Entrepreneur Quote of the Day

“As an investment banker and later as an investor, I found that the harder the problem, the more limited the competition. If something is easy, there will always be plenty of people willing to help solve it. But find a real mess, and there is no one around. If you can clean it up, you will find yourself in rare company. People with tough problems will seek you out and pay you handsomely to solve them. You will earn a reputation for doing what others cannot.”   Stephen Schwarzman Copyright 2019 @ BusinessLeadershipManagement Photo by rawpixel.com on Pexels.com Learn Digital Marketing … Continue reading Entrepreneur Quote of the Day

This is how your social status sticks to your genes

  Those at the bottom of the social ladder are known to live shorter and sicker lives than those at the top. And the stress of life at the bottom may have long-term health effects that even upward mobility can’t undo, according to new research in monkeys. The findings of a team led by researchers at Duke University and the University of Chicago are from a long-term study of 45 female rhesus macaques kept at the Yerkes National Primate Research Center in Atlanta. They suggest that those who move up in the social hierarchy still show the effects of their … Continue reading This is how your social status sticks to your genes

The Ways We See The World – Reframing Perspectives for Success

What-if Thinking: Changing Lenses to See the “Real” Problem There is a sports metaphor that is a perennial favourite of business consultants that can best be labelled the “judo dynamic.” At its core the “judo dynamic” metaphor teaches players to compete and win by leveraging an opponent’s superior weight and strength as instruments of his/her undoing. The judo dynamic is counter-intuitive. It is in direct contrast to sumo-wrestling for example, where contestants go head-to-head in direct combat and the larger, stronger combatant always wins. “What-if thinking” is akin to the “judo dynamic,” in its search for a new angle to … Continue reading The Ways We See The World – Reframing Perspectives for Success

Factoring futurity in Decision Making

The notion of “futurity” resonates strongly with the preceding discussion of “long-fuse, big-bang problems.” Both terms are simpatico because they are both vested in the future, recognising that all managerial decisions have the quality of “happening in the future” to a greater or lesser extent. Apparently, famous American singer and song-writer Neil Diamond understood futurity because he crooned that “we are headed for the future and the future’s now.” These lyrics are remarkably perceptive because as your experience would have shown you, there is no sharp demarcating line between the “short-term,” and the “long-term.” The past doesn’t about on the … Continue reading Factoring futurity in Decision Making

New CEOs take note – You can now keep your job by raising your social game

A new study shows that two key factors can make freshly appointed CEOs more vulnerable and raise the odds they’ll get fired. The job security of a new CEO tends to suffer when the stock market reacts badly or when the previous CEO stays on as board chair, according to the study by Rice University and Peking University management experts. But the study found that the new CEO can overcome these challenges with what researchers call “social influence behaviors.” The study’s authors used computer programs to analyze transcripts of new CEOs’ conference calls with securities analysts. They found that CEOs … Continue reading New CEOs take note – You can now keep your job by raising your social game

Modern economic cycles by Ruchir Sharma

“At Goldman Sachs, researchers looked back 150 years at countries that had posted long runs of subpar growth and had seen their average income slip relative to their peers. They found 90 such cases of stagnation that lasted at 6 years, including 26 that spanned more than 10 years. These slumps hit countries ranging from Germany in the 1860s and 70s to Japan in the 1990s and France in the 2000s. The longest stagnation lasted 23 years and struck India starting in 1930, while the second stagnation lasted 22 years in South Africa, starting in 1982. These stagnations are not … Continue reading Modern economic cycles by Ruchir Sharma