The introductory sections to the latest book by the quite literally world-renowned management thinker are filled with notes of thanks that actually serve to highlight his own prominence; each name dropped both to dazzle the reader and, it sometimes seem, to both equate the author with their company and imply his superiority to them.
Advice for effective management has been showing up in some of the most unlikely places over the past several weeks, or in unexpected guises. Let’s take a look at some of these, leavened with some real advice from some of the best management trainers around. . .
There remains a lot of concern about how poorly succession issues are planned and implemented in organizations of all sizes and types all around the world. It is one of those areas where the civilian community can learn a lot from how the military works. There are three key things. To the extent one of them isn’t being done, the entire effort’s worth to the organization is placed at risk. . .
This year is shaping up to be a pointer to not only the direction the corporate governance debate takes, but the venue in which it is held. Thankfully, that direction seems to be toward more responsible assessments of the issues rather than denial of their existence, and that venue seems to be in the boardroom rather than in the bureaucracy. Let’s take a brief look at this. . .
Despite all the complaints about the short longevity, these days, of the CEO, one of the great things about being one is the unique ability to uncritically enjoy morphing across the fuzzy boundaries of putatively elevated roles such as leader, visionary, change agent, and the like. Add this to the all-too-common direct or indirect management dominance of the board, and a CEO can define the game to suit going in, during play, and even on exit. . .
Strategy is one of those words, like “leader,” that is used in broadly varying, and often misleading, ways. Sometimes it refers to what are actually tactics, other times to any sort of plan at all. But strategy is actually best thought of as the highest-order planning of a firm. It originates in the corporate identity and the business model developed from that. Strategy is the plan designed to give the identity and model expression in broad circumstances, geographic settings, and time frames. Strictly speaking, strategy is not something managers should develop . . .
We have spent some time over the past weeks examining the issue of corporate governance generally, and more specifically from the perspectives of directors and owners. But, of course, managers play a role in this game, and the controversy about the wide reach of that role is what underlies much of the current corporate governance debate. So, we will talk a little, now, about what the rightful, and most effective place, is of management in the corporate structure, and what managers ought to be doing in it. . .
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