Talking about change, most managers talk about the process. But there is another element, claims Neil, a renowned top manager and change specialist. An element that is often neglected, but vital to succeed. How do you successfully implement change?
Strategy Archive
How do you successfully implement change?
Patrick Mataix
Posted in Interim Management, Interim Manager, International Management
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How do you value success?
Learn to Value your Whole Life and not just your Professional Life
Learn that Value Exists in your Whole Life
Use your Success from all Areas of your Life to do Well Professionally
Value and Success
Many of us measure success from a purely business perspective. We place value on aspects such as turnover, profit/loss, growth, customers, clients, sales, the list is endless. Often we fail to acknowledge value from other areas of our lives, and as such our tight focus on one aspect, often business, can see us scrutinising the wrong things.
Tagged with: Business strategy, Business success, Coaching, Interim Manager, Strategy, Top Executive
Leadership Courage is Contagious
Patrick Mataix
Posted in Business Development, International Consulting, Top Executives
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Written by Mike Hoff
As a young leader, when I first heard the phrase “Leadership Courage”, it left me feeling a little scared as to what I would have to do to live up to or even begin to possess such a thing. Today I wonder how I would manage without it and enjoy helping the new generation of leaders to develop their own brand of it.
It’s helpful to define Leadership as “any attempt to influence” and Courage as “the ability and willingness to confront fear, pain, danger or uncertainty”
Family Business in Latin America: A Protocol for Succession
Patrick Mataix
Posted in Business Development, Consultants, International Management, Top Executives
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Of the world’s 500 largest family businesses, 32 (7,6%) are located in Latin America according to the 2016 Global Family Business Index.
Over 70% of these businesses are publicly listed companies with average 78 years old.
On the other hand, Latin America and the Caribbean Region (LACAR) are home to upwards 57 million small-and-medium-sized enterprises (SMEs) with fewer than 100 employees. These companies account for over half of the region´s net job creation.
Nevertheless, SME´s in LACAR are far less competitive than their counterparts in wealthier countries and have enormous untapped potential.
International Top Executive Video: Euro – CFO – Switzerland
Patrick Mataix
Posted in Executive Recruitment, International Management, M&A, Top Executives
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Group CFO with large responsabilities including IT & legal in multinational with broad international footprint with revenues over 1,2 billion euro of which 90% abroad the domestic market.
Check out the full Short Bio of Euro at http://www.ceo-worldwide.com/?rub=partners_club&iman=65718
Secrets to Successful Strategy Execution
Patrick Mataix
Posted in International Consulting, International Management, Uncategorized
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Written by Jorge Zazueta
Execution has enjoyed an impressive reputation in the last few years under the banner that any strategy is worthless if not executed. While this assertion is tautologically undeniable, it is also true that executing a flawed strategy can have unappealing consequences. New Coke or the Betamax video format come to mind.
From Detachment to Duality
One of the best known proponents of the execution point of view is Larry Bossidy, author of the bestselling book Execution. The Discipline of Getting Things Done, with the basic premise that “Strategies most often fail because they aren’t well executed.” He sees strategy and execution as two separate processes.
How global uncertainty drives business?
How global uncertainty drives business, commercial and pricing models?
Written by Rajesh R N
With rising global uncertainties which have emerged over time, fueled by the recession of 2008 came new operating and business models including cloud computing. Business Processing Outsourcing (BPO) came in much earlier to that, perhaps due to the previous recession and evolution of technology.
The traditional model of customers having to bear huge upfront cost for implementing large scale transformation programs and subsequent operating costs over time became the not so preferred model. The need for elasticity and opex based models gained further momentum. Conversion of capex based pricing into opex based, where upfront costs are recovered over time on a certain basis such as a per Virtual Machine or per transaction with cost of capital built into could be one theme for large service providers who have the financial ability to do this, withstand, successfully deliver and reap the benefits of being a true transformation partner. Taking this further, a catalog based pricing with options to mix and match offerings is another within this. On top of this simulating across different volumes of transactions or other unit of measurement such as Virtual Machines meant a nightmare for the pricing modelers as well as procurement departments of the customers who need to look into the future and guesstimate the demand to support the service providers in building a model and quote. All this has given rise to something very interesting for the customer. Equally on the other side, customers need to provide some ramp up assurances over time to the service providers with a tight governance model on both sides, in order for the service provider to be able to meet commercial goals while unleashing the transformation.
Case Study: Swiss-Indian Software Development
Swiss-Indian Co-operation in the Area of Offshore Software Development
Written By Waseem Hussain
In the mid 1990s, large corporations in Europe and the USA realized there was a huge lack of skilled software engineers. The need to solve the Y2K problem within a short timeframe, combined with unsuccessful education policies of the respective governments were two of the major causes for the increased demand. In addition, the gaining impetus of globalization produced a common management dogma:
„Speed up at high tech but low cost, and grow along large scales.”
Also Subcom of the erstwhile National Transport Group (NT Group) followed this trend. To quote a senior manager’s public presentation: “The Customer is demanding more, faster and at better prices while Subcom is struggling to recruit specialists in reason- able time to satisfy this demand.”
Tagged with: Executive Search, Interim Management, Interim Manager, IT, Software, Strategy, Top Executives
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