Category Archives: Management

Meritocracy isn’t Democracy by Jim Whitehurst, CEO of RedHat

Interesting 6min video interview during which Jim Whitehurst, CEO of RedHat, explains what “Collaboration” means to RedHat employees from Top to Bottom:


Strategy under uncertainty – McKinsey Quarterly – Strategy – Strategic Thinking

Strategy under uncertainty – McKinsey Quarterly – Strategy – Strategic Thinking.

This “must read” article was first published in June 2000 by McKinsey. However, it has never been so timely to give a second look at it. By reading it, you will discover:

  • The 4 levels of uncertainty:
  1. A clear enough future
  2. Alternative futures
  3. A range of futures
  4. True ambiguity
  • The 3 Possible strategic postures to respond to the 4 levels of uncertainty:
  1. Adapting
  2. Shaping
  3. Reserving the right to play
  • and finally the 3 possible strategic actions:
  1. Big bets (used by Shapers)
  2. Options (used by companies reserving their right to play)
  3. No-regret moves (will pay off, no matter what)

Daniel Kahneman on behavioral economics – McKinsey Quarterly – Organization – Strategic Organization

Daniel Kahneman on behavioral economics – McKinsey Quarterly – Organization – Strategic Organization.

Here is a great 17min-long video interview during which you will learn:

  • To run a pre-mortem analysis to strengthen your company (or team or project) decision making processes
  • What Anchoring is and why it is important to know that it exists
  • That people love to discuss at length about what they are in violent agreement on already 😀

Have GM skills become irrelevant in the 21st century?

Lynda Gratton: Everyone needs three posses | Management Innovation eXchange.

Here is a thought provoking video interview of London Business School Professor, Lynda Gratton, in which she argues that GM skills are too superficial to remain relevant in today’s economy. Instead, people should focus on building Mastery, yes Mastery, in something that will make them unique. They should also actively build and maintain an active network of People, they can truly rely on, not an endless contact list they have nothing to do with. Finally, they should focus on the quality of their experiences rather than the quantity of their consumptions…

Waouh, these are bold provocative statements,  provocative enough anyway to make me buy her book and read more…

From eGovernment to GaaS

We see them all over the place these days: Infrastructure as a Service (IaaS), Platform as a Service (PaaS), Software as a Service (SaaS),  Everything as a Service but GaaS, this was the first time I saw it in a paper and while reading it, it really started to make sense. GaaS or Government as a Service is the public sector implementation of “big data” on one side and “Everything as a Service” on the other side or IT innovation at the service of Citizens of all nations. This is a very ambitious and impressive public sector project where emerging countries like Kenya and Georgia are showing the way.

Interested? Read on…

Innovation in government: Kenya and Georgia – McKinsey Quarterly – Public Sector – Management.

Growth under pressure

It has been a while since the last time I read a courageous article about what the private sector shall do to support economic growth again. I finally found one on McKinsey: What businesses can do to restart growth

Enjoy !

2011 World competitiveness presentation at OWP 2011 by Professor Stephane Garelli

Economy is often believed to be a boring topic to teach or to present. In OWP2011 (Yearly Orchestrating Winning Performance event by Lauzanne School of Management IMD), IMD Professor of Economy, Stephane Garelli is making a brilliant demonstration to an enthusiastic crowd that Economy can also be fun even if the challenges ahead of us are immense.

The session has been cut into 4 individual segments all available on YouTube.

If you would like to take one step back from your daily work and understand the macroeconomic trends that will shape the world of tomorrow, then this presentation is for you.  Enjoy!

Sustaining top-line growth: The real picture – McKinsey Quarterly – Corporate Finance – Performance

Sustaining top-line growth: The real picture – McKinsey Quarterly – Corporate Finance – Performance.

Finally an honest and factual article that shows the disconnect between the target growth rates of most public companies and what they can realistically achieve on the long run. For long I have been wondering whether I was the only one to find such growth performance objectives disconnected from the market reality and old good common sense. Ever-increasing top line growth rates are illusion: all businesses follow a development cycle, which will ultimately gets to maturity and decline if no actions are taken to diversify the portfolio through M&A or internal innovation. In that context, ever-increasing top line growth rates means that management boards have become Masters at anticipating business maturity and decline by proactively  managing on an ongoing basis a portfolio of internal innovation and M&A that will be used to more than offset the stagnation and/or decline of mature businesses. I’m sorry but it sounds too good to be true, I’m afraid that no matter how high an opinion they have of themselves,  they are not that good despite their laughable attempts to make us believe that success was long planned through a linear process… I’m a strong believer that success is like many other things in this world based on entropy. It is not based on continuous improvements and linear evolution, it is based on collisions and disruptions. It shows up at a time when you did not expect it any longer and through paths that you did not know where they will take you when you started them because at the time the outcome was simply not predictable. Unfortunately, with success a lot of people lose humility and a sense from where they started and what they had and what they truly knew when they were there… Way too often, I have seen people justifying and planning success after the facts. It certainly makes a nice cover story but does not qualify as a methodology…

It’s time to reinvent Management by Gary Hamel

Interesting 15min video during which Professor Gary Hamel navigates through the history of Management over the last 120 years. He then rightfully argues that yesterday’s management mantra’s do not work in today’s world of constant change and innovation. It is time to reinvent management, management for the future, management for the human beings. For him, management innovation will not come from Fortune 500 companies, it will come from the fringes and will become mainstream steadily over time. As employees, we can only wonder: How much time will it take for us to get there? Are we talking years or decades? Do we need a new generation of fresh leaders to see some of these disruptive ideas picking up and becoming main stream? Last but not least, how can we contribute to speed up that process? How can we become Management Innovation Champions?

If these questions ring a bell for you, then you should become a member of the Management Innovation eXchange forum: the MIX

Come and join us to grow the community of Management Innovators !

Capitalism for the Long Term – Harvard Business Review

Capitalism for the Long Term – Harvard Business Review.

Is there an oxymoron right in the title or has the capital market slowly diverted the attention of the capitalistic system from long term value to quarterly earnings?If you are interested in the answers to such questions and what we shall do about it, this HBR article is for you !