genius_investor的博客

 'if a company creates products or services that fulfill their customers’ needs in ways not available from others, and designs the organization to meet those needs in uniquely efficient and effective ways…that‘s good strategy. The key is envisioning and then figuring out how to serve your customer in ways that are substantively different from the competition, rather than simply trying to do what they do, but better (faster, cheaper, slightly better quality, etc.).'

1. They see their job description as a springboard. These employees see their job as getting the necessary work done. They are not constrained by their official job description. They are prepared to do whatever is needed, even if it involves some less challenging work. They are capable of multitasking, handling several important priorities at the same time. They see no work as above or beneath them if they have the capability to perform it.
   
   
2. They are natural leaders. These employees take ownership and responsibility for their work. They lead by example and take responsibility for guiding colleagues. They meet commitments and help others who might be having some challenges meeting theirs. They are “go-to” people, the ones their boss will rely on, knowing the job will get done.
   
   
3. They convey positive energy.

   Competition today punishes companies that make episodic improvements in key processes. Continually improving performance is what matters, and that can only happen with teamwork across functional and company boundaries. A company must get its sales, marketing, research and development, operations, and even customers and suppliers to work together.

   Yet teamwork across organizational boundaries is unnatural. The natural tendency of organizations is to optimize locally — within a business unit or department, rather than optimizing for the global customer experience or the enterprise. Too often, the sum of the parts doesn't make for a high-performing whole. Getting people to improve processes across boundaries typically requires a crisis or constant pushing from a senior leader.

   Suppose you're the chief medical officer of a physicians' clinic and you want to improve the experience of patients with hip or knee replacements while reduci

It's rare to find a corporate human resources function that accelerates change by actively finding ways to help drive new strategies. Most HR groups sit back and wait for requests from the business for administrative people transactions. In their role of stewards of policy compliance, they can tend to be a brake on change.

But not at IBM. Its HR function has been instrumental in the $100 billion company's metamorphosis from a floundering computer manufacturer in the 1990s to a prosperous software and consulting services company today. HR has helped the organization absorb more than 125 acquisitions since 2000, and integrate globally, saving $6 billion since 2005.

When

You might think that the corporate human resources function doesn't have much of a role in improving business processes, such as product development, operations, customer service, or distribution. But I've found that it does. HR can propel or inhibit process improvement because it has an outsized influence on people: how they are recruited, rewarded, and developed. In organizations like IBM, Lowe's, and Harvard Vanguard where HR has accelerated change, it has emerged from its compliance and administrative focus to make bold changes in spite of regulations, bureaucratic entanglements, and other barriers.

As I explained in my last post, IBM's corporate HR function was instrumental in the company's strategy of standardizing and integrating processes globally. It developed 'Gl

  By historical measures, there’s really not all that much to be angry about. Since 1981, the proportion of the developing world living in extreme poverty has fallen from 50 percent to less than 20 percent, according to the United Nations. Infant mortality is down across the board; the number of girls in school is up. Terrorists and tyrants get their comeuppance with toe-tapping regularity. The chances of dying in war have never been lower. In 2011, the 7 billionth person was born into a world that’s richer, healthier, and safer than at any time in history.

None of which kept a sizable portion of the planet from open revolt. The uprisings that rippled from Cairo to California and back again were linked not by a common enemy but by a common emotion. We should have anticipated (though few did) that rage would boil over in the Middle East, a region at once the world’s youngest and its least free. But who envisioned throngs marching down Broadway holding sig

Is it harder to keep employees focused and motivated during bad times?

Organizations have to put more attention into it. They have to communicate more. Managers have to put more focus into setting expectations, making sure people know what they're supposed to do.

Why is employee engagement important during bad times?

It helps people be resilient. Businesses right now, when the economy's bad like this, they're trying to survive. And to survive you've got to have some psychological resilience. You've got to have employees who are positive despite the negative situations around them.

So what do managers need to do now to keep employees motivated and focused?

Great managers are good at connecting people to each other and knowing that when people come to work, their need to have friendships doesn't go away. Great managers get

I have been thinking of one question these days,that is:what kind of employees does an enterprise need? 

  Maybe many people will say:ok ,it depends on.but I have some my own opinions about that:

first,as a HR or employer,you should clearly know/define responsibilities of the post; second,you should make it clear the relative characters/experience/ability which the applicant should have;third ,find candidates for your offer;fourth:organize interviews for the candidates;at last choose the right guy you need.

  Above all is the basic process for HR to recruit employees,maybe all of the HR persons know about that ,but why there difference exists? You know the difference? some HR eventually find the right people the company needs,but others not. Factually,the difference happens at the second step.you may have noticed that i have put the word 'characters'first among other factors in the second step,during my consultant career t

  Incrove service, the company which I am founding is to focus on  business process improvement among organizations, we will pay more attention to process optimization business in China.As you know ,process execution is the key to good or bad company results.When results are lagging,good analysis,decisive decisons and strong implementaion are required to getting up bar again . Unlike other management consultants,we won't address this by writing thick reports.For us process optimization is delivering any solution that improves,turns around,repairs a given business process.

When companies go through boom times, they quite naturally take their eyes off costs. But to maintain profits when revenue goes downhill, most CEOs call for cost cutting. The scalpel comes out, and while it's necessary, it usually comes at a huge cost to employee morale.

For example Bank of America CEO Brian Moynihan recently announced plans to cut about 30,000 jobs across the company, nearly 10 percent of the work force, due to a downturn in trading and lending revenue and the continuing effects of the mortgage mess. And other major banks such as Citigroup, Goldman Sachs, Barclays, Credit Suisse and UBS have started laying off employees in the last few months.

These layoffs are usually driven by small teams who look for opportunities to 'right size' departments. For example, at Bank of America, 44 senior bank managers and about two dozen consultants worked on a cost-cutting initiative called 'Project New BAC'. They analyzed co