Stimmt denn eigentlich Ihr Business Modell noch?

5. November 2012

Serie Realitätsverweigerung #4

Helmut F. Karner, 5/11

Zeitgemässes Innovationsmanagement ist seit 5 Jahren um eine Dimension erweitert:

  • Produktinnovation: eh klar, wer da nicht dabei ist, gibt seine Gegenwart auf
  • Verfahrensinnovation: eh klar, weil sonst stimmen die Kosten, die Zeiten, die Servicequalität nicht
  • aber: Business Model Innovation ist die neue Dimension, bei den Avantgarden unter den Unternehmen seit 5 Jahren auf dem Radarschirm. Wer da nicht dabei ist, gibt seine Zukunft auf.
    John Kotter nennt es in seinem Artiekle “Accelerate!” in der HBR vom November 2012 auch “Context Change”. “Today any company that isn’t rethinking its direction at least every few years—as well as constantly adjusting to changing contexts—and then quickly making significant operational changes is putting itself at risk. But, as any number of business leaders can attest, the tension between needing to stay ahead of increasingly fierce competition and needing to deliver this year’s results can be overwhelming”.

Was sind die Fragestellungen bei der Business Model Innovation? Read the rest of this entry »


Die spannendsten fünf Business-Bücher der letzten Monate

13. October 2010

Meine persönliche Einschätzung.

http://members.chello.at/~hkarner/Book%20Reviews%202&3_10.pdf


For HCL chief executive Vineet Nayar success means employees first, customers second

11. October 2010

Vineet Nayar is head of India’s largest IT services company, HCL, and he starts from the premise: the boss doesn’t have the answers.

By Richard Tyler, Enterprise Editor, The Telegraph
Published: 9:00PM BST 09 Oct 2010

For HCL chief executive Vineet Nayar success means employees first, customers second

Vineet Nayar said he had to get HCL’s staff to see the company’s faults while maintaing their pride in what they had achieved. Photo: AFP

Vineet Nayar is a purveyor of rare herbs and heretical management narcotics that will send the average power-crazed chief executive to an early grave. As the chief executive of HCL, India’s largest IT services company, employing 70,000 people around the world, he is also a far safer source of mind-altering ideas than your typical late-night street vendor.

And for business owners struggling to re-engage staff after the emotionally-draining nightmare of the recession, he may just have the answer. Not that Nayar would admit it. The first insight from his book, Employees First, Customers Second, is the boss doesn’t have the answers. The best are just good at forming the right questions. Read the rest of this entry »


Who Is the New CEO?

15. July 2010

Dienstag, 06. Juli 2010, 22:14:23 | Vineet Nayar

You can smell the fresh paint as companies the world over complete their post-recession overhauls. Few business organizations, functions, and processes have escaped this rethink, which is meant to fortify organizations before the next downturn comes.

At the risk of stirring a hornet’s nest, I’d like to ask one question: How many of us CEOs included, as part of the rethink, changes to the CEO’s role and responsibilities? Read the rest of this entry »


HCL: Extreme Management Makeover

15. July 2010

Need a Real Sponsor here

  • July 6, 2010, 7:19 PM ET, Gary Hamel’s Blog

How’d you like to put a question to one of the world’s most inspired management innovators—a CEO who’s challenged a host of management orthodoxies? At the end of this post, I’ll explain how you can do just that.

As regular readers of this blog will know, I believe that many of the tools and methods we use to manage people at work are ill-suited to the challenges of succeeding in today’s “creative economy.” All too often, legacy management practices reflexively perpetuate the past—by over-weighting the views of long-tenured executives, by valuing conformance more highly than creativity and by turning tired industry nostrums into sacred truths.

Fair enough, you might say. Everybody knows there are downsides to management-as-usual, but are they any alternatives? We can dream about organizations where employees eagerly challenge their superiors, where honesty trumps deference and where the pyramid has been turned upside down—but then again, we can also dream about world peace and cold fusion. That doesn’t mean they’re achievable.

This sort of skepticism is understandable. After all, the technology of management varies little from firm to firm. Given that, it is easy, and rational, to assume that the management status quo is also the status optimus—that while there may be other ways of planning, coordinating and controlling, there aren’t any better ways—at least not for organizations that must contend with demanding investors and customers.

Nevertheless, before surrendering to this premise, we should remind ourselves that dogma often masquerades as truth, and that we are often comforted by the deception. There are many who would prefer a lazy ramble along the gentle contours of the tried-and-true then a hard scramble up the rocky incline of the untested and unproven.

Vineet Nayar, however, is a scrambler, and since taking on the top job at HCL Technologies (HCLT) in 2005, he’s been working to foment a genuine revolution in its management practices. (A note: HCL Technologies is also a founding sponsor of the Management Exchange, a new initiative which I’m helping to lead.) Read the rest of this entry »