Do we know how to react?

How often than not we are faced by such situations? Maybe a reminder like this will help. Most of the time we are aware but are our people doing anything about it and waiting for something to happen?

Root Cause that lead to a need for Turnaround & Action!

• No viable Financial Plan.  
• Slow, incomplete Financial Results reporting.  
• Managers not “knowing their numbers”.  
• Cash not treated as scarce/precious/”dear”.  
• Heavy focus on Revenue, little on Margins, Productivity, etc.  
• Too much emphasis on “how to account for things”.  
• Time treated as “abundant”, little sense of urgency.  
• Weak or non-existent Management Process. 
• Eliminate these and you reduce the risk of a business crisis.

Do we instruct or get consensus to get things done

There is an entire spectrum on how to make decisions available to the Manager. One end of the spectrum is highly Democratic – Gather the Team, lay out the options and take a vote – High buy-in, low control.

The other end is highly Autocratic – The Manager simply announces (“Now here this…”), either verbally or in writing, a new policy – High control, low buy-in.

A good way to drive a measure of buy-in and maintain control is to solicit inputs from the Team, but reserve the decision to yourself.
What do you think? The first options can never be executed properly...but many have chose that way.

How do you manage an 'indispendable' senior staff with bad attitute

I was recently engaged to consult with successful and established group of companies in Organisational Strategies Development and came across a common issue with many organisations today. How do you deal with someone who is accepted by the bosses to be 'indispensable' to the company in terms of being a pioneer staff, having strong product knowledge, a revenue performer but is unable to lead, cope and accepted by his fellow colleagues or subordinates and refuse to be accountable or responsible for other things?
You cannot sack him or reprimand him for fear of losing him but is causing other staff to leave or be demotivated. I propose that we create internal competition as a threat to him and also start implementing consequences for non compliance. What do you think.

Avoid fraud in organisations today

Fraud and Corporate Governance are 2 scary words that are seen everyday in business news today. Do you think many organisations are praticing good corporate governance and is sensitive to mitigate fraud in their oganisations?

Is risk management policies and processes taking care enough of fraud mitigation?

How do you think should be best practices to mitigate fraud in organisations today?

Knowledge or Skill

In today's trying times, most of us including te government are spending millions as part of the stimulus package to train unemployed graduates with new skills and knowledge.

Do you think that is a good move in the short term? Or you have a better idea?

Let's talk about it?