A highly dynamic strategy: commercialisation
November 3, 2009 § 1 Comment
Most of the distinctions made between what is a business “strategy” and what is a “tactic” use “timing”. If it is something that changes a lot, it’s a tactic. If it hardly changes, it’s a strategy. Not so for the commercialisation strategy …
Vision forming busy buzzed business
November 1, 2009 § 4 Comments
This article is about how to use vision in business contexts. The things that show investors you are sensitive to their needs as well, for example. The word “investor” is here used for all that invest time and energy in maintaining relations with your business. Those are your customers, allies, institutes, …
The concept of vision is subconsciously related to mission (identity statement) and implies change and growth. It is a statement on what you or your business would like to become. It affects what commercialisation and marketing strategies you choose, and drives the development of your open-ended-planning-with-feedback-loops-and-obstacle-and-pitfall-avoidance.
Satir Change Model
March 24, 2007 § 6 Comments
Inspiration is not born in a vacuum; excellent ideas are seeded by other excellent ideas and fertilized by still more excellent ideas. In essence, excellent ideas are born from transforming ideas in chaos. And effectively surfing chaos happens only after one “let’s go” of control, because we are capable of inventing only those “things” which are the product of our internal manifestation of our conscious assemblage of reality. We can release the conscious assemblage, or rather “let it go”, by intending outcome in the flow.
The Virginia Satir Change Model focuses not just on systems of people but also on individual people, making it a robust model, and safe in terms of honoring people
May 28, 2006 § Leave a comment
In No Trust without Transparency , (link sent me by Marc Evers, Thanks!) I read:
Transparency is the antidote to requests for big planning upfront. Transparency offers project managers the ability to do risk management through the project life time. If you aren’t reporting cumulative flow, or burn down or burn up, or (gulp) earned value, every day to every stakeholder then you aren’t embracing the core foundation of agile development techniques – high trust.
From my consulting experiences: nakedness and transparency can work wonders
Walking talk and talking walk
May 28, 2006 § 1 Comment
The power of leaders in creating values, context, culture and actions is often highly underestimated. And the effects on others and the organisation of screwing that up too.
Want to know how to “walk your talk” and “talk your walk” to enable healthy change towards increased professional production in your organisation?
Want to undo the power of complaints that you don’t walk your talk? Complaints that freely seem to be walking and talking in your halls and corridors?
If ideas and memes you (wish to) promote are congruent with your core values, the following actions will be quite easy for you to do
April 22, 2004 § 1 Comment
Virginia Satir, an internationally acclaimed author, teacher and therapist, developed a universal approach to systems that has allowed her concepts and techniques to be among the most useful and dynamic approaches for increasing leader effectiveness.
What it can do for you and your business?