Interessant, aber nicht überraschend – oder? Erst der schnelle Entschluss macht den Manager zum Chef. Denkt der Manager – und irrt. Zudem fällt es offenbar einem Fünftel der Firmenchefs schwer, dem “Entscheider”-Klischee zu entsprechen. Entscheidungsfallen, begrenzte Rationalität, die Unfähigkeit in komplexen Situationen den Durchblick oder den Überblick zu behalten sind nicht erst seit Dörner u.a. […]
I noticed a brilliant essay on managerial speak and the complexities of management practice, namely matters of language, some extracts: [in Management] language has become untethered from normal meaning. Sometimes it floats free of reality altogether. and is supported by a comprehensive literature in which imaginary concepts and attributes are earnestly described and referenced, as […]
Nicholas Carr’s thoughts on the Oracle/Peoplesoft Merger are interesting, questioning the popular notion that mergers of software firms are horribly difficult, if not inherently doomed. Mainstream thinking holds that because the value of software makers lies in the creativity of their “human assets,” […] you couldn’t apply tough management discipline in quickly consolidating two organizations […]
… unter anderem weil die Komplexität der IT-Systeme hoch ist … und für (fundierte und) schnelle Entscheidungen in der komplexeren Post-Merger-Situation neue (IT-)Werkzeuge benötigt werden. [Ein] Planungsinstrument [das] in der Lage ist, die an den verschiedensten Orten und in unterschiedlichsten Tochtergesellschaften anfallenden Daten schnell zusammenzufassen, aufzubereiten und zu analysieren. Business Intelligence (BI) und Business Performance […]
an interesting article on critical thinking and how to deal with decision problems (and faults/pathologies/…). Notice this nice summary: Make sure you understand the logic behind your decision. Identify your assumptions and double-check them. Collect the data that will support or disprove your assumptions. Deliberately consider the situation from multiple frames. Remember the people! Think […]
An interesting review of a management book … called “It’s Not What You Say… It’s What You Do” by Laurence Haughton …. some noted gems: Laurence begins the book with a startling statistic. Fifty percent of company initiatives fall through the cracks within two years. and Most managers have a tendency to leap to conclusions, […]
An interesting article that highlights some reasons why huge institutions, like e.g. GM, have such a hard time changing: They are attached to their (cemented) organizational structures as they are facing a changing world. Why is it so hard for those inside GM to see the inevitable? Take a step into the Detroit mindset. No […]
