Showing posts with label Manifesto. Show all posts
Showing posts with label Manifesto. Show all posts
Tuesday, August 5, 2008

Globalization Becomes Truly Global:Lessons Learned at Lenovo

12:32 AM |













Globalization Becomes Truly Global:Lessons Learned at Lenovo

"Lenovo, one of the world’s largest manufacturers of personal computers, is a prime example of [an] 'emerging-market' multinational ... With its 2005 acquisition of IBM’s personal computer division, it is arguably the first multinational with its roots in an emerging market to reverse the traditional direction of globalization. Over two decades, the company has developed a unique global structure and business strategy that has its products, people, and facilities in 160 countries. Here are four lessons that we’ve learned along the way that can help other global companies—and those with global ambitions—derive economic and social value from globalization." [Download]
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Monday, August 4, 2008

Business Improvisation: The Diving Catch of the Corporate World

11:46 PM |














Business Improvisation: The Diving Catch of the Corporate World

Recall that moment when you where your most creative, aware, and tuned into the world around you. Imagine how valuable it would be to harness that state of mind and apply it at will to your most stressful and challenging business situations. To shine when others collapse or choke. To take a potentially disastrous circumstance and turn it into a diving catch worthy of any sports show highlight reel. Business Improvisation is the process of accessing and applying creativity to a situation in real time. It is the ability to converge composition, creativity and execution to achieve success. [Download]
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Saturday, August 2, 2008

The Design Funnel: A Manifesto for Meaningful Design

6:24 PM |













The Design Funnel: A Manifesto for Meaningful Design

"Are you a professional designer?

Would you like a process to create more consistently creative work which distinguishes itself from the work of your peers?

Would you like a process which would help translate the often vague, unclear wishes of your clients (and yourself, for that matter) into a clear and solid basis for your design?

This manifesto will show you how."[Download]

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Chindia Rising: Why the Rise of China and India is Inevitable

6:10 PM |














Chindia Rising: Why the Rise of China and India is Inevitable

"Rudyard Kipling, who proclaimed that 'East is East and West is West and never the twain shall meet' has already been proven wrong with respect to Westernization of heritage-rich and tradition-based China and India. He will be proven wrong again as we witness what I refer to as the Easternization of the world.

In short, it will be less a clash of cultures and more a fusion of cultures across arts, architecture, science, law, engineering, medicine and management traditions and perspectives.

The rise of Chindia is not only inevitable, but it will be beneficial to the world economy. It will be, of course, beneficial to businesses and entrepreneurs, but also to the masses at the bottom of the pyramid (people who earn less than two dollars a day)."[Download]
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People Don’t Hate Change, They Hate How You’re Trying to Change Them

5:38 PM |













People Don’t Hate Change, They Hate How You’re Trying to Change Them

According to a summary of over 40 research studies on change, the success rate of strategy execution and corporate change programs is 33%. At the same time, a Conference Board survey of over 600 global CEOs revealed that the top two challenges they see are: 1) generating consistent revenue growth and 2) strategy execution. This translates to weak performance on the top executive priority, a situation that needs to change.

Because so many of these programs fail, some executives and managers start to believe the old saying that “people hate change” must be true. That is not true. In fact, employment surveys reveal that the top reason good employees leave companies is over a lack of new opportunities and boredom with stagnant, never-changing, dead-end jobs.

People don’t hate change; they hate corporate change programs. How can we fix that? [Download]

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