Friday, May 25, 2007
Looking for Martial Arts Managers, Black Belts or more
I am looking for managers with a certain degree (preferably black belt or higher) in judo, jiu jitsu or other martial arts for an upcoming international management survey. Please use the comment buttons to contact me.
(pictured: judo: ippon seoi nage)
Thursday, May 24, 2007
High Performance Groups in the Organization
Wednesday, May 23, 2007
New job ?
When I came back to the office another department head of The Wall Street Journal had sent me a cryptic e-mail mentioning a 'possible opportunity' for me. We met, I received some more explanation, and again, without telling too much, it indeed could be a rare opportunity for me. If I would accept, my working life will completely change; I even would be working more in the environment of the content of this blog.
More about all this the coming days, I have a lot to think about.
Monday, May 21, 2007
55 Management Guru's
Author Carol Kennedy published her fifth edition of 'The Guide to Management Guru's" in January of this year. The book gives an excellent almost academic overview of the most important business minds of today. She listed the guru's alphabetically, which serves her purpose of portraying the playing field, although it is not as much fun as the Accenture management 'power list' :-)
Truth is, it is probably one of the better management books of 2007.
Here follows the list of what she considers the major management guru's of today:
- Adair John: Action-Centered Leadership: how task, team and individual overlap.
- Ansoff Igor H: The theory and practice of strategic planning.
- Argyris Chris: Developing individual potential within the organization: single and double-loop learning.
- Barnard Chester: Managing the values of the organization.
- Belbin Meredith: Complementary roles in team-building.
- Bennis Warren: "Managers do things right. Leaders do the right thing."
- De Bono Edward: Lateral thinking: "the generation of new ideas and the escape from old ones."
- Burns James McGregor: Leaders who transform and empower their followers.
- Chandler Alfred D: Structure follows strategy in organizations.
- Christensen Clayton M: The power of disruptive innovation
- Deming W. Edwards: The key to quality: reducing variation
- Drucker Peter: Originator of modern management thinking
- Fayol Henri: Five foundations stones of modern management
- Follett Mary Parker: 'Responsibility is the great developer'
- Gantt Henry: The key tool for managing projects
- Ghoshal Sumantra: Transnational management and the 'new moral contract'
- Gilbreth Frank and Lillian: Efficiency through studying time and motion
- Hamel Gary: Core competencies of business processes
- Hammer Michael: The radical redesign of business processes
- Handy Charles: The future of work and organizations
- Herzberg Frederick: Motivation and job enrichment
- Hofstede Geert: The causes of cultural diversity
- Humble John: Management by Objectives as a practical methodology
- Jaques Elliott: Psychological factors in group behaviour and the 'midlife crisis'
- Juran Joseph M: Company-wide quality cannot be delegated
- Kanter Rosabeth Moss: The 'post-entrepreneurial' corporation empowering individuals as a force of change
- Kaplan Robert S. and Norton David P: The balanced scorecard system of performance measurement
- de Vries Kets Manfred: Psychoanalysing the organization
- Kim Chan W. and Mauborgne Reneé: Value innovations and 'blue ocean' strategy
- Kotler Philip: Marketing as a management science
- Kotter John P: Leadership and organizational change
- Levitt Theodore: Understanding the true role of marketing
- Likert Rensis: How leadership styles link with business performance
- McGregor Douglas: Theory X and Theory Y: authoritarian vs participative management
- Maslow Abraham: The 'hierarchy of needs' in motivation
- May Elton W: Human relations in industry and respect for individuals
- Mintzberg Henry: How strategy is made and how managers use their time
- Ohmae Kenichi: Lessons from Japanese global business strategy
- Pascale Richard T: Continuous renewal in organizations
- Peters Tom and Waterman Robert H: The 'excellence' cult and prescriptions for managing chaotic change
- Pfeffer Jeffrey: Key success factors in managing people
- Porter Michael: Strategies for competitive advantage, both national and international
- Prahalad C. K: Finding rich markets by serving the world's poor
- Revans Reg: Managers educating each other through 'action learning'
- Schein Edgar H: The 'psychological contract' between employer and employee
- Schonberger Richard J: Each function in a business seen as a 'customer' of the next in the chain
- Schumacher E. F: 'Small is beautiful': the human scale against corporate 'giantism'
- Senge Peter M: Systems thinking and the learning organization
- Sloan Alfred P: Decentralizing big corporations
- Stephenson Karen: Mapping and managing human networks
- Taylor F. W: Scientific management and the 'one best way'
- Toffler Alvin: A world in flux and the rise of the 'prosumer'
- Trompenaars Fons: Managing cultural differences for business success
- Weber Max: How individuals respond to authority in organizations
- Welch Jack: 'Maximizing the intellect of the organization'
Wednesday, May 16, 2007
The Wall Street Journal, night operations in Italy
20.30h: Arrival Rome trainstation.
(Every big Italian railwaystation suffers from an explosion of flatscreens. There is no
flatscreen-free-pilar to be found anymore.)
Our new distribution team in Rome, Emilianpress, will take me to the printplant in Carsoli.
Second to the left, owner Daniele. Tonight I will accompany 'Goldy-Singh' (or Massimo for his friends), far left, on his distribution tour.
23.00h: printplant in Carsoli, 78 km from Rome:
waiting for "good copies" of The Wall Street Journal
to come from the press.
IESE stickers are glued manually to the newspaper.
'Goldy-Singh' and I will leave printplant around 01.30AM.
01.55h: First stop: printplant Lito Sud.
The loading dock of Lito Sud is a connection point for dozens of drivers and different newspaper titles. Wall Street Journal copies are passed around to drivers from the TAV cooperative, who in the first place come to Lito Sud to collect one of the biggest local Roman newspapers, Il Messaggero.
02.25h: Second stop: HDR.
Certain copies for Fiumicino airport are dropped of.
02.55h: Third stop: Galetti:
Delivery of another batch of copies for Fiumicino airport.
03.00h: Fourth stop: IMC:
Delivery of a third batch of Wall Street journal copies for Fiumicino Airport.
04.30h: Rome Center: I will go to my hotel in the center of Rome,
but 'Goldie-Singh' still has some deliveries to attend to.
He will finish his tour around 10 AM.
(view from balcony of my hotelroom).
14.00h (Tuesday 15-05):
Taxi from Rome center to Fiumicino airport
17.30h: somewhere above the Alps: flying from Rome to Brussels
Monday, May 14, 2007
Following Wall Street Journal copies from Zurich to Milan
Tuesday, May 08, 2007
Boomerang professionals
It seems there is a hugh demand for ambitious global managers in India. Indian recruiters from prestigious search firms are looking for expatriate talent. A word of warning though: to flourish as a foreigner in India, "your really have to be psyched for it; it is a love-hate place," says a Goldman Sachs topmanager stationed in India.
Monday, May 07, 2007
Management Guru Listing: 50 Management Guru's
Below list was created by Accenture in 2003: Accenture used the term 'business intellectuals' for the following 50:
- Michael E. Porter
- Tom Peters
- Robert Reich
- Peter Drucker
- Peter Senge
- Gary S. Becker
- Gary Hamel
- Alvin Toffler
- Hal Varian
- Daniel Goleman
- Rosabeth Moss Kanter
- Ronald Coase
- Lester Thurow
- Charles Handy
- Paul Romer
- Henry Mintzberg
- Michael Hammer
- Stephen Covey
- Warren Bennis
- Bill Gates
- Jeffrey Pfeffer
- Philip Kotler
- Robert C Merton
- C. K. Prahalad
- Thomas H. Davenport
- Don Tapscott
- Malcolm Gladwell
- John Seely Brown
- George Gilder
- Kevin Kelly
- Chris Argyris
- Robert Kaplan
- Esther Dyson
- Edward de Bono
- Jack Welch
- John Kotter
- Ken Blanchard
- Edward Tufte
- Kenichi Ohmae
- Alfred Chandler
- Janmes MacGregor Burns
- Sumantra Ghoshal
- Edgar Schein
- Myron S. Scholes
- James March
- Richard Branson
- Anthony Robbins
- Clayton Christensen
- Michael Dell
- John Naisbitt
Compared to the list of 2002 Accenture decided to drop David Teece (49) and Don Peppers (50) in favor of Paul Romer (the new number 15) and Malcolm Gladwell (the new number 27).
Sunday, May 06, 2007
Management Guru Listing: 50 Management Guru's
Below list was created by Accenture in 2002: Accenture used the term 'business intellectuals' for the following 50:
- Michael E. Porter
- Tom Peters
- Robert Reich
- Peter Drucker
- Peter Senge
- Gary S. Becker
- Gary Hamel
- Alvin Toffler
- Hal Varian
- Daniel Goleman
- Rosabeth Moss Kanter
- Ronald Coase
- Lester Thurow
- Charles Handy
- Henry Mintzberg
- Michael Hammer
- Stephen Covey
- Warren Bennis
- Bill Gates
- Jeffrey Pfeffer
- Philip Kotler
- Robert C Merton
- C. K. Prahalad
- Thomas H. Davenport
- Don Tapscott
- John Seely Brown
- George Gilder
- Kevin Kelly
- Chris Argyris
- Robert Kaplan
- Esther Dyson
- Edward de Bono
- Jack Welch
- John Kotter
- Ken Blanchard
- Edward Tufte
- Kenichi Ohmae
- Alfred Chandler
- Janmes MacGregor Burns
- Sumantra Ghoshal
- Edgar Schein
- Myron S. Scholes
- James March
- Richard Branson
- Anthony Robbins
- Clayton Christensen
- Michael Dell
- John Naisbitt
- David Teece
- Don Peppers
Tuesday, May 01, 2007
Selection criteria for a top managing editor
1. Integrity is the first requirement and is non-negotiable. Marcus has complete personal integrity and is absolutely committed to the integrity of the Journal and our news operations.
2. Independence: As you know, there are frequent pressures put on the Journal; you should also know that only Paul Steiger knows about some of the pressures that are exerted and shields you from them. Our managing editor must be able to keep the Journal independent from pressured applied by CEOs, politicians, government officials and others. Likewise, the managing editor must ensure that we never follow accepted wisdom or are guided by the opinions of any "media class." In an era of pack journalism, this is a real challenge-and for the Journal this is a great opportunity even more to stand apart and often alone.
3. A managing editor must be a great journalist. You can catch up on Marcus's clips at your leisure, but let me highlight that being a great journalist now means not just the traditional standards for news excellence, but also how we tell the stories and give the news, analysis and interpretation to our readers however, whenever and wherever they want it. Just as none of you any longer is just a "newspaper" journalist, the next managing editor must lead the Journal in all its forms, print, online and through digital channels yet to be invented.
4. The managing editor must connect intimately with readers and online users. Marcus showed during Journal 3.0 that he truly understands how very different our readers' needs are today than even a few years ago. The print Journal must move to even more differentiated, "what does the news mean" and only-in-the-Journal coverage, while the Online Journal must become even more the place for what's happening right now.
5. The next managing editor must have effective newsroom leadership. Marcus has an excellent record as a change agent, whether Journal 3.0, the repositioning of the overseas Journal as compacts, the global news desk or the speedy system. In an era of change, we must embrace change; Marcus will be a change agent, as Paul was before him.
6. Finally, the next managing editor must interact well with other news departments and with other functions across the company. Marcus has worked at Newswires and at the Journal, in Europe, Asia and the U.S. He's also worked very productively with our advertising, circulation and other business departments, always protecting church and state.