Here is the provocation for the coming year, decade, century or millennium.
Now, the year has set the working direction for the established clear purpose. Your first iteration plan to reach them should be in place. This sounds like an ideal time to rethink everything now. After all, one of the effects of time on the Internet is that the plan can be changed as soon as possible-or maybe before-they write
Along these lines of thinking, perha. ..
It's tough. :
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Here is the provocation for the coming year, decade, century or millennium.
Now, the year has set the working direction for the established clear purpose. Your first iteration plan to reach them should be in place. This sounds like an ideal time to rethink everything now. After all, one of the effects of time on the Internet is that the plan can be changed as soon as possible-or maybe before-they write
Along these lines to think, there are maybe some items you missed. Maybe there is a problem that you did not have time to consider, or something that touched your mind, but soon, against more urgent and urgent events you are off-cycle and in danger of a new period of crisis If you are, you can use the ex post rather than this pre exercise ante. Given the neural pathways and stimuli that stimulate the brain, I can think of the following ideas. These "considerations" are not arranged in order of importance. I think they are important.
1. How far is your planning horizon? Most companies today plan 12-24 months calling anything beyond their horizons. "Internet time means shortened timeframes for activities, but the collapse of that time likewise extends to a shorter vision. Are you doing it? How long have you thought about what will accomplish this decade? What is the impact of your company for a thousand years? (Ok-maybe the millennium is too far away. How about the century? Baking a fish that hits the center. It will return an increase in references like investors. It may be a long-term vision to notify Yes, I will return in the Tankan What do you see, do you see in the long run?
2. How do you plan to go to what needs in the future? How are their worlds affected by the dramatic increase in connectivity and compression of time? Their changing environment-what are you doing to understand their business problems? Thank you for answering and improving these slippery conditions under your business. What do your customers' customers want to take it one step further? While it may stop to consider how your supplier's needs are changing in this way, it will open up new opportunities like this and whether it is a dull portend fluctuating flow whether it's a completely derailed business model or not indicate. How is your agent? Is their world changing? A test of the effects on both.
3. Who in your organization is not simply contributing? As they say, your mileage may vary from individual to individual, but everyone travels some distance to realize something valuable so that everyone is good for that implicit promise It becomes. The frequently observed 80-20 rule also applies to your staff: 20% of your people produce 80% of their value.
It leaves 80% and produces only 20%. Do math: The bottom 10% of your composition produces almost nothing.
Who is not making a cut? Should I do something about that? I think I have a job to pay the bottom% to provide beneficent. is. The actor wants to know and cuts the cord. You do what you can to help them reach the bar, but after a while they have an environment where they can succeed Your own resource for those who make a difference Release it on.
4. Are you creating a solution for today's problem? What about the problems of next week, next year, or several years from now? How are those problems going to be figured out, there is a road on the horizon in time? So, selling solutions today Make sure the address is today's problem solution today I will try not to take it. Who in the organization is responsible for tracking and forecasting trends?
Are you building a scenario for the future? Potential Focus-Do you have feedback capabilities based on groups or other markets? Who is your resident futurist?
5. What do you believe in the business you are in? For most people, this is a strange question. The collection of beliefs you hold about your business-what Germans call Weltanschauung-is crucial in most of the options you make. How much risk do you take Which one is dangerous? Do what projects and initiatives. What kind of resources do you need and who to hire?
Are there any partners at all?
Cooperate or compete. How to treat your team. Which customers can get. How hard do you expect people to work?
All these decisions come from your beliefs and help to make them explicit. If you come up with those beliefs, it is a useful belief, and you can begin to distinguish which ones are missing.
What are the benefits of a particular belief? Is this belief related to your current world, or is it a holdover from part of past life? Then, when you are ready, you can try out new beliefs.
6. What are the obstacles to moving along your current path? Yes-we have a plan of movement and are taking steps towards achieving it. Can you enter and search when business operations have risen etc? What kind of thing can you get in your way? (I know, how are you going to see it if it's unforeseen? Using your imagination, that's the point of this practice.)
Rank these obstacles in terms of possibilities and rank them in terms of severity. If they come up, consider how to deal with them. The value of this is a) better prepared like a boy scout; b) can illuminate the problem you are trying to clean under the rug;
7. How do you know what you are doing? If you have additional resources, what do you do now? If you were convinced that it would succeed, would you jump in immediately? If your resources are endless, what will you start right away? (Yes, you can be endless relatives.) Are you betting on the future of your company? What are you willing to bet on the future of your company?
8. What is the most important issue now? Make another list of your market issues for your company.
Which of these issues are you dealing with, which are in the back burner and which are not even in the kitchen? What is the process used to address these issues? Which problem are you ignoring?
What is at the end of the resolution of the challenges addressed by what makes it possible to leap? Where is the problem "solved" by compromise? Are you likely to compromise the destruction by harm by refusing your use? What old stories or old ways to look at things make these compromises seem inevitable. Where can you apply new technologies (either materials, virtual or social) to break these compromises?
9. What are you sacrificing to achieve your current goals? The definition of sacrifice gives up something worthwhile for something even more valuable. Are you intended to give up that thing of value or is it a careless by-product of your other choices? Please do not dismiss this lightly.
In your business, there are several key success factors that compete for priority. These include profitability, product development, new sales, customer satisfaction, recruitment and retention, revenue growth, and sufficient capital. Will you be focused on each area of this sales cycle? These areas can not be ignored, even at lower priority locations. What needs to be done and how are you going to do it?
10. What is the purpose of your organization? I just do not inspire your people to greatness does not mean increased shareholder wealth. Given-what else is the purpose of your company. It is not something that can be used to find something that is dull. Why come to work every day? What do you want to achieve in the long run?
What about your management team? Your Individual Employees-Why Do They Come? What do they think they are doing every day? Do you know? Just complete the planning cycle and I am asking what your purpose is! If you can not answer this question easily, it will be a great time to start now. .
The question of bonus issues has been a simple question that I have not mentioned above?
Every so often I do practice called "Hundred Questions". Download a copy of the recent 100 Questions http://www.paullemberg.com/tipsandtools.html, how to use this simple thinking-provoker along with.
(C) Copyright Paul * Lemberg. Tsutsutsutsu
10 effective reduction project costs
Article 10 Effective Ways to Cut Off Project Costs
It's tough. :
Your business
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10 effective reduction project costs
1. Bartering
If you have a business, you need to barter the goods
And other business services. The
Buy before doing anything for trade. Tsutsutsutsu
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