Most effective business leaders know: * Why did Apple sue Samsung while it continues to buy critical parts for its winning products from Samsung? * Why did Google create Android OS for mobile applications, and is now talking about opening its own retail stores? * Why did Amazon create Kindle when the market is already saturated by other tablets and similar products? * How did Nokia mobile phone lose its shine? * Why did Apple build its own retail presence? * How will shale gas discoveries in North America change the business world and perhaps the geo-political balance in the next 10 years? Do you? Win big time by using the wisdom of your business networks to create, innovate, deliver and profit. Read this book to find out how.
WHO IS THIS BOOK FOR? (see www.unchainyourcorporation.com for a lot more information and testimonials about this book) We are entering an era of super specialization and exceedingly targeted communication. Like other high level professionals, I cannot emphasize enough how important it is to articulate my target audience very carefully and accurately. Now there are potentially 4 scenarios. If you are the target audience, then everything ticks perfect. If you are not the target audience, but you know somebody who can possibly use the book and its core message, in which case I would encourage you to recommend the book to him/her. Alternately, you might be in a position where you are not yet in the target audience, but you are aspiring to be, in which case this book might prove valuable to you. If you are in none of those 4 positions, then regrettably this book is not going to be to your liking. So who is the target audience of this book? At Global Supply Chain Group, since our foundation in January 2000, we have worked with CEOs, boards, executives and senior decision makers in large to mid-size companies around the world, helping them achieve positive and measurable business transformations. Needless to say, our experience has entirely been with these individuals and they are the target audience for our books and intellectual property. More specifically, our ideal clients and partners as well as the ideal readers for this book would be the influential and resourceful executives, and the CEOs who expect a big positive change, a big delta in results, in profits, and revenues as a result of business transformations. Thus, these are the companies and executives who do not wish to keep asking what the next step is. They acknowledge the internal challenges and changes in the external marketplace as their first step. They understand the need for change. They are prepared to take the action. Most of them are large businesses with huge manufacturing, distribution, logistics, inventory and other physical infrastructure in their footprints. They know that a business transformation every few years is required in order to keep the business relevant with the trends in the market place, with the trends in technology, consumer taste as well as the changes in the political legal environment. They want to maximize their profitability while minimizing their risk by using a tried and tested methodology for business transformations, and they create long term partnerships with best-of-breed thought leaders and leverage those partnerships for positive business transformations over a period of time.
Besides the 3 O’s of Outperforming & Outprofiting via Outsourcing, it also signifies that we are now into the third generation of outsourcing. In the first generation, before the 80’s, outsourcing was mainly cost driven. In the second generation, in the 90’s, arrived the capabilities and value driven outsourcing. The key focus was on how to extract the maximum value out of an outsourcing relationship. Only recently, in the third generation are we moving into the strategy driven outsourcing paradigm. This subtle shift is leading the business leaders to question that very underpinnings of a modern organisation. The key focus is “How can outsourcing assist in driving even more strategic advantage to our business?”. Let us have a quick exercise to warm up. Can you guess what the most outsourced service on earth today is? Think of all potential services in your company that can be outsourced; cast your mind far and wide. Try not to miss anything. Once you have thought of all the possibilities, make the guess again. What is the most outsourced service on earth today? If you guessed call centres, I would have to say no. In fact, if you guessed any of the following services – logistics, IT, sales training, fleet management or payrolls – all popular services to be outsourced, I would not nod my head once. The answer, which lies somewhere in this chapter, is going to be a surprise to you. Whether your guess is correct or not, there is a lot more to be explored. You will come to recognise how ubiquitous outsourcing has become in the modern-day commercial world, and how to keep your eyes open to recognise situations that are amenable to outsourcing. The full list of all outsourceable activities within a company may include an element of surprise. You will also know the answer to the second part of the $483 billion question, i.e. when you must NOT outsource. In our work, we frequently encounter people who are dogmatic about outsourcing – on both sides of the fence. We have worked closely with directors serving on boards of large organisations who are against outsourcing. On the other hand, we also talk to people at all levels in companies who would rather outsource than do the tasks internally. We have come across situations where companies are reluctant to outsource, and where that would have been the best course of action.
Richard Koch has made over £100 million from spotting 'Star' businesses. In his new book, he shares the secrets of his success - and shows how you too can identify and enrich yourself from 'Stars'. Star businesses are ventures operating in a high-growth sector - and are the leaders in their niche of the market. Stars are rare. But with the help of this book and a little patience, you can find one, or create one yourself. THE STAR PRINCIPLE is a vital book for any budding entrepreneur or investor (of grand or modest means). It is also invaluable for any ambitious employee who realises the benefits of working for a Star venture - real responsibility, fast personal development, better pay, great bonuses and valuable share options. Whoever your are, identifying and investing in Stars will make your life much sweeter and richer in every way.
Part of our new "Quick Notes" series - this report answers your most pertinent questions of the topic. Do not be deceived by their short nature - these notes are only 36 pages or so. But these are 45 pages of potent dynamite that will supercharge your thinking in the right direction. Included are quick notes and some of the frequently asked questions (FAQs) on supply chain finance that we have encountered in our workshops, seminars, and other forums. Here are some of the topics and questions covered in these quick notes: It takes only two years to get a masters' degree in supply chain management today. After that it takes nearly twenty years of working under the tutelage of a supply chain master to get a modicum of mastery in the discipline itself. So, why strive towards supply chain mastery? What can masters do that other supply chain professionals cannot achieve? Are there any special powers that come with that title? How to achieve supply chain mastery? Are there levels of mastery? What are the five disciplines of supply chain in which you must achieve mastery? Who grants you the title of a supply chain master? Read these quick notes to get our take on the topic.
Part of our new "Quick Notes" series - this report answers your most pertinent questions of the topic. Do not be deceived by their short nature - these notes are only 28 pages or so. But these are 28 pages of potent dynamite that will supercharge your thinking in the right direction. Included are quick notes and some of the frequently asked questions (FAQs) on supply chain finance that we have encountered in our workshops, seminars, and other forums. Here are some of the topics and questions covered in these quick notes: What can you learn from the best examples of five flows of supply chain management to use in your company? What are the best examples of five flows of supply chain management? How did they get where they are now? Why are five flows important? How to integrate these into your business strategy?
Boards are Remarkably Good At Corporate Governance, and Yet Face the Flak For It Everybody who has spent any time with boards of directors lives and breathes corporate governance. The corporate governance process is designed and run with almost military precision to give effect to the legislative requirements and commercial exigencies with only a few board meetings a year. Due to the focused attention of some of the best people in the corporate world and significant budgetary allocation, the governance of what falls within the four walls of the company itself is done with a remarkable efficiency almost all the time. So, the natural question is why then such a lot of hoopla in the press about corporate governance. Where does it fail for the 3Ps (the press, the politicians, and the preachers from the NGOs) to make such a lot of noise about it? This question merits a little deeper exploration because almost all failures of corporate governance lie elsewhere. After visiting with numerous boards and having spent countless hours past midnight preparing board presentations, papers and submissions, we have become convinced that lack of corporate governance is not the real culprit in most cases. That infamy lies at the behest of supply chain governance.
Create a personal "power grid" of influence to spark professional and personal success "Other people have the answers, deals, money, access, power, and influence you need to get what you want in this world. To achieve any goal, you need other people to help you do it." -- JUDY ROBINETT As anyone in business knows, strategic planning is critical to achieving long-term success. In How to Be a Power Connector, super-networker Judy Robinett argues that strategic relationship planning should be your top priority. When you combine your specific skills and talents with a clear, workable path for creating and managing your relationships, nothing will stop you from meeting your goals. With high-value connections, you'll tap into a dynamic "power grid" of influence guaranteed to accelerate your personal and professional success. Robinett uses her decades of experience connecting the world's highest achievers with one another to help you build high-value relationships. She reveals all the secrets of her trade, including proven ways to: Find and enter the best network "ecosystem" to meet your goals Reach even the most unreachable people quickly and effectively Get anyone's contact information within 30 seconds Create a "3-D connection" that adds value to multiple people at the same time Access key infl uencers through industry and community events Subtly seed conversation with information about interests and needs Use social media to your best advantage Robinett has based her methods on solid research proving that social groups begin to break up when they become larger than 150 people, and that 50 members is the optimal size for group communication. As such, she has developed what she calls the "5+50+100" method: contact your top 5 connections daily, your Key 50 weekly, and your Vital 100 monthly. this is your power grid, and it will work wonders for your career. Nothing will stop you when you learn How to Be a Power Connector. PRAISE FOR HOW TO BE A POWER CONNECTOR: "Unlike many books in this genre, this one is written by a woman who has lived it.. . . Judy Robinett offers guidance on how to form authentic relationships that bring mutual benefits." -- ADAM GRANT, Wharton professor and New York Times bestselling author of Give and Take "How to Be a Power Connector is like an MBA in networking: an advanced course in finding and developing quality relationships with the people who can make the biggest difference in your professional success." -- IVAN MISNER, founder and chairman of BNI "Talk about power! Follow Judy Robinett's logical, straightforward, and helpfully detailed advice, and you can be a 'Power Connector' yourself! Great ideas, well presented, with no ‘wasted space’ in her argument!" -- DON PEPPERS, coauthor of Extreme Trust: Honesty as a Competitive Advantage "Absolutely brilliant. A step-by-step guide to building a network that will be both invaluable to you and just as valuable to those whose lives you will now have the opportunity to touch. I can't imagine a more powerful book for one who truly desires to be a Power Connector." -- BOB BURG, coauthor of The Go-Giver and author of Adversaries into Allies "In the C-Suite or in your personal life everything comes down to the quality of your relationships. Judy's book helps you attract and maintain the relationships that will get you what you want most. Be a super connector now!" -- JEFFREY HAYZLETT, TV host and bestselling author of Running the Gauntlet
Part of our new "Quick Notes" series - this report answers your most pertinent questions of the topic. Do not be deceived by their short nature - these notes are only 45 pages or so. But these are 45 pages of potent dynamite that will supercharge your thinking in the right direction. Included are quick notes and some of the frequently asked questions (FAQs) on supply chain finance that we have encountered in our workshops, seminars, and other forums. Here are some of the topics and questions covered in these quick notes: What is supply chain governance? Why do companies need it? What is the difference between supply chain governance, and corporate governance? Why many companies with good corporate goverance fall short in supply chain governance? What does it take to acquire supply chain governance? Which companies need directors with supply chain experience on their boards? What does it take to achieve supply chain mastery that leads to adequate supply chain governance from board level?
Part of our new "Quick Notes" series - this report answers your most pertinent questions of the topic. Do not be deceived by their short nature - these notes are only 22 pages or so. But these are 22 pages of potent dynamite that will supercharge your thinking in the right direction. Included are quick notes and some of the frequently asked questions (FAQs) on supply chain cost reduction that we have encountered in our workshops, seminars, and other forums. Here are some of the topics and questions covered in these quick notes: What does everyone in the company immediately think about supply chain whenever cost reduction is mentioned? Can supply chain only be used for cost reduction then? What is the biggest cost reduction you have seen on a supply chain restructuring project? What are some common ways of reducing supply chain costs? If I have to reduce supply chain cost in my company where is the first place I should look? What is the biggest mistake people make in supply chain cost reduction projects? Who should be in charge of the supply chain cost reduction projects? Why are supply chain cost reduction results so unsustainable that within a few months the costs creep back to the same or even more than the original costs? How can I judge the supply chain cost reduction potential in my company? What is the best way to run a supply chain cost reduction program? What kind of help is available externally for supply chain cost reduction program, and what value does it bring?
