In past blogs, I have explored the notion of an organization’s “collaborative advantage” and outlined core attributes of organizational collaboration. Effective organizational collaboration is more than strategic tactical measures that produce results. It is not just a way of acting or behaving, but a way of being. Collaboration is being connected, is having a felt sense of being a valued member of workplace networks. It demands a level of inter-personal relationships. It requires being an integral part of the organizational...
I travel a lot. I am now what the Transportation Safety Administration (TSA) refers to as a “Trusted Traveler.” One of the main benefits of being a trusted traveler is that when an airport has a designated TSA pre-check security line, I can pass through airport security without taking my shoes off. I would not have expected, say five years ago, that I would consider myself lucky to be allowed to keep my shoes on when making my way to my gate, but such is the state of our civilization. I mention my good fortune and trustworthy...
Southwest, Google, Apple, McDonalds, Amazon, Wal-Mart, Cragslist and many others have influential business models that have changed industries and the way we live. A business model is what we experience as stakeholders. Unless we are intimately connected to an organization, we do not know or understand its strategies or tactics but we do relate to its business model. If you fly Southwest, then you are familiar with their direct booking process, its transparent low prices, the ability to buy-in an earlier boarding position, no...
As reported in the Wall Street Journal (Curran, 2013), Australia has been ranked the happiest industrialized country in the world for the third year in a row, according to the Better Life Index of the Organization for Economic Cooperation and Development (OECD). That puts it ahead of Sweden, Canada, Norway, and Switzerland – and in sixth place – the United States. The ranking includes evaluations of housing, incomes, jobs, community, education, environment, civic engagement, health, life satisfaction,...
Traditionally, organizational strategy has been cast as equal parts analysis and prediction. A small group of elite organizational leaders apply a framework (e.g. Porter’s Five Forces), consider trends that might alter the status quo, and then produce a plan to guide decision making and resource allocation for the foreseeable future. It’s that “foreseeable future” thing that has undermined the value of strategic planning. Market conditions are increasingly turbulent and competition arises from unexpected places. Who...
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