Otto Photo
Peter Drucker said: "a few hundred years throughout Western history, a sudden transformation occurred. Within few decades, society altogether rearranges itself, its worldview, its social and political structure, its arts, its key institutions. Fifty years later a new world exists. And people born in this world can not even imagine a world in which their grandparents lived and where their own parents were born. "
Unfortunately, for most people who live in a hierarchy, the speed of learning tends to be limited by these summit. If they were a smart Henry Ford and Thomas Watson Jr., the organization can learn faster than their world has changed. If they were not so intelligent, they could obtain an initial position but later competition and changes will eliminate them. We can not learn faster than the world changes. Many results / outputs particularly for business organizations depended on a much wider range of knowledge, skills, values, technologies and skills. This requires us to learn and understand a wider range at a faster rate. Why Bill Clinton should be concerned by a cloned sheep? Why a commission to be set up to investigate the cloning? Only because they were surprised by the news, to what was supposed to be possible only in science fiction, and the fact that nobody in government has any idea about the likely consequences. Today, Change is not linear and not first class.
Otto von Bismarck, the German statesman (1815-1898) said: "Fools say they learn experience. I prefer to learn from the experience of others. "Therefore, you can also enjoy the success of your competitors and failure. The incandescent bulb emerged some thirty years before Thomas Edison found the right filament. Revolutionary assembly line of Henry Ford came emulated Singers sewing machine and meatpacking Campbell Soup.
David Kearns former president of Xerox in 1989 said: "We realize that we are in a race without a finish line. As we improve, so does our competition." But after Having done that, we should quickly surpass your competitors in learning. Successful organizations are not only more profitable than their competitors, but also growing faster than theirs. Many companies are unable to learn faster than the competition degenerated fast track derailment their competitors seized.
It is insufficient for a company to be a simple organization of learning, especially if it is learning the wrong things. During the forefront days in China, some foreign investors use to cheat tax authorities on import duties and statements because everybody did. It was easier for small local operators to close their operations and disappear into oblivion to escape authorities. It is also easier for them to germinate somewhere else in China. However, if foreign investors they could not just disappear overnight as they had greater investment and landed up the payment of heavy fines for their misdeeds. These investors Foreign learned bad things from their local counterparts small.
At times too, the company needs to unlearn some of his philosophy earlier and erroneous teachings. In this rapidly changing world, the key question of survival is how quickly the company can unlearn and relearn new models and policies that can ensure its survival. Therefore, it is also important to unlearn faster than your competitors.
Unfortunately, companies fall into the trap of learning fads of management downsizing and re-engineering. The vicious cycle continues with staff reductions led to a skeleton force too weak to do anything then further re-engineering processes causing the remaining staff being frustrated and leaving later.
These fads are like many of your pictures during your teenage days and when you reminisce, you wonder how in the world you ever been involved with that company CEOs need to understand the basics of management of companies remain unchanged – sent our father, grandfathers and ancestors. CEOS should by all means learn theories of management Various new, but not to be mesmerized by it, or apply blindly.
Therefore, you need to learn faster than your competitors. Also make sure you stop to unlearn the bad things and stop them.
About the Author:
Dr Mike Teng (DBA, MBA, BEng) is the author of best-selling book, “Corporate Turnaround: Nursing a Sick Company back to Health.” He is known as the “Turnaround CEO in Asia” by the media.
http://www.corporateturnaroundexpert.com;
http://www.corporateturnaroundcentre.com
Article Source: ArticlesBase.com – The Greatest Lesson Is To Learn Faster Than Your Competitors
Otto’s Photo Debut
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Manfrotto MBAG70N Tripod Bag (Replaces MBAG70) (Black) $34.95 The Manfrotto MBAG70N Tripod Bag is an unpadded ballistic nylon bag designed to carry Manfrotto tripods with head up to 27″ long. The end cap is padded to offer protection to the tripod head. The zipper extends down the length of the bag, but also fully opens the top end of the bag. The end opening allows for faster “quiver” style extraction and insertion of the tripod…. |
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Otto Ping: Photographer of Brown County, Indiana, 1900-1940 $3.91 Otto Ping began taking pictures of the people and places of his native Brown County, Indiana, in 1900. Primarily a portraitist, Ping photographed individuals, couples, family groups, and larger gatherings. His portraits have a documentary quality, and one senses in the faces that peer from these images the determination with which these people met lives of toil and hardship. … |
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