffington Post,
and Psychology Today, and others.
Lolly Daskal’s new book, The Leadership Gap: What Gets Between You and Your Greatness is
a Wall Street Journal Bestseller.
Previous bestseller is Thoughts Spoken From the Heart
Recently circulated articles of Lolly Daskal
50 Forms of Dysfunction in the Workplace
https://www.lollydaskal.com/leadership/50-forms-of-dysfunction-in-the-workplace/
61 Ways to Get Your Employees Super Engaged
https://www.lollydaskal.com/leadership/61-ways-to-get-your-employees-super-engaged/
JUN 15, 2018
In Leadership, Influence Is Not A Given
Michelle Braden
MSBCoach CEO, author of 3 leadership books, committed to inspire/challenge leaders, maximize engagement, and impact organizational success.
https://www.forbes.com/sites/forbescoachescouncil/2018/06/15/in-leadership-influence-is-not-a-given/
Servant Leadership for 21st Century
________________________________
Leadership is not wielding authority; it's empowering others.
6 Mantras That Will Set You Apart as a Genuine Leaderhttps://www.inc.com/lolly-daskal/6-smart-mantras-that-will-set-you-apart-as-a-leader.html
To create the right climate, you need leadership, not GREEDership.
http://www.noelaferguson.com/blog-single-170606.php2017
December 2017
If You Aspire to Be a Great Leader, Be Present
Rasmus Hougaard and Jacqueline Carter
HBR, DECEMBER 13, 2017
https://hbr.org/2017/12/if-you-aspire-to-be-a-great-leader-be-present?
Nov 11, 2016 Accenture Veterans Day Keynote
________________
________________
________________
________________
RASMUS HOUGAARD AT MINDFUL LEADERSHIP SUMMIT – WASHINGTON DC
________________
The Potential Project Upload
August 2017
Leadership Instincts: Listen, Amplify, Include
General Martin E. Dempsey
August 25, 2017
https://www.linkedin.com/pulse/leadership-instincts-listen-amplify-include-general-martin-e-dempsey
22 Qualities That Make a Great Leader
https://www.entrepreneur.com/article/270486
June 2017
The 10 (and a Half) Commandments of Leadership
10 Questions Great Bosses ask periodically
https://leadingwithtrust.com/2017/04/30/10-questions-great-bosses-regularly-ask-their-people/
The Dynamics of 8 Different Styles of Leadership
April 11, 2017 - by Paul E. Fein
https://www.td.org/Publications/Blogs/Management-Blog/2017/04/The-Dynamics-of-8-Different-Styles-of-Leadership
Four Behaviors That Define Successful Leaders
Elena Lytkina Botelho
http://knowledge.wharton.upenn.edu/article/myth-vs-reality-four-behaviors-define-successful-leaders/
May 2017
45 Questions Every Leader Should Answer
By Frank Sonnenberghttp://www.franksonnenbergonline.com/blog/45-questions-every-leader-should-answer/
Good Bosses Switch Between Two Leadership Styles
Jon ManerJon Maner is a professor of management and organizations at Kellogg School of Management, Northwestern University.
DECEMBER 05, 2016, HBR Article
The two styles are termed Dominance and Prestige. They could have been termed Single Person Dominance (Lone Boxer) and Team Decision Making (Foot Ball Team).
https://hbr.org/2016/12/good-bosses-switch-between-two-leadership-styles
Related
http://jon-maner-dev.squarespace.com/publications-case/the-essential-tension-between-leadership-and-power
https://www.psychologytoday.com/blog/sex-murder-and-the-meaning-life/201606/what-kind-leader-are-you
http://www.cnbc.com/2016/11/01/bossy-vs-buddy-two-leadership-styles-each-with-its-place.html
2016
http://www.leadershipissues.com/
Leadership Freak - A popular blog on leadership https://leadershipfreak.blog/
What Great Managers Do Daily
Ryan Fuller & Nina ShikaloffHBR
DECEMBER 14, 2016
https://hbr.org/2016/12/what-great-managers-do-daily
Decoding Leadership: What really matters
Our most recent research, however, suggests that a small subset of leadership skills closely correlates with leadership success, particularly among frontline leaders. Using our own practical experience and searching the relevant academic literature, we came up with a comprehensive list of 20 distinct leadership traits. We did a survey and found that leaders in organizations with high-quality leadership teams typically displayed 4 of the 20 possible types of behavior; these 4, indeed, explained 89 percent of the variance between strong and weak organizations in terms of leadership effectiveness .
• Solving problems effectively: The process that precedes decision making is problem solving, when information is gathered, analyzed, and considered.
• Operating with a strong results orientation: Leadership is about not only developing and communicating a vision and setting objectives but also following through to achieve results. Leaders with a strong results orientation tend to emphasize the importance of efficiency and productivity and to prioritize the highest-value work.
• Seeking different perspectives: This trait is conspicuous in managers who monitor trends affecting organizations, grasp changes in the environment, encourage employees to contribute ideas that could improve performance, accurately differentiate between important and unimportant issues, and give the appropriate weight to stakeholder concerns. Leaders who do well on this dimension typically base their decisions on sound analysis and avoid the many biases to which decisions are prone.
2015
The Art of Giving and Receiving Advice.
Periodical
By: Garvin, David A.; Margolis, Joshua D. Harvard Business Review. Jan/Feb2015, Vol. 93 Issue 1/2, p60-71.
Seeking and giving advice are central to effective leadership and decision making, and they require emotional intelligence, self-awareness, restraint, diplomacy, and patience on both sides. In this article, the authors argue that they are practical skills one can learn and apply to great effect. The most common obstacles to effectively seeking and giving advice are thinking one already has the answers, defining the problem poorly, and overstepping boundaries. They offer practical guidelines for getting past them.
Five stages of advising are identified: (1) finding the right fit; (2) developing a shared understanding; (3) crafting alternatives; (4) converging on a decision; and (5) putting advice into action. Each stage includes suggestions for seekers and for advisers.
The Authenticity Paradox.
By: Ibarra, Herminia. Harvard Business Review. Jan/Feb2015, Vol. 93 Issue 1/2, p52-59.INSEAD professor Herminia Ibarra argues, a simplistic understanding of what authenticity means can limit leaders' growth and impact. In this article, Ibarra explains how leaders can develop an "adaptively authentic" style. It's OK to change tactics from one day to the next, she says by figuring out what's right for the challenges and circumstances we face.
2014
July
The Skills Leaders Need at Every Level
by Jack Zenger and Joseph FolkmanHBR Blog Post
16 Skills are listed in order of importance. Top 7 are said to be important.
1. Inspires and motivates others.
2. Displays high integrity and honesty
3. Solves problems and analyzes issues
4. Drives for results
5. Communicates powerfully and prolifically
6. Collaborates and promotes teamwork
7. Builds relationships
http://blogs.hbr.org/2014/07/the-skills-leaders-need-at-every-level/
Leadership Development Beyond Competencies: Moving to a Holistic Approach
Marian N. Ruderman, Cathleen Klerkin, and Carol Connelly
Center for Creative Leadership - White Paper
http://www.ccl.org/leadership/pdf/research/LeadershipDevelopmentCompetencies.pdf
Book review of Jane Dutton and Gretchen Spreitzer, How to Be a Positive Leader: Small Actions, Big Impact.
http://positivepsychologynews.com/news/kathryn-britton/2014073029174
2013
December
How to be a better boss?
Ask a person whether he wants to recommend his boss to his friends as the ideal boss to work under.http://sloanreview.mit.edu/article/how-to-be-a-better-boss/
May
Knowledge@Wharton article
Social Technology and the Changing Context of Leadership
Social technology is changing the way leaders do conversations with their group members especially in large organizations. The article presents ideas on this issue
http://wlp.wharton.upenn.edu/LeadershipDigest/social-technology.cfm
2012
Sloan Management Review Article Spring, March 2012
How to Become a Better Leader
The article describes Big 5 Personality factors and use of them in developing oneself as a better leader.http://sloanreview.mit.edu/article/how-to-become-a-better-leader/
Leadership Basic Articles
Organizational Behavior Articles
Theories of Leadership
Cognitive Resources Theory of Leadership
Leadership Styles, Roles, Activities, Skills and Development
Principles of Management Articles
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