Objectives are not reached, internal agreements are not fulfilled, deviations in the budgets become habitual… Time to review the decision making in the company.
Taking charge: decision making and accountability in the organization Read More »
There are many types of decisions, but they all share a few common features. Here, the four key elements to consider before making a decision.
An Organized Decision: Key Elements of a Decision Read More »
In a world of scarce resources, portfolio management is key to maintaining a balance between the project’s risks and returns. But this is much more complex than simply applying some methodologies. It requires implementing a management culture that banishes some false beliefs from the minds of many managers…
How to focus only on good projects? Read More »
More and more business executives and collaborators complain about the time required for meetings. Calendars full of long meetings scheduled more and more in advance, agendas and schedules that are difficult to meet, and agreements that, even when signed in blood, are not fulfilled. However, it seems that we cannot operate without them. Meetings seem to be, in today’s companies, a necessary evil. What do we usually do? First, we decide which of the meetings we have scheduled simultaneously we will not attend, send someone else or we will simply miss. And second, in the meeting room that we do attend, we try to have two or three meetings at the same time: one by e-mail, another by WhatsApp and the third, if there is any focus left, the one in the room where we are physically present.
Stupid meetings, how to eliminate them? Read More »
There are always more projects to implement or good ideas to execute than there are resources to carry them out. Or by not neglecting any project, valuable resources are consumed, neglecting the long term and putting the focus of the operation at risk. Given this situation, what would be the optimal mix to allocate these resources to all the activities that the company would like to accomplish, without losing focus on the business?
How to stretch the blanket? Using optimization tools – Part I Read More »
All bosses delegate mechanical and routine tasks such as information searches. But how many dare to actually delegate decision making?
Empowerment vs. Impoverishment: How to delegate without suffocating in the attempt? Read More »
There is a tradition of enmity between support and business areas. But it does not necessarily have to be this way. Here, a series of guidelines to ensure that line and staff are partners in the creation of value for the business.
How to align support areas with the business? Read More »
Portfolio methodologies make it possible to optimize in a more efficient way the allocation of resources to products, assets, projects, channels, and other variables in order to maximize the value they contribute to the business as a whole. I previously published an article, “How to stretch the blanket? Use of optimization tools”, where I presented basic concepts of a portfolio optimization method. The questions now are, “How to apply this tool? How do I know where my company is, in terms of portfolio management?” and “How to improve?”
The prevailing cultural model in business holds that leaders have to be people who make decisions in the blink of an eye. However, gut decisions often fail and do not allow us to learn from experience. Is it possible to train intuition? How do we take advantage of our thinking system to improve our decision making?
Hurry, a decision must be made Read More »
The opinionist speaks without knowing and delays decisions that seemed already made. The silent naysayer never opposes, and later becomes defensive: “I never agreed with this decision”. How to avoid these two specimens of corporate life?
Opinionists and silent naysayers, how to avoid these two great evils of companies? Read More »
