I was first attracted to this book by both the title, and the fact that it was co-written by Marcus Buckingham, a proponent of the ’strengths’ philosophy that I have embraced in the work place.
This is a deck of slides I have compiled for the Alt-MBA group that has spun out of Seth Godin’s Triiibes.
UPDATE: Slideshare selected this as a featured presentation. Nice to know it resonated with some.
Categories: Change Management · Management · SMEs · StrategyWorks · strategy
Tagged: Alex Grech, alt-mba, first break all the rules, HR management, Management, Marcus Buckingham, StrategyWorks, strengths, talents, Work, work talents
Seth Godin’s post earlier today about the dangers behind aspirations to ‘overnight success’ on the web really struck a chord. In the bad old days, it used to be about going to a VC, asking for a pile of money and promising to make everyone rich in under 12 months. Now it seems to be about people saying ‘get me on the first page of a Google search, tell me how much money I need to invest in a pay per click campaign and I will take care of things from then on.’
Seth says: ‘The irony of the web is that the tactics work really quickly. You friend someone on Facebook and two minutes later, they friend you back. Bang. But the strategy still takes forever. The strategy is the hard part, not the tactics’.
1. You always need a plan. It doesn’t need to be expensive, ornate or devised by exernals. You can even find a free template online and get started with that. But you do need to focus on how your web project is going to a) increase your sales b) reduce your costs or c) make your current or new customers happy. Preferably all of those.
2. It’s about real-life business models, not the web! In all cases, that means delivering meaningful value to your visitors, customers, users. If ‘web strategy’ sounds ‘esoteric’ – think differentiation, ROI, cashflow, competitor analysis, survival – dealing with plain old-fashioned business concerns. Guess what? They never go away, even after you’ve become a hit on Facebook.
3. If you’re doing web, you cannot ignore content. Content is expensive to produce, and requires discipline, creativity and energy. If you cannot produce content yourself, you need to be hiring or outsourcing it to someone who understands your business model enough to do that for you.
4. You just cannot get into anything new and expect it to work in the short term. Most people who want a sustainable businesses know that it is unlikely to make a profit before year 4.
5. Strategy is not something that you do once, at the start of a new project or business. Or every three years, when someone remembers to dust off the strategic plan. You are going to have to be making small changes all along the way. In The 8th Habit, Stephen R. Covey talks about the ‘trim-tab’ approach. The trim-tab is the small rudder that turns the big rudder that turns the entire ship. Good business leaders know that you are constantly having to make small changes to navigate your business to better waters. You always need to know where you want to go. But you need to be aware that you are going to be in a constant phase of deconstruction and reconstruction.
6. The temptation to give up is always there. Seth’s little nugget The Dip is an uncomfortable reminder, on my book shelf, of what it takes to make a business sustainable. Especially online. There are always brick walls to be faced. Your web strategy has to be good enough to make you see round the walls.
7. If you hire externals to devise your web strategy, see if they are prepared to wade in with you and get things to happen. Ask about the timeframe they envisage for the return on your investment. Your investment in their fees, and the new web solutions being contemplated. The best external strategists I know do not stop with the plan, or the launch of the web solution. They will roll up their sleeves and work alongside you and your people until there is enough momentum built within the organisation. And until you are making the small, corrective changes intuitively, for your long term success.
Categories: Malta · Management · strategy
Tagged: Add new tag, Alex Grech, Business Strategy, online strategy, Seth Godin, Stephen R. Covey, web strategy
I’m trying to get organised, to get more out of my day without having to resort to three hours’ sleep, as one of my partners does. There’s a lot of material about time management and plenty of sensible advice on Web Worker. David Allen even coined his own phrase for getting things done.
I’m suggesting the following approach for time-poor, web workers who mainly work on their own:
1. Get on top of your email. Watch Merlin Mann’s semantic video. I love the idea of checking my email only once an hour. I am putting this into practice as from tomorrow.
2. Make Lists. If possible, have daily ones. If not, a weekly one will do. I find Who / What / When Lists really work. Park actions some place special. Either online, using any variety of online tools like Backpack, Basecamp, Twitter or the hybrid Remember the Milk. Or do what I do – use paper. Just cross things off as you’re done.
3. Delegate when you can. Even if you work on your own, like I do sometimes, you still need to get your lists done and identify whom you need to interface with. You will be surprised by how many of your actions are dependent on those of others.
4. Get selective with whom to talk to. Turn off MSN and Google Talk for a period of time. Go invisible on skype. Turn your mobile on vibrate. Sometimes, just turn it off. People can text messages to you more efficiently than spending 10 minutes yabbing about it.
5. Unclutter. If like me, sometimes you have problems walking round your office, it’s time to file things or dispose of them. It helps to occasionally empty the waste paper basket and shred paper.
6. Walk around your room. This is especially useful for people with a bad back and puts you in the frame of mind to get things done. If you know some Pilates, this is invaluable for a five-minute break from your laptop.
7. Decide whether you’re a morning or night person and allocate your work load accordingly. We cannot be productive for the whole 24 hours. I try and get meetings done in the morning and I prefer to do the brain work at night, when I know I am most alert. If you still need to decide what kind of person you are, read this book.
8. Decide whether you need background noise or not. Some people need total silence to focus. Others need a hum. I tend to use Groove Salad Radio from SomaFM. I make sure it’s on if I’m writing.
9. Sometimes, remember to get some quality time to recharge your batteries. Watch a movie, talk to your loved ones, exercise, read a book instead of Wilfing.
10. On those days when everything seems to get on top of you, and you risk ‘panic paralysis’, it helps to stop. You’re not alone. There are millions of others like you, right now, battling with hundreds of things, trying to prioritise, and make a living. It also helps to read this occasionally to improve your confidence and get a sense of perspective. On focusing on what is really important in life.
Categories: Getting organised · Management · strategy
London in the sunshine, 230 exhibitors, 160 seminars and 20,000 people with some aspiration to starting up a business. I dropped into Business Startup 2007 at ExCel with no particular agenda other than to listen into conversations. Real ones, as opposed to the online ones we all tune into. In the brash, cattle market atmosphere of ExCel, full of multimedia presentations, Darth Vaders and kids with loud microphones, you just cannot go to all the presentations, visit all the stands, or network with people you need to connect with. I knew I definitely wanted to listen to Stelios.
So I queued, with the aspiring chef, nutritionist, private investigator, life coach, the small motor-mouth Jewish fifty year-old who used to run a cemetery somewhere up north and was now ‘looking for new opportunities’, and the granny from Liverpool who was setting up a company to help people with a phobia of flying. And Stelios was queuing too. At first glance, he looks a bit like an encyclopaedia salesman who has done plenty of long lunches. White trousers that hang too long over loafers, an over-sized blazer that hangs awkwardly on a rugby player’s frame. He looks slightly nervous. You have to blink hard to think that this guy is seriously rich, powerful, a captain of industry.
Then he starts to talk, in his Anglo-Greek, and you know you are in the company of a master communicator. Stelios confessed to not having prepared anything – except for one slide with the 17 Easy brands he stands for and a plug for the new EasyOffice space for start-ups.
So here are the sound bites I picked up, between a fair bit of laughter and the occasional discomfort when people referred to his wealth, especially with one young guy who tried to put him on the spot about ‘investing in young people’.
1. You really must want to be your own boss if you are going to start up your business. I know it sounds obvious. Either that, or you get a rich Dad, like I had. Sure, Dad’s money helped. But the over-riding desire to be your own boss has to prevail. In my family, I knew there were too many bosses. I knew I had to do my own thing. I called my first business StelMar to make a point. I was the brand. Nobody else. Even if my first foray was in shipping, which is where my family had made its money.
2. You have to be a risk taker to be in business. Don’t expect to get superior returns without risks. You have to be prepared to risk your own capital.
3. You have to take calculated risks. Don’t bet the farm. Yes, sometimes you have to mortgage the house. But if it gets to that, you really need to stop and take a good hard look around you.
4. I’ve taken my share of knocks, like everyone in business. Especially after September 11th. But I have always believed that I can see things through. Even in the bad times.
5. The best culture for entrepreneurship is one that celebrates success and tolerates failure. That’s not always the case in the UK – unlike the Chapter 11 cushion you have across the pond.
6. You have to learn from your mistakes. You have to survive them, learn not to make the same ones, and move rapidly on.
7. If you have a product to market, decide from the outset who is your target audience. Are you marketing to the many, or to the few? I’m a B2C mass marketing guy – I serve the many. It’s OK to do B2B – though I still think that you cannot lose sight of who the end customer is, whichever sector you’re in.
8. Offer value for money. You cannot take the cheese out of a pizza! Or if you do, call it something else. Call it bread, just don’t call it a pizza. We all know that Ryan Air does not care about their passengers or their crew. Michael Ryan makes no secret of that. We do things differently. And that’s a good plug, no?
9. Startup entrepreneurs have to behave like consumers from day one.
10. There is no stigma to going the franchising way. We do that, in many places. We partner our brands with the entrepreneurial activities and energies of individuals. Franchising works – and so does outsourcing. EasyBus in entirely built around the outsourcing concept.
11. I got to ExCel by Tube. A driver would have taken the same amount of time. The Tube gives me a great opportunity to see what my customers are seeing, on their daily journeys to and from work. I run a consumer-facing business. I have to stay in touch with what they face.
12. I’m a Blackberry addict. I am a total believer in technology productivity. I travel a lot. Technology means I am always available, to the people who need to reach me.
13. A Brand is a promise. Before we had a quid’s worth of revenues, we had to spend all the money we had on marketing the product we had. A million’s worth of it.
14. You should, on average, allow three to five years for a business to become profitable.
15. An entrepreneur is not always likely to be the best operator. The character traits are totally different.
16. You cannot delegate entrepreneurship.
17. You inevitably have to delegate a lot when you go to the stock market. I have always insisted that the roles of Chairman, CEO and largest shareholder vest in different persons at Easy Jet.
18. My biggest mistake was believing my own bullshit during the dotcom bust. We believed that the Internet Cafe’s could become like McDonalds – and we proceeded with investing considerable sums of money to grow the numbers. Everyone knows that in situations like this, costs spiral out of control. I was advised, at one stage, to let the Cafes go under. I decided that I had to do what was right – pay off the debts, restructure, take the hit. I also had to limit damaging our brand. Nowadays, Internet Cafes are primarily used by tourists, as everyone else seems to have a laptop and wireless. And yet, in every city I go to, there is always the ubiquitous Internet Cafe. So some sense of legacy we do have.
19. Work hard! There is no free lunch, on quick win, despite the occasional rich Dad. Entrepreneurs are passionate about what they do. EasyMoney is a cool name, but not a promise that money can be made easily.
20. Doing business in other countries is very different to doing business in your own. Be careful of cross-border deals – be aware of differences in culture, labour practices, mind-sets. Sometimes, it pays to franchise!
21. People are more likely to trust a person than a company they have never heard of. Do not be scared of using your own past successful track record as a PR vehicle. Personalisation is key – I have always preferred to use PR rather than plain vanilla marketing.
22. Make a difference in people’s lives!
Categories: Easy Jet · Entrepreneurship · Leadership · Management · Stelios · strategy
Isn’t it strange? Sometimes you are thinking of something, then your eye drifts over the NetVibes feeds and a post leaps up to reinforce what was on your mind just before your eyes landed on the text. Or else you purposely visit one of your regular sources, and find that Hugh MacLeod has again posted something inspirational.
I am part of a generation of restless 40-somethings. The first to be constantly reinvent itself. To have had multiple careers, lived in different countries, and moved seamlessly from fixed term jobs to entrepeneurship and back to short term assignments. We consciously, regularly, push the ship of our lives into different directions. Looking to spread ourselves over many things. After the best part of a year working on a large project, I again feel the need to diversify. Tomorrow I will kickstart a telecoms research project. I’m quietly exploring a start-up with two partner companies. And I’m toying with the idea of further study. A perennial item, which surfaces every time I raise my head above the barricade of whatever I’m doing. I want to explore all of these things, right now. Some will work, some will remain on the drawing board. The important thing is to channel my restless energy positively. Creatively. Restlessness works.
About five weeks ago, I connected a friend of mine in Rio, a former Andersen Consultant, with a former partner, the CEO of a well-funded technology start-up with offices in London and Malta. Three conference calls later, both parties took a big leap of faith, and she has just moved from Rio to London to work on Entropay’s new marketing programs. She’s 45. She believes most times we make our own luck, but there is always a time when you can move things quickly, and other times when you need to wait for the right time. She believes that no experience is wasted.
Another close friend Joe, an ISO process specialist, is battling with a life-threatening disease in hospital. When we meet, in his ward at St Luke’s, we now talk about the really important stuff. Two months ago, I told him his business model needed to be readdressed. We were exploring creating a new vehicle together when his illness struck. I know we still will. But this temporary hiccup, in his life, is forcing us both again to take stock. Of what is important. Of how to put our time to better use. And how to do something meaningful.
That’s all that matters, right now.
Categories: Change Management · Malta · Management · strategy
Every external change agent knows the time has to come when you have to let go. Over the past weeks, it became clear that I was reaching the end of the road with a project I have been running for a client company for the best part of 17 months.
Several things have been unusual about this one. For a start, I was involved in managing and driving four very different areas: ICT infrastructure; software development of an inhouse business support system; e-business (from SEO all the way to design and build of web solutions used in the sales channel); and knowledge management. And then there was the intensity of the programmes – many things had to be built from the base up – and the longevity of the project. A lot happens in 17 months. Bonds are made. You become part of the furniture.
Change Agents can can only be effective if their passion for change is matched by the appetite of whoever championed it. Still, the writing is always on the wall when it is time to move on.
Symptoms a Change Agent needs to look out for in determing an exit:
Sometimes I think there is something seriously dysfunctional in the work change agents do. We identify problems, devise solutions, roll our sleeves, get on with it, win some friends, make some enemies, build a legacy, and then.. just as things start to purr… we move on. We devise the exit strategy, agree handover timeframes and prepare to go back on the outside.
At times like this, I always delve into Patrick Dixon’s excellent Building a Better Business. Open any page. If you see something that resonates, in the change you have been driving, you will know that you have done a good job. And that it is time to get on with something else in your life.
Categories: Change Management · Leadership · Malta · Management · strategy
London always gets me to do some soul-searching. There are days when I wonder why I turned my back on it, in the nineties. Whenever I am in the city, I guess I reconnect with the part of me I leave behind – and my old ghosts.
I moved to London in 1985. Costa Coffee and Bar Italia were the closest to a real cappuccino. Ken Livingstone was about to be kicked out of the Greater London Council. The Brixton Riots designated chunks of South London as a no-go zone. The Who were planning a 25th Anniversary concert. Music was just plain horrible. It was the first time I had seen a PC, one of those first IBM ‘portables’ with a screen built into the case and a keyboard dangling out of a socket. Six months after my arrival, I qualified as a Chartered Accountant and my boss told me that now I had a licence to make money. The statement was not exactly prophetic. Eighties London was rubber-stamped by bean counters, Margaret Thatcher and Loadsamoney. I wasn’t particularly taken by the concept of making money, but I knew I wanted to travel and that something in strategy was probably more life-rewarding than accountancy. So my natural habitat became multinationals. On the day I was interviewed for a European controller job with IP Sharp (IPSA), a Canadian computer timesharing and consulting Group, I was informed that Reuters were close to a takeover. In other words, the risk of LIFO loomed over any eventual appointment.
As it happened, I spent two years immersed in restructuring and change management – and understanding the promise and limitations of technology. At face value, the IPSA / Reuters deal was a marriage made in heaven. IPSA specialised in data warehousing, yesterday’s information, Reuters in today’s, the Reuters screen. Reuters decided early on to integrate the IPSA product into its core service offering, believing it could corner the market. What Reuters failed to understand was that Sharp’s product had been developed by a network of brilliant, but highly ‘un-corporate’ APL software developers. People who worked weird hours, often from home, and in many cases were accountable to nobody other than their own whims. The clash with Reuters’ blue-chip corporate culture where information was transient, and nobody was indispensable, was immediate. Reuters’s frustration grew by the day as the Special projects team charged with the integration realised that: the APL developers were indispensable; that IPSA was a ‘people’ business as opposed to a technology platform; and that there the company they had purchased was worthless without some major culture changes in both organisations – and a leap of faith from both camps to try and get the deal to work. Being the new kid on the block, my job quickly evolved into working with IPSA country managers to prepare people and systems for the inevitable integration and determine who could make the transition. I also became a conduit to the Reuters guys whose job was on the line to ‘complete integration’ within two years. By the time this period had flashed by, I had worked in many countries in Continental Europe, learnt about the idiosyncrasies of multinationals, saw some people resist and others thrive on change. There are always winners and losers in acquisitions and mergers. Some of IPSA’s best people could not accept the new suits and moved – in some cases, with crippling consequences on the core product. The more political elements (sic. sales and marketing) were in a rush to move their desks to Fleet Street from Victoria. And in typical fashion, having got through my two-year project and being told to ‘cruise and wait for the new dream position in Reuters Special Projects Department to be approved ‘ – I decided life was short, and moved on to Hitachi Data Systems.
This week, in London, I ran a Forum for key users of a legacy business support system, built over some eight years by a Delphi developer. I had to use whatever powers of persuasion I have to convince my client that it was worth the investment to get people round a table to take stock of developments over the past 12 months and address the thorny issues of standardisation. This in an environment where customisation was the name of the game, where system changes were made ‘on the run’ and in many cases undocumented, and where the developer and his team were in a never-ending spiral of design, build, customise, support, design. User training was sporadic and had to be fitted around the developers’ support time. User and technical documentation was virtually non-existent. Twelve months ago, the CEO lived in perpetual fear that the developers would move and leave the company stranded without the backbone of its successful business model. Which was why I was called in.
The situation with the legacy system twelve months ago reminded me of the scenario Reuters inherited when it bought IP Sharp. The mistake Reuters made then was to ignore the people side of things (‘soft’ was the buzz word then) and try and rail-road the solution by focusing on getting the technologies to talk to each other. I decided the only way round the undocumented legacy system was to engage with the people behind it and get into their headspace – before developing a strategy to get out of the never-ending spiral of customisation and ‘software development on demand.’ I made mistakes, tried to move things too quickly, retrenched, did the drinking / listening / bonding bit.. whatever it took. Ultimately, developers demand respect, like anybody else working for a living. In this case, these guys had just barricaded themselves in. Slowly, I gained some level of trust. To enable us to get out of crisis management mode into starting to establish clear arms-length relationships with the non ICT literate users of the system. In 12 months, the system was documented, users were forced to stop bickering and request changes via formal channels – significantly reducing the number of changes until they trickled into nothing. We focused on user interfaces as opposed to more development changes. I engaged a process specialist to map out the company’s core business processes as I was convinced that the system had simply evolved to support the whims of the more vociferous elements of management instead of what core business required. We made some major changes within the organisational framework of the system to mirror the real life processes. We did some stuff like relabelling and designing new icons to help navigation. And on a particularly inspired evening, we branded the system Elvis, to send a playful signal to the rest of the organisation that the system had a life of its own, and was no longer the domain of a particular developer.
I guess sitting with ten people in London with people who caught trains and planes to engage in a discussion on an IT system they loved to hate was a bit of a coup.
Sometimes I wonder whether middle age is when déjà vu really kicks in. Sometimes I feel l can see the movie of my life flash past. When mainframes ruled at IPSA and we shared files over our global networks and used email many years before the Internet made it all pervasive .
Then I see my four year-old, clicking a mouse and laughing at the clips I have uploaded on Google Video and realise how we all have to relearn what we thought we knew. Every day.
Categories: Business Strategy · Change Management · Internet · Knowledge Management · Learning · Legacy systems · Management · strategy
I’m living out of a suitcase, right now. I’m in Brighton today, London tomorrow, back to Malta on Thursday and out for my trip to Rio on Tuesday.
I’m running some road shows on knowledge management in parallel with the deployment of SharePoint services as an entry Intranet for a key client. It’s a useful exercise, to toggle between the concept – on a PowerPoint and whatever other device I am using to do the ‘ra ra’ theatre bit – and then get into the nitty gritty of the application. You have to field the usual skepticism – ‘why do I need discussion board when there are only eight of us in this office? I can go and speak to Emma next door. Are you guys just deploying technology for technology’s sake? What’s a blog? Yes, I do have a ‘My Space’, but this is a company environment, and I cannot see why anyone would be interested in what I have to say…’
So I look for the champions of change, wherever they may be – sometimes it is an illuminated COO, other times someone who has read an article and sees an opportunity to get a leg up in the organisation. You try and connect and engage with someone who sees value in the concept, and then use them as multipliers to spread the word. You use the carrot and stick approach. You are firm about the company wanting to change the way it communicates; and about the value there is in extracting knowledge from individuals for ‘the common good’.
I just keep making the same point. These are tools. They are useful. You may not be familiar with them. Soon, you will be asking for upgrades. Just over a year ago, you did not know much about Skype or You Tube. Our learning is accelerating, even if we are not the tuning forks we think we are.
In the meantime, the skies over Brighton are cobalt grey and the wind and the sea are both conspiring to howl and whistle. You take your life in your hands if you walk close to the Pier.
One to recommend – the breakfast at Paskins is a work of art.
Categories: Internet · Management
There’s something mildly dysfunctional about being a consultant engaged to work as part of a team on the inside.
In most cases, as a change agent, your role within the client’s corporate environment is fairly clear. You’ve been called in to devise solutions to long-standing problems – normally within a short period of time. You’re a catalyst for initiatives that have to be embraced by insiders. Occasionally there are those calls when the client thinks he knows what he needs to change but feels he has to engage an outsider to move forward (these are rarely great gigs). But as an external change agent, you know your parameters. You hit the ground running. There’s the client – the company, with its unique political environment and value systems. And there’s you – the outsider, with your own baggage, looking in. You just get on with it.
In much of the work that we do, the insider / outsider roles get purposely blurred. As an example: over the past 12 months I have been engaged as an outsourced CIO in a business that is going rapidly multinational. I have set up a new department, hired new staff, and manage them on a day to day basis. I do all the things that CIOs do, including constantly aligning ICT and the new B2C channel with the company’s successful operating model that to date has relied virtually exculsively on B2B channels. But I am also the chief evangelist for e-business and knowledge management. When it comes to ICT, my job is essentially operational. With e-business and knowledge management, I am a change agent working on the inside – driving innovation and cultural change. And I also form part of the company’s Executive Team. It makes for an interesting existence.
For a start, there are issues relating to staff management and motivation to absorb. You have to lead from the inside. You move seamlessly from devising strategy to securing buy-in to full implementation mode – sometimes within a day. And you also have to thread more carefully than usual. You cannot come across as an outsider who is not committed to last the course, or serve the cause. Most important of all, there are corporate cultures to absorb, manage – and even embrace – before you can start becoming effective.
There is a clear linkage between corporate cultures and value systems - you cannot be effective as an Insider Outsider if you ignore that. The challenge is when you find yourself in situations where the client thinks that corporate culture means ‘homogeneity’. In other words, that to fit into the corporate culture, you have to be a certain ‘type of person’.
One of the most effective effective managers I ever come across was a pin-striped suited, ex RAF engineer, at a Vice President level. Rumour had it that Alan was not ‘hot on management techniques’. He readily boasted that he did not like all the people who worked for him – but they were ‘all brilliant at what they did, and kept him in an incredibly well-paid job’. I am not sure that this won Alan many friends with his peers. But there was always something tongue in cheek in the bravado. For a start, Alan’s direct reports (and I admit, I was one of those) would always go the extra mile for him. He let us get on with our jobs, and never interfered in our management styles. He was a master in the art of delegation and arms length management. He was also highly-skilled in hiring the right people, even if at face value, there appeared to be little in common between them. Alan intuitively realised that teams need to have edge. The result was creative energy and debate – loads of it. But the guy would always, at the end of a session, rein people in, unruffle feathers and, having listened to the various points of view, map out the next move, clearly, succinctly. And we would move on, together, as a team.
Too often, we come across situations where a difference of opinion is interpreted as conflict; where different reactions to a common challenge risks putting someone in a bad light. We continue to live in an age where the old Pirandello notion that ’You are not who you are, but who other people think you are’ continues to prevail. We have seen many CEOs make bad decisions by judging their teams at face value; by interpreting difference of opinion as dissent that needs to be stifled; by subconsciously only listening to people who agree with them and blinkering themselves from getting the whole picture.
The best managers, the best strategists, have always intutively known that diversity is what makes the Belbin theories so compelling. It is possible for people with very different backgrounds and modes of behaviour to gel together in a team. In many cases, sitting on the fence, and absorbing different points of view before making up one’s mind, will lead to a better decision.
It all sounds very simple. In real life, we continue to allow our own ‘baggage’, our own filters, our own need for affirmation, to get in the way of seeing the wood from the trees.
So when I find myself in that kind of situation, when I am starting to shut out something I should be listening to, I think of Alan and his multi-cultural, mildly dysfunctional management team. And of Groucho Marx, reminding me that he never wanted to belong to any club that would accept him as a member.
There is freedom in diversity. Always.
Categories: Business Strategy · Change Management · Leadership · Management · strategy
