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Casual Articles - Managing Change - Air Cover
Let’s face it, every business needs leads. I don’t care what your service or product is, if you don’t have a steady, fresh, stream of prospects coming through your marketing funnel, your business will die. Some die faster, and others whither away quietly. Either way, your business needs leads! I will share with you two ways that I like to get my leads. They are pretty simple and straightforward. However, don’t discount these principles as elementary. It seems like the more technology advances, the more we like to complicate the simple things that are a
Over the course of more than a year my team worked to study, analyze and present the case to close a massive, high tech warehouse that was an albatross around the neck of the organization. The battle included studies by my folks and two major big league consulting houses. In every case the answer was close it … the savings was in the te
When businesses engage in branding, they are trying to increase the value of their products beyond what the market values similar products. Many companies have successfully branded their products. Do you know why people choose Coca-Cola when there are similar sodas on grocery shelves? People trust and are familiar with the Coca-Cola name. They automatically choose Coke. This happens millions of times a day with millions of products and services worldwide. Choices are made based on the familiarity of a brand name.Branding may seem like an artific
In the change wars going in across the land people aren’t killed but careers are, everyday. Let me explain the connection. When you start a change war you have to have a team and you have to give that team support. Every leader of course says they will, but in reality, just as in the Bay of Pigs, it is often withdrawn at a critical moment.
A case in point was a few years ago when I was Vice President of one of America’s high flying companies my boss started a change war. Now the politics in this tech giant (who thought they had no politics) would rival Washington on their best day. Our CEO was from Europe so his former business unit over there could do no wrong and when they did you’d better turn your head quick. Well, that wasn’t my style.
My boss had some bad blood with the supply chain folks from over there so he told me to lead the change wars and take no prisoners, including in Europe. Now I’d been around the block a time or two and had my share of limbs sawed out from under me so I worked hard at making sure he and the CEO were aligned with the changes. At every step of the way my boss assured me of his support with a straight face and with zesto. The CEO was less than straightforward but that was normal for him.
Over the course of more than a year my team worked to study, analyze and present the case to close a massive, high tech warehouse that was an albatross around the neck of the organization. The battle included studies by my folks and two major big league consulting houses. In every case the answer was close it … the savings was in the te
I once had a designer that took her work very seriously. Before she did any designs, she would interview you; take a look at your product offerings and your personality. It seemed like this was crazy at first but the result was a logo that fit with the company and it's philosophy. She actually went beyond just the interview, she designed meaningful symbols. Each symbol she chose had a story behind it. When you received your design, she also had a booklet with an explanation of how the design was developed and what each part of the symbol meant. Althoug
A case in point was a few years ago when I was Vice President of one of America’s high flying companies my boss started a change war. Now the politics in this tech giant (who thought they had no politics) would rival Washington on their best day. Our CEO was from Europe so his former business unit over there could do no wrong and when they did you’d better turn your head quick. Well, that wasn’t my style.
My boss had some bad blood with the supply chain folks from over there so he told me to lead the change wars and take no prisoners, including in Europe. Now I’d been around the block a time or two and had my share of limbs sawed out from under me so I worked hard at making sure he and the CEO were aligned with the changes. At every step of the way my boss assured me of his support with a straight face and with zesto. The CEO was less than straightforward but that was normal for him.
Over the course of more than a year my team worked to study, analyze and present the case to close a massive, high tech warehouse that was an albatross around the neck of the organization. The battle included studies by my folks and two major big league consulting houses. In every case the answer was close it … the savings was in the te
For business persons who want to give emphasis to the image of their business, using catalogs as a marketing instrument is the best thing to do. A catalog is multi-faceted. It can contain everything relevant to the promotion of your products and services. Whether you want to launch new products or improve the sales of your latest products, the catalogs is indeed the most effective way to reach success.When making catalogs, it is essential to ensure that the catalog is professional-looking. The catalog should contain that corporate look that will
My boss had some bad blood with the supply chain folks from over there so he told me to lead the change wars and take no prisoners, including in Europe. Now I’d been around the block a time or two and had my share of limbs sawed out from under me so I worked hard at making sure he and the CEO were aligned with the changes. At every step of the way my boss assured me of his support with a straight face and with zesto. The CEO was less than straightforward but that was normal for him.
Over the course of more than a year my team worked to study, analyze and present the case to close a massive, high tech warehouse that was an albatross around the neck of the organization. The battle included studies by my folks and two major big league consulting houses. In every case the answer was close it … the savings was in the te
Employee screenings use legal, medical, human resource, and other government offices related records to get a good insight into a job applicant’s background. They must have access to these records in various government offices such as the DMV, criminal records bureau, medical institutions, and schools.These offices do not provide confidential reports to each and everyone who enquires. The investigators must have authentic identification before trying to check these records. Educational institutes tend to provide only basic information.Si
Over the course of more than a year my team worked to study, analyze and present the case to close a massive, high tech warehouse that was an albatross around the neck of the organization. The battle included studies by my folks and two major big league consulting houses. In every case the answer was close it … the savings was in the te
Okay, it has a headline, picture, copy, and even a map. Heck, you’ve been running it for years. It seems to get lots of calls and everything is wonderful in “Directory-Land.” But there’s something wrong. Did you spot it? How do you know it’s doing as well as it could? Where’s the feedback? If you’re receiving plenty of response, which part of the ad is working well and which is failing? In other words, are you tracking the results and also asking the customer why they picked your ad over the competition?
Over the course of more than a year my team worked to study, analyze and present the case to close a massive, high tech warehouse that was an albatross around the neck of the organization. The battle included studies by my folks and two major big league consulting houses. In every case the answer was close it … the savings was in the tens of millions of dollars. In each case the European team found some little issue to delay the inevitable.
Our manufacturing counterparts over there also reported in to my boss and their influential leader was behind us one thousand percent. I climbed further and further out on the limb of the change tree, looking over my shoulder mind you but being assured every step of the way that this was a slam dunk.
The day came for the final decision. By now relations with the European crew were out of cold war status and downright nasty. But hey, it wasn’t my idea, I was just asked to lead the charge. But the wear a tear on me and my staff was pretty high. We’d need a break after this one for sure. When the meeting came I wasn’t invited. Now that is one big red flag.
You’ll recall at the beginning I said my boss had some real bad blood with the supply chain head in Europe. So did the European manufacturing manager. When the dust settle the supply chain manager agreed to a move to a new site being opened in his home country in Europe, what a punishment for what he did, and the European manufacturing manager got a promise of a plumb new position over manufacturing and supply chain, a new combined organization. And my boss was happy because he had ‘paid back’ his nemesis in Europe.
Now all the money and time and pain that we spent driving the changes never paid off. My boss in the end had been holding the saw all along and I didn’t see it. I’d only been with the organization two years at this point and the
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