Sigurd Rinde

Naivety Scene

by: Sigurd Rinde

Every year organisations have a tradition where they create a naivety scene, a seasonal activity called

budgeting.

It comes in the form of a tug-of-war between those who crave high income figures and low cost estimates so they look good and can keep up the pressure on their underlings - and the forces who fight for more leeway and less pressure so they can have an easier life next year.

May the best man win.

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YKSIW

by: Sigurd Rinde

You Know Something Is Wrong...

With management theory when the Roman army established that ten subordinates per boss was the right number (decurions, centurions..), and now 2,000 years later, 100 years of management schools and 40,000 management handbooks in print we believe the right number is eight.

With management practice when those 40,000 management handbooks does not help much.

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What Does a Business Do?

by: Sigurd Rinde

Or rather what does it deliver?

Yesterday's post was inspired by a call for help - "A Solution to My Solution Issue, Please" - prompted by a corporate discussion of whether being in the business of "products" or "solutions" was the right concept.

Once upon the time business

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Extreme Business Planning (Again) - You're Nobody's Market and Embrace Failure

by: Sigurd Rinde

Hey guys, this is for you! Yes you.

Actually it's for those (there are many of you) who strike up every conversation with:

"Who's your market", "how will you enter the market?", "how will you reach the decision makers?", "what's your go-to-market strategy?" and "what's the value proposition for your target market?"

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Organisational Chart

by: Sigurd Rinde

If the janitor tell us to use the blue door, not the red one, followed by a clear and compelling reason (no stairs, a four floor drop behind the red door), we'll follow the advice without a second thought.

That's how clear and compelling our company strategists shall be in their message.

If it's been snowing all night, a half eye out the window gets me going, shower will have to wait - out I go shovel in hand.

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More on Budgets

by: Sigurd Rinde

Hat tip to Thomas who pointed me to this article at accountingweb.

It's based on a talk at the 2006 CFO conference in London by Bjarte Bogens of Statoil, another Norwegian I might add.

As you need to register allow me to quote some of my favourite parts:

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Thingamy Manifesto

by: Sigurd Rinde

In these day of New Year Resolutions, Five Things You Do Not Know About Me and Hugh’s rapidly increasing list of Manifests I crumbled under pressure (thanks Hugh!).

Actually, manifesto? Well, more like a summary of reasons why we’re doing the thingamy:

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Managing Trust

by: Sigurd Rinde

What?

Yep, the September issue of the Harvard Business Review has an article - "The Decision to Trust"  - with the angle of "explaining the mental calculations people make before choosing to trust someone".

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Extreme Business Planning, Again

by: Sigurd Rinde

Many years ago, in the heydays of WAP dreams I listened to many a telecoms executive gushing about the future of WAP.

And off they went spending much and many a dollar on infrastructure, hardware and advertising. Did you ever use it?

Then it was 3G.

Yet again the telecoms dreamt up huge numbers and plonked down 134 Billion $ for the licenses in Europe alone.

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Big or Small, Market Leader or Niche Player?

by: Sigurd Rinde

Why not small company, agile and market leader?

Why must big turnover equal huge payroll?

Allow me:

When my colleague and I did one of our first LBOs many years ago (can manufacturer) we found a "tellers window" where the employees lined up for their brown envelopes with cash at payday.

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