Naturally, when this rather heart warming ad campaign was targeted to a targeted audience, I could not help but think why. Thinking through the fond childhood memories of yoyo wars and keeping my tamagotchi alive, it struck me that google was also a Gen Y player, so bravo Microsoft! Not sure how it will win over users to use IE though?
Thursday, 24 January 2013
Saturday, 19 January 2013
The Doctrine of 'Love'
Love
We are always constantly falling in an out of love, whether it be a person, an animal a group we are associated to, or even an organisation. Love (to me) seems to be a measure of how much time and effort we invest into learning and more so getting accustomed..or filtered to that entity, and when it comes to making those difficult choices of whether it is the time to move on or not, the fear of (blind) shortsightedness creeps in, as if the world is about to collapse!
We may find a period of being stuck on/in that moment, and lose out on the next best opportunity, due to usually diverting energy into the things that will bring short-term comfort to our most imminent needs. The crux of the matter is that people will always remain at the heart of any entity, large or small, with their individual act in the play of life; the differences lying in that some are empowered with bigger dreams, visions and a sense of purpose.
So (note to self) - when you meet a person, whatever entity they represent - *first: be genuine and then if I decide I am going to invest time into this individual, question whether I will get the same level or greater in return, ideally can we mutually benefit each other's strengths (and weaknesses) to grow inversely and maybe fall in love over a shared interest.
Easy way to surround yourself with great people(s) me thinks..
PS - this is an ongoing compilation of THE BIG BLOG
Useless people...
Useless people...
Whichever part of the world you are living in, it is agreeable that one of the most difficult times for an individual is dealing with a person(s - good luck!) in power or authority who do not have the skills nor the wisdom to take decisions to bring about useful changes to their communities.
How frustrating!
How do you deal with it?
Well the renowned HBS Prof. Kotter advises the following:
1. Establish a Greater Sense of URGENCY - this mean analyse the competition on the market discuss (potential) crises and/or major opportunities
2. Create a GUIDING COALITION - put together a group with enough power to lead the change, then get them to work together.
3. Develop a VISION & STRATEGY - create the vision to help direct the change effort, and strategies to achieve the vision.
4. Communicate the CHANGE VISION - use all the comm channels to constantly relay the new vision and strategies. Find a role model who will guide the coalition!
5. Empower OTHERS TO ACT - get rid of the blockers (the nonos'), scrap the processes that undermine the change. take risks and non-traditional ideas...
6. Creating SHORT-TERM WINS - plan for some visible performance improvements, then create those wins and be sure to reward and recognise the winners!
7. Consolidate GAINS & PRODUCE EVEN MORE CHANGE - use the drive of the increased brand credibility and momentum to address other systems structures. Hire, promote and develop the people who who implement the change vision. If the projects get boring - get new ones or add themes to them or new change agents. And be sure not to declare victory too quickly!
8. Institutionalising the CHANGES IN THE CULTURE - think about your customer and how to improve performances and productivity through them, have a strong sense of leadership (which encompasses management). Be sure to not to forget to articulate the connections between new behaviours and the firms successes. People will get bored and old - so have the leadership development and succession plans in order!
There you have it folks and that's a wrap!
Originally posted in Oct. 2011
Whichever part of the world you are living in, it is agreeable that one of the most difficult times for an individual is dealing with a person(s - good luck!) in power or authority who do not have the skills nor the wisdom to take decisions to bring about useful changes to their communities.
How frustrating!
How do you deal with it?
Well the renowned HBS Prof. Kotter advises the following:
1. Establish a Greater Sense of URGENCY - this mean analyse the competition on the market discuss (potential) crises and/or major opportunities
2. Create a GUIDING COALITION - put together a group with enough power to lead the change, then get them to work together.
3. Develop a VISION & STRATEGY - create the vision to help direct the change effort, and strategies to achieve the vision.
4. Communicate the CHANGE VISION - use all the comm channels to constantly relay the new vision and strategies. Find a role model who will guide the coalition!
5. Empower OTHERS TO ACT - get rid of the blockers (the nonos'), scrap the processes that undermine the change. take risks and non-traditional ideas...
6. Creating SHORT-TERM WINS - plan for some visible performance improvements, then create those wins and be sure to reward and recognise the winners!
7. Consolidate GAINS & PRODUCE EVEN MORE CHANGE - use the drive of the increased brand credibility and momentum to address other systems structures. Hire, promote and develop the people who who implement the change vision. If the projects get boring - get new ones or add themes to them or new change agents. And be sure not to declare victory too quickly!
8. Institutionalising the CHANGES IN THE CULTURE - think about your customer and how to improve performances and productivity through them, have a strong sense of leadership (which encompasses management). Be sure to not to forget to articulate the connections between new behaviours and the firms successes. People will get bored and old - so have the leadership development and succession plans in order!
There you have it folks and that's a wrap!
Originally posted in Oct. 2011
Middlemen
Consultants, negotiators, sales folks..we are all middle men trying to bring two parties together, in order to achieve some greater benefit.
What about if you believe in greater existential drivers, what or who are the middlemen there?
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