How Not to Run your Business, A Guide for the Positive Thinker
A book for new managers discussing the roots of business success, qualitative decisions and their translation into executable activities. It is about people, leadership, choices, innovation, markets, communications and execution strategies. An example-rich methodology shares vast experience to improve executive decisions while avoiding typical pitfalls. Recipient of the 2013 QED excellence award More
A book recommended for new managers and managers to be entering the corporate world where managers are the artists who create the future while performing today; they are mastering a quick sand environment of ever-changing economic and human factors. Managers, through their leadership and farsightedness spearhead company success or failure.
An unconventional view of the world of executive management and the intangibles affecting company growth and corporate soul is offered in this book. Success or failure stem from people, their qualitative choices and the environments they create and are part of. People operate in an ambient in which the only constant is change. Crucial decisions are made, sometimes on a daily basis. Qualitative aspects that affect executive decisions and their deliverables are discussed, including creation of the intangible soul, heart and skeleton of a company. Reflections and drill-downs are presented as to why failures come to life and how these can be changed. Management is an ongoing source of how to integrate and evaluate information to make decisions as no single management theory is applicable to a company.
A company operates in business environments which are still ruled by basic trading and, the later developed concept of ‘economy’. Beginnings are always conceptual: qualitative ideas converted into quantifiable products and services, to be brought to markets by the ‘brain child’ called ‘company’. Companies comprise divisions that need to be strong and operate in harmony. In spite of being live entities, companies are lifeless; their life, personality, successes and failures are created by people - management and employees. The company is run by its CEO who forms the soul of the company and, who is part of the anthropologically-rich un-holy trinity comprised of the CEO, Board of Directors and shareholders.
The key success factor are people, they think, create, disagree, communicate and perform all company functions. People need to develop visions, innovate and invent. Managers need to make many decisions; some are uphill to be made in distressed companies and uncertain environments. In spite of these, it is possible to thrive on chaos given that the core, qualitative ‘reason of being’ of a company is valid. Simple means are presented to cross-check our qualitative decisions, like how infinitesimal calculus supports decision making, the TIME-MONEY-DELIVERABLES rule and others.
In spite of the ever existing optimism when starting a company, many fail because of the qualitative ideas on which the company is based, it’s steering or because of poor, disharmonic execution that throw the company off track. It is people; in their actions or lack thereof that decide company fates. Like all human environments there are egos and personalities, leaders and followers, those that delegate their incompetence employed side by side with the relentless employees. Checks and balances are needed to gain long term success, to meet long term optimism while practicing short term caution.
The book discusses qualitative vs. quantitative aspects of the business and their impact on a company’s existence. A methodology is presented with several tools on how to apply qualitative thinking and its checks and balances to increase success probability. The subsequent qualitative decisions are quantified for sanity checks but must also be balanced against the people and personalities who will execute such decisions. Successes and failures are manmade. The book is embedded with examples and events, looks at successful companies and some colossal failures.