Tag Archives: politics

Where do our “Generic Strategies” combine with our social nature?

22 Sep

Introduction

The term “generic strategy”

Generic strategy” in the true sense and essence of it, is very much part and parcel of our everyday life and has a life and purpose of its own. Just like fire it gives energy off and fuels what is to come.

“Generic strategy” is that significant and pivotal to our existence, it is the “carbon atom”, of strategy.

So-much-so that it is hardwired into our DNA – it is our very own human operating “software”, if that makes better sense – it is strategy operating at the core, making us fit for survival and co-existing. Without it we would have acted purely instinctive, animalistic even some believe.

The popular Porter model by the same name, generic strategy, is not in discussion here.

No, the term “generic strategy” embraces everything strategic, human, and instinctive; allow me a few minutes to explain, it does not only infer an exclusive one model definition.  Strategy as a rule simply cannot exist if not for generic strategy existing originally.

To explain this statement, we need to start with linguistics first and then build up the concept.

All strategic concepts are defined by “CAPS”:

A. Concepts,

B. Attributes,

C. Perceptions,

D. Systems.

  1. In this instance the concept is referred to as “generic”

Starting off and borrowing from the Latin here; the word “Generic” infers “genus”, to mean a kind or species, otherwise when translated into the English, we get something of a general occurrence/ application -having a wide or general application then – also when used in conjunction with explaining behavior, it means to explain common exhibited traits very specific to a group or a class of people, species, clan or society, describing their nature, (as a basic mannerism) or a way of dealing with things. Continue reading

Finding leaders fit to lead is a question of perception and specifics

30 Apr

How we perceive leaders, and their characteristics, is how we will formulate a leadership role and function. It is seldom based on facts, in the main it’s more of a personal flavour we can or want to associate with, perception is seldom informed, and it is a condition, of conditioning. We see leaders the way they are portrayed in the media, by comrades, equals, friends, family, piers, and because of their status.

Therefore; developing leaders is no easy task. As we first have to change people’s perception about what leadership is, it is not a charismatic outlook, a fairy-tale, or a comic book hero. Leaders are fallible, mortal, and have a history each. This binds them, good and bad.

Leadership therefore is not a condition, a state of existence that is effective at a certain point of its life cycle, in performing specific and required functions, of whatever nature required well. No, leadership is a chosen action that is circumstantial, a leader does not lead daily, or every waken moment, no, it’s by choice. We make a conscious decision to act the part, and take the lead, and direct, command, and organise. It takes very little talent, but it does stake a lot of is confidence that comes from experience.

It never ends there either. Looking for the right raw material and trying to mould someone into a leader has proven to be a hit and miss affair. As leadership requirements differ from day-to-day, from situation to situation, and so I can site many instances. The crux of this matter is; it is never just that one thing, or two, or three or even a list, which will guarantee a good profile of leadership ability ever.

Psychology, science and academia even military tradition have also given it a go, and still, there is no one size fits all.

Continue reading

Fostering proper Command and Control Management and or Leadership styles are impossible without a doctrine.

10 Mar

Part one; the current situation as it exist now

 

True leadership development requires very specific skills and structure, it is “truly” a matter of specifics, not “mere semantics”, the likes we have practiced and experienced at business school thus far.

 

Command and control have been written about for ages, and at the risk of writing yet another stereo type piece. I assure you it’s not. Management is complex and subtle, it’s challenging and diverse, and it’s also planned and specific.

However, it’s all to do with the people, and how we get them to navigate, assimilate, understand and act on these elements, that make the difference, it’s all about leadership style, and management.

This article deals with the challenges we face in leadership, and leadership shortages, training, development, and style. The challenge of addressing the shortage of great leadership in society is a huge problem. The chasm between academic qualification and doing the real job, have become huge. Lots if not most of what is learned previously is now wasted material, as there is no connection any-more  between theory and practice, and between management and leadership either it seems.

By having only focused on the traditional route of developing future leaders for far too long, we have missed the cardinal truth about leadership development and its requirements for this day and age.

We have failed, they come out of the box (university) – (maybe this is why people say “think outside the box” – because they realise that the box (university) is running pretty empty on current reality and truth – wink -) with their expiry dates passed already; now it’s time to shift that emphasis and explore radical and revolutionary new insight that could change the way we manage, and train managers forever.

By only shifting the business leadership style with a paradigm to that of “commanders”, we could change the entire paradigm, and the outcome, of what future leaders should look like, some believe that we have migrated away from command, because it became un-popular, not dysfunctional.

 Now there is a clear move back again, but what will we find, or will we raise the phoenix, and give it a new design, one that fits. This would imply changing the emphasis of command and control. Starting with the training, today it is a job for people who have been there – teaching leadership is no longer an academic license, people in the know, that have mastered both leadership and management, as well as command and control need to take the lead here, and not the university prof, or slick consultant, no these types with their “white coats and thick glasses” need to stand aside now, and make way for the man in “overalls” to teach leadership styles.

They can still teach us the likes of business dynamics and acumen – business wisdom. However, I believe that leaders need to be forged and shaped in the heat of battle, and then only “tempered” with business wisdom, and polished with the skills I will discuss here.

The question of leadership models and a future focused leadership career path is on everyone’s lips, as we have a leadership in decline crisis now the world over, and it’s not improving. Still there is just talk and no active turnaround strategy yet?

Some believe we are suffering this effect directly as a result of us having moved away from hard – command and control models, to soft and fluffy, “ cheer-leading” models of management.

We see it daily – all our leaders are just not high calibre people. And no, we cannot measure them against anything we have had so far either, if we keep doing things in the same fashion, we will keep getting the same results. In this instance; out dated leaders, with wrecked leadership skills and models will keep appearing if we don’t change the way we see, and bring about leaders, it needs to be a holistic approach, from the cradle to the grave. Otherwise we will keep having a leadership crisis. Allow me to explain…

Continue reading

Ideology can become a sources of Risk

11 Nov

Risks are not just about identifying events that, when triggered, could cause problems, even all the defects, and operational issues like none performance, shortage or scarcity of some resource, all the obvious things we were taught that create risk, yes still valid, but now there is more to consider when talking risk. The SWOT analysis is just not good enough; we require some sociological scanning…

The environmental scan is the second tool to use with RISK analysis; for today deeper and unseen aspects prevail, that also impact our risk factors and profile; it could start with any underlying philosophy being promoted, even our way of thinking could be contaminated, anything that rides the strategic train of thought with us, and then takes over at some point from rational and tips us towards the emotional, or abstract side of reasoning. Aha, so risk is not just measurable, tangible, foreseeable, and obvious, it’s also hidden in our metal make-up…and very much so.

Hence, risk identification should also include the people involved in our teams, profile them; for their bias, fears and then most important their ideology.  Yes, the very way we are trying to solve a problem, is directly linked to how we are positioned, toward our environment, how we understand it, operate in it, and control it, is strongly influence by our ideology, things we believe in. This aspect could become the actual risk, sometimes only later on, and even a threat to the entire scheme, greater that the initial problems we foresee now… itself.

Continue reading

CAPS the way forward, when dealing with strategic complexity, through critical thinking…

22 Oct

Have you ever wondered why some people are better than others at solving certain (complex) problems and making good decisions? Thereby leading the pack?

The answer seems obvious: they know more than us, or they have the experience required, they have the better education, the gift of the gab, and my favourite – they are the appointed authority etc.

We seem to find a reason for every situation in life with smart people to stand back, we become inventive with excuses as to why they outperform us, and why we have to be submissive or why we have to adhere to them. It’s called conformity. Society has taught us to conform to the rules; of culture, religion, social beliefs, and structure. All good and well, don’t get me wrong, but they never taught us that our thoughts, our thinking and reason do not belong to the same rules.

Our minds are free agents, or should be. So how smart are you anyway? Some people are smarter than others for sure! But being smart isn’t enough, when we want to find truth, and seek clarity, rationality. The truth is this; we are all “smart” at one thing, but not all things.

People have been conditioned to think with one paradigm only, all their lives, they just stay true to one way of thinking, and they never stop to think about their own thoughts, or way of thinking, when they do this thing called thinking so well.

Continue reading

Enhancing our “Predatory Traits” with CAPS!!!

21 Oct

Predators are focused on a – Revolutionary Radical Strategy – that is always well conceived, well planned, time-phased and engineered to be flexible, with true resilience and vigilance thus epitomising the symbol of the predator character. Where we act cool and calm, calculated in our aims, we are preserving our strength and not showing our weakness until the decisive moment. Designed and equipped for precision styled work. The predator waits his turn; he ambushes his pray and avoids conflict by doing so. Poised for that decisive moment, at which a calculated blow should be rendered, with precision; towards the “strategic target” of the body. Here he uses all his strength, power and tactics – to make the conclusion – final and the conflict brief. His strategy reduces any possibility of on-going confrontation, thus avoiding tension, as well as avoiding the possibility of injury to him-self or allows the objective to escape and evade.

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Index of posts on this blog – Strategic Management

2 Jul

Strategy and leadership development will be the two cardinal keys to future survival of organisations

19 Jun

Strategy and leadership development requires skills and talents, as well as experience to cement them. Without the talents and skills, you will never develop beyond a set point. Skills are about a leaders’ ability to use leverage and maximize the impact of his or her people’s efforts through the utilization of both leadership and strategy. True strategic Leaders harness the whole, by being able to direct its parts, so that the organisations power is released to achieve goals with, fast and accurately.  It’s truly a mix of skills, and talents required to get the right mix to become a strategist. Continue reading

A Call to duty

26 Jan

Economically things are heading towards  negative growth globally, the belt is tightening; and we can all feel and see  the effects already early on in the new year.

Who is to blame? What is the problem? Why can’t we get it right?

Well some believe it’s very simple, if we get the basics right the rest will follow; what is stopping it is a lack of vision, discipline, and true LEADERSHIP

World Leaders are in the midst of a worldwide crisis, and everyone is still just looking out for himself;

The problem is actually several problems that are compounding the effect of the global economic crisis;

  • Population growth rates are overtaking economic growth;
  • We are growing so fast, as a global population, that at the current rate we won’t have enough resources left;
    • food, water, and then other factors like
    • education,
    • and jobs for all, by 2020 will be a source of  concern.

The facts speak for themselves; the world population has gone from 1.6 billion in 1900 to 7 billion in October 2011, and the U.N. projects that it will reach 9.3 billion by 2050, and over 10 billion by 2100.

 

  Continue reading

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