People – Life and Death Matters

People – Life and Death Matters

Winning and high-performing companies share the belief that their core asset is the
people who have the knowledge, skill and experience. Maximizing the value of those
core assets is key to business success. It takes the form of the strategy to acquire, retain,
measure, manage and leveraging on the strengths of their people. It is no longer true that
people are the key assets of the company. It is the good people that are the key assets and
give life and vitality to the organisation. Bad people are the liabilities that spell death and
trouble.

Competitors can catch up on core competencies. Benchmarking and reengineering may
put them on the cutting edge. But only dedicated individuals can continuously produce
new, creative and exciting ideas that allow a company to reinvent itself, manage its selfrenewal
process, and foster a true learning organisation. Yet, many companies still fail to
use the right management and leadership strategies to motivate and retain their staff.

Creative talent, while arguably the most prized asset for any corporation, is probably also
the most unrealized. Creative people are thought to be nonconformist, unpredictable, selfabsorbed
and therefore difficult to manage. Because many organisations are filled with
conformists who tend to like other conformists, the frustrations and limitations of such
stifling organisations drive creative people out. Therein lies the organisation's loss.
Attracting, developing and keeping maverick talents are a major challenge to any leader.
It is essential to create an environment that offers a high degree of freedom and
encourages original ideas.

Company CEOs preached about people being t

Several proposals
Автомобильные колонки
United states artist
Kensington
нетбук
Samsung SPH-A900
Переводчики
Rocky mountain tours
Classe Audio
Nokia e71
LG HB620T

heir most important assets. However, their
managerial actions do not match the rhetoric. Many quote examples of CEOs downsizing
and firing of the people the first instance the company is in financial difficulty.
Operating budgets are slashed on training and development. Employees can clearly see
that the actions of the management action do not support the words. These CEOs got it
all wrong. They should be hard on performance but soft on people.

When Richard Branson nominates his people as Virgin's greatest asset, he points adroitly
to something that gives a corporation a long-term, inimitable competitive edge: the
creative talent of its individual employees. He believed that loyal employees in any
company create loyal customers who in turn create happy shareholders.
In 1993, Branson gave a speech to the British Institute of Directors. His audience no
doubt expected to be amused. Instead, the speech began: "Let me share with you the
philosophy behind our experiences at Virgin. The basic principles are 'People matter'.

When interviewed on Virgin's key success factors, Branson replied: " I'm absolutely
certain that it is a question of the kind of people you have, the way you motivate them.
I'm sure that is what can make any company successful. If you can motivate your people,
you can get through bad times and you can enjoy the good times together. If you fail to
motivate our people, your company is doomed not to perform well. I find that I spend a
lot of time trying to concentrate on motivating. Part of Virgin's management philosophy
is based on the fundamental belief that the individual is all-important in our company."
Sam Walton, the founder of Walmart took five hours at the shareholders' meeting to
individually thank his four thousand excellent performing staff. Subsequently, he would
invite them all to his home. Proctor & Gamble treated its staff as family members. All
these top and successful companies truly recognise their people's contributions to the
success of their companies.

Boulton, Richard E S et al said: "In 1978, on average, book value represented 95% of
market value, while 10 years later it was 28%. Today, it is estimated that 80% of stock
value is driven from assets that do not appear on the balance sheets, assets like people,
brands, knowledge and relationships."

The issue relating to company is usually the "what and how" but rather than the "who".
This is the wrong emphasis. It is no use having all the correct strategies and resources
when you do not have the right people to do the job. To compete successfully externally,
you need to have people perform successfully internally.

http://www.corporateturnaroundexpert.com Dr Mike Teng (DBA, MBA, BEng, FIMechE, FIEE, CEng, PEng, FCMI, FCIM, SMCS) is the author of the best-selling business book "Corporate Turnaround: Nursing a sick company back to health", in 2002. In 2006, he authored another book entitled, "Corporate Wellness: 101 Principles in Turnaround and Transformation." Dr Teng is widely recognized as a turnaround CEO in Asia by the news media. He has 27 years of experience in corporate responsibilities in the Asia Pacific region. Of these, he held Chief Executive Officer's positions for 17 years in multi-national, local and publicly listed companies. He led in the successful turnaround of several troubled companies. He is currently the Managing Director of a business advisory firm, Corporate Turnaround Centre Pte Ltd, which assists companies on a fast track to financial performance. Dr Teng was the President of the Marketing Institute of Singapore (2000 – 2004), the national body representing some 5000 individual and corporate marketing professionals in Singapore

6 Steps To Your Own Website

A lot of people these days are interested in getting their own place on the world wide web. Whether itґs a personal site like a blog, or a business site, they all need to have a decent plan before they get started.

A few years ago I started designing and creating websites myself. I started just to show off to others, but I noticed it wasn't as easy I thought it was. I mean, it is easy to get a site online; you just buy a template, pay a coder, and pay some one to insert content and advertise for you then you're done. But if you want to do things yourself, that's where it gets tricky.

After a few sites, I managed to find a certain pattern in the process of creating and managing my websites.

1. I always start with an idea for subject and content. Believe me - never create a website about something you hate and know nothing about. Instead create a website about something you know a lot about and like to tell other people about. What also works is writing about a subject you would like to know more on, after doing your own research. Newbies can explain information to other newbies easier then proґs explaining information to newbies.

2. Then I think of a design to go with it, to reflect its idea. Like if your subject is Boats, then don't go with a flaming red design. Sure it could do it, but I would prefer for a blue, water-like design to reflect its subject.

3. If the design is done, you need to get it coded. Some create their des

Здесь можно оставить свои комментарии. Выпуск подготовленплагином wordpress для subscribe.ru