Multiplier and Diminisher

Some leaders stifle their employees and some make them shine. As a leader, learning how to bring out the best in others is one of the most important things. Aubrey Daniels a thought leader and internationally recognized expert said, leaders need to be the most capable person in organisation to recognize multipliers and diminishers. Who is the diminisher? Suppose there are 20000 top-grade employees in the company and you listen to only one or two as you find them only capable such leaders are called diminishers. But then there are other kinds of leaders who instead of forcing their own ideas, allow employees to come up with smart and innovative solutions. They are multipliers. However these leaders have craved good results at any price. They thrive on employees for extraordinary results.

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Transformation for Betterment

Companies and people have the mindset that business should go for transformational models only if the existing model doesn’t give better output. But this idea is highly outdated. One should go for change to make change in real life. Market and demand is highly dynamic. When we make structural changes, people start making new connections and make organizations a more creative place. Transformation breaks the old way of doing business. It will disrupt regular routine and will lead to better utilization of resources.

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How to Convert a Regular Job into a Creative One?

Today every employee is struggling with the thought of changing jobs. They feel unmotivated, unexciting and stagnant in their present job. But the slow economy and recession make them stuck with the present job. Richard, head of the marketing department, fights everyday in between his regular job and work he wants to do. This is not the story of just Richard, but around 70% of the working population are unsatisfied with their jobs. So if one cannot change his or her dog and is stuck in such a situation, what can one do?

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Managing Decision Making Power of the Organization

Many companies feel that changing the structure of organisation, grabbing new innovation and designing new framework can lead to better performance. However JP Morgan case study shows that most of the organisation had no effects and what more some actually destroyed value. This is due to the misconception that company performance is better when its structure is compatible. In reality, a company’s structure results in better performance if it improves the organization’s ability to make and execute decisions better and faster than competitors. If you will sync your company’s structure with its decisions, then only the company will perform better.

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How to Convince Your Team to Accept New Challenges?

There are companies whose revenue is increasing but losing market share. Customers prefer companies that can provide them complete services instead of discrete service. Does any company have this potential? IBM was at its lowest in 2005. By 2010 it had changed its business model and tripled its revenue. How it became possible in just 5 years? IBM top management convinced his employees to speak truth, offer him ideas and ask queries.

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Once A Leader, Always A Leader

The automotive industry has undergone many profound changes yet when you will see its basic structure is still the same as it was hundreds of years ago. The automakers are the main players and have the most power in the automotive industry’s production chain. Companies are trying to come out as a market leader through technologies and new development models. But now these factors are getting outdated to determine who will be a leader because if you will see a normal car it contains around 2500 to 3000 normal hardware and millions of programs.

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On and Off the Ramp

In 2008 5 million jobs in Canada requiring post secondary education went unfilled. This show there is a strong business case for ramping up placement efforts to get more women back into the workforce. A 2016 survey of RIT  found that 27% of women and 38% of those already married, plan to interrupt their career to care for family. We need to examine why women today are finding it hard to re-enter the workforce and on ramp.

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Pace of Change: Productivity Paradox

Productivity has often been cited as a key factor in industrial performance and actions to increase it are said to improve profitability and the wage earning capacity of employees. But the mode we are choosing to perform our job is not working anymore. Productivity paradox refers to slowdown in productivity in the US in 1970s and 1980s despite rapid development in information technology. A 2010 survey at St. Petersburg, of approx 50000 employees, found that only 19% felt fully motivated at work and approx 53% field is disconnected. And this has a negative implication of productivity. Company with a high number of employees engagement shows 30% higher productivity than those with less motivated employees.

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Gender Equality in Corporates

Several studies have shown that women’s portfolios outperform their male partners because of the inherent qualities that females possess by nature that differentiate them from mail investors in their approach of investing. Also companies with more women on board perform better, they are risk conscious, deep divers before investing and understand before making any investment. They improve companies performance in three dimension:

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How Top Level Executives Implement Strategy Execution?

Johnson & Johnson servants its company to get insight about the strategy and execution plan of the company from its employees. The top 4 survey findings are:

1. The biggest challenge was to make strategy meaningful to staff.

2. Many employees are even aware of their firm’s strategy.

3. Strategy development is still mostly a top-down process.

4. People who are involved in developing the strategy are more likely to be bought in.

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