Am not the only one, there might be some other people who are thinking on the same way or already have implemented the #strategy.
Suppose you are running a company and every time you need to develop ideas and strategies to develop the business, hedge the risks and allied. So you must have a team to do the brainstorming activities to come up with breakthrough ideas. You learn the new process, develop tools and then implement those to your business architecture.
But as you know, the practical experience has no other substitutes. Its one thing to learn the #ppc and its completely different thing to have a hands on experience with #ppc.
Whats the #CATCH?
Prepare your frontline soldiers (say 3 home grown people who will never quit your company) and let them move to work in other competing companies OR in other business segments where you are thinking to spread your domain.
Gather the #knowledge, #strategies, #techniques, #technologies, #management, #database management, #products, #USP and allied arrows.
DOMINATE THE EARTH 🙂
The 3 days Management Development Training programme at SPJIMR for the NGOs across the country, came to an end after a joyful photo session. Some of us including me were so hurry to catch the train, that we even forgot to bid goodbye to all the participants and the coordinators and the professors. Sorry for that really. Otherwise the event was a mega success in terms of training, interaction of the participants, friendly atmosphere, professional management of all the stuffs by the coordinators and associates. Special thanks must be given to Prof, Rukaiya Joshi, Prof. Nirija Matto, Asmita and her colleagues and to all the staffs of the SP Jain Institute, Mumbai.
I have always dreamt to participate in such kind of programme and this has come true at last. Personally I was overwhelmed by the presentation of Mr. Sarmish Dalal on People management and performance. The thought procedure what I had in mind from the last couple of years related to business or profession, he has just pulled out the materials from my inner soul. I am still charged up and hope I will be able to implement some techniques into the organization wherever I work. All the professors and resource persons were outstanding and they have tried the level best within time limitation in a much more simplified methods to make us understand the nitty gritty of the respective functionalities. Personally I missed the lecture of Mr. Sumit Roy on branding issue as I have been engaged in online marketing and fund raising procedure. I was in Class B. I wish I could attend any seminar of him once opportunity arises.
I must mention the names like Prof. Parimal Marchant, Prof. Lata Dhir, Mr. Anil Sathe for their valuable contributions.
This will be a good and perhaps a sustainable platform rather a forum to interact the NGO functionaries and corporates and funding agencies to share their views and of course fund raising activities. I would be happy if SPJIMR would launch a website on this particular perspective so that the participant NGOs could interact over a platform. A participatory leadership.
From the last few days I was trying to find an optimum risk-hedging frontier (RHF) like what we had in our Economics graduation courses such as Production Possibility frontier. In the horizontal axis we suppose regions where the business are getting expanded and/or contracted and in the Y-axis we keep the business verticals. See the following image where I have tried to describe a basic architecture as to how all the 5 business verticals could be spread all across the continents and the question is, how efficient the frontiers would like be so that business could operate on a pre-defined frontier hedging the risk across vertically and horizontally both.
But the real problem is that, I could hardly draw a pentagon or hexagon so that in the point of intersection we could draw a business utility curve satisfying both the first and the second order conditions of profit maximization. Spend a lot of time but without concrete result. I need some guidance 😦 or productive discussion needed.
risk hedging frontier
Reactive Management: An in-built negative approach raising hue and cry towards the problem and then solving it.
Responsive Management: A positive and a rather silent approach in solving the problem
Fuse Management: A more silent and destructive approach towards the solution.
The first two have ample examples in the textbooks as to how the responsive approach is better in comparison to the Reactive one. But what is then the Fuse management?
Fuse principle followers done their jobs even more silently and in advance as what the immediate bosses required. Gathers extreme knowledge base in the organisation. Take as much as load they can. Never give up hopes in the deep crisis and eventually sailed the boat quite easily at the end like a strongest rowers. Increase the dependency level of the peers.
The managers following the FUSE principle knowingly or unknowingly could spread a destructive repercussion that even can lead to the collapse of a department. They are highly workaholic, aggressive in solving problems and a bit introvert in nature. They are dangerous.
Generally a department relies too much on these people so that no back up or alternative steps exists in case those keymen left the organisations. In practice, the persons are in a good positions in terms of the knowledge to tackle things on their own. Sometimes corporations took the advantages of this (may be relocation problem, problem of proper opportunities etc) and take it for granted as they would never leave the association. Its wrong. Corporate strategy makers along with the HR associates should spend their valuable time in finding out those persons.
As US economy is taking toll to the global financial and economic development, Indian SEO and online agencies would experience a hard time in getting new orders and contracts from overseas. Consecutive falls and bailouts of the big investment baking firms and the insurance companies, credit crunch is inevitable and world is in fact facing the hard truth. US and European slowdown is vulnerable for the Indian SEO companies as these continents are facing recession. The true meaning and at the same time the advantages of business risk hedging could be understood by the agencies at this hard time. So what should the agencies do to run the company and to recover at least the current costs?
Here I have some viewpoints to go with.
1. Increase the quality and time-frame of the overseas work. A good reputation is what needed at this time.
2. Look for the domestic market. We are not yet in the grip of slowdown. So domestic market would likely to provide the space for extra remuneration. At the same time start PPC model as small Indian enterprises have lesser time and long run views.
3. Try to take the orders from FMCG, PHARMA and Confectioners as they are less affected here in India.
4. Develop own websites or give more time to the existing income generating in house sites.
5. If possible, form an offline marketing team to get orders from local business areas. Yes, you have to convince the businesses as awareness is not there to the extent of US.