If you want to achieve dramatic change in mindset and behavior, the fastest way is through provocation. By provocation, I mean deliberately evoking a visceral emotional response in others. There is nothing wrong with provocation if you do it right. It’s just that, as a leader, you ought to be provocative, but never a provocateur—the two are not the same.
If you are finding it difficult to fill key roles with excellent people, don’t assume it is because your company does not attract the right candidates, but rather that the right candidates don’t get through your company’s screening process.
If you applied for a job at your own company, you too might not get through either. Continue reading
A company I know has a stated value of innovation that it parades out in front employees on a regular basis, but rarely, if ever, do any staff or managers innovate anything—including staff in research and development!
In photography, new cameras do not make for better art, just as in strategy, new tools do not make for better business results.
Saturday, October 6th, marked the end of an eighty-year era as the Tsukiji fish market in Tokyo closes following its final tuna auction. The fish market has been moved to a new site in Toyosu about two kilometers away, and opened on October 11th. Tsukiji is undergoing a dramatic change. Continue reading
There is nothing inherently wrong with symbolism. It is only symbolism that masquerades inaction that is unethical and destructive.
A friend of mine recently observed that Japanese Prime Minister Shinzo Abe’s strategy to deter a Chinese seizure of the disputed Senkaku Islands makes no sense.
There is nothing wrong with risk aversion.
It is only aversion to reasonable business risk that is a problem. When a business leader complains of excessive risk aversion in his staff, the underlying concerns are frequently personal. Continue reading