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As you can see, themanager.org has undergone a complete makeover.
It was more than time to make this site more modern and user friendly. Please come in and have a look at the result!

I’d like to give you a quick tour to show you where to find what. [Read More…]

Latest Articles

Thoughts on the Lifecycle of Corporations

Experience shows that the time span of successful corporate activity is not endless in most cases. Of course, there are many corporations with a history of 50 years and longer. Nevertheless, the number of companies – no matter what size – that have been existing for 100 years or even longer is much smaller. Presumably, a description of all existing companies by age would look similar to a typical population pyramid (without latest effects of excessive aging of populations in some economies). [Read More…]

Matrix to asses potential problems for projects

When Consulting Projects Go Sideways

Every consultant has at least one project horror story, though some of us have seen more than others. You may call it the project from hell, the death march, or the one that ended up in the ditch. If you haven’t experienced a project that’s gone sideways, consider yourself in the lucky minority.

When a project runs aground, it’s almost always avoidable—at least in hindsight. Projects that end up sideways usually kick-off with unbridled enthusiasm; consultants and clients expect sky-high results. [Read More…]

Management models and tools – what they can do and what they cannot do

Management tools and models – as the SWOT or the 7s-Model – are discussed controversially. Some people use them as important tools for analyzing businesses and developing strategies. Others call them “buzzwords”, used by consultants to boost their profile. The truth about the value of management models probably lies somewhere in between. So what should you take into consideration when using models? [Read More…]

The Worst Thing about Best Practices

A colleague asked me to review a client proposal and, at first glance, it looked like a winner. The proposal was short, and it laid out the client’s problem in clear, crisp language. Plus, the team was a great match for the project. I thought, how refreshing — a jargon-free, informative proposal.

Then I read the section describing how the team planned to complete the work and groaned inwardly: the project approach was to rely on the use of “best practices.”

“You don’t really mean this, do you?”

“Look, the client says it right here in the request for proposal,” my colleague said. “They asked us to bring best practices to the project. We won’t win the work without them.”

I resisted the urge to scream.

Few consulting “tools” are more widely abused these days than so-called best practices. It’s no wonder most banks, supermarkets, airlines, retailers, and consulting firms look astonishingly similar—they’ve been busy copying each other’s best practices for decades. [Read More…]

Steps from market segmentation to marketing planning

Market Segmentation – Why is it Important?

When it comes to marketing strategies, most people spontaneously think about the 4P (Product, Price, Place, Promotion) – maybe extended by three more Ps for marketing services (People, Processes, Physical Evidence). Market segmentation and the identification of target markets, however, are an important element of each marketing strategy. [Read More…]

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Latest Link Tips

Leading strategic initiatives under uncertainty

At first glance, this seems to be an article about uncertainty and how to handle it in the context of strategy. However, it actually is about governing strategic initiatives. The key question is:

What is the best way to move from a company strategy to … a stream of initiatives that will deliver it?

The secondary objective would be to improve the success rate of strategic initiatives, which often have a high failure rate. Uncertainty is just the one and most important condition under which such initiatives are carried out. [Read More…]

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