Some key words you must know :-
OEM : Original Equipment Manufacturing -> may be you are
ODM : Own Designing and Manufacturing -> maybe you plan to be
OBM : Own Branding and Manufacturing -> Maybe you are afraid of or love to be
No matter what you want to be, just open your mind to explore your future , and develop your own business model which can be sustaining.
My clients keep asking me what the strenthen or chances for HK companies to survive nowaday. The answer may rely on the creative thinking and the branding ? What do you think ?
引用:
文:洪興立 ( 香港理工大學工商管理研究院高級講師 )
圖:SCMP Digital Collections
最近香港社會出現了一種悲觀的講法，不少人認為：大部分本地企業於10年前已進入成熟期；時至今日，不少更開始了衰老期，香港整體經濟將會停滯不前，甚至有明顯的萎縮現象。這大趨勢是不可逆轉的，金融海嘯只不過是加快了衰老的速度而已。究竟香港企業是否真的已到了衰老期呢？
See details in http://www.jiujik.com/jsarticle.php?lcid=HK.B5&artid=3000023357&arttype=MGT&artsection=CAREER
2009年5月9日星期六
2009年5月7日星期四
Leadership In Hard Times
Leadership In Hard Times
Leading - and Succeeding - in a Downturn
Don't leave your team stranded.
©iStockphoto/JLFCapture
"The truth is that no one factor makes a company admirable. But if you were forced to pick the one that makes the most difference, you'd pick leadership."
Warren Bennis, Organizational Consultant and Author
As organizations adapt to changing business environments, the need for effective leadership is especially critical.
When times are good, leading a company or a team is exciting. Resources are plentiful, customers are satisfied, and opportunity is everywhere. However, when the economic conditions are challenging, this excitement and positive energy tend to weaken. People often feel the pressures of work, and they fear for their job security. These worries and fears present a major challenge for leaders who want to keep their teams on target and productive.
Good leadership is good leadership, regardless of the economic climate. However, during difficult times, top-notch leadership skills become even more important. Second-rate leaders might be able to keep a company going in a strong economy, but you need high-performing leaders to succeed in tough times.
Of course, you need leaders who can control costs and conserve cash. However you also need leaders who see opportunity - and who will strive to seize that opportunity - despite all the negativity. You need leaders who remain committed to their people. And you need leaders who can transfer their own positive outlook to the people around them.
Create New Opportunities
In an economic downturn, you need to conserve your resources so that you can survive. However, you also need to position yourself to benefit as competitors falter, and to be ready when the economy recovers. An economy in decline is often an opportunity to regroup, rethink, and renew. To take advantage of new opportunities, consider doing the following:
Review your strategy - Figure out which objectives you're meeting, which ones need more emphasis, and which ones you should reconsider or drop as the environment around you changes.
Lead by example - Now, more than ever, you have to lead 'from the front' by setting an example. Take personal responsibility for customer care and contact. Actively pursue new business. Show that you're willing to make extra effort to commit to the organization's success.
Add value - One of the ways that leaders can gain greater market share and improve operations is by really listening to their customers. Look for innovative ways to add value without adding costs, and win customers who aren't being well served by your competitors.
Use market conditions to create a stronger business model for the future - If you're a senior manager, consider looking for bargains, in terms of mergers and acquisitions, which will improve your company's future competitive position. Whatever level you're at, negotiate keener rates with suppliers, which you can continue to enjoy after the economy recovers.
Take the opportunity to trim costs - Encourage cost-consciousness within your team or organization. Now is a great time to do this - everyone knows that times are tough, and people will be more willing than ever to cut unnecessary costs.
Implement a continuous improvement plan - Look at your systems and processes to find efficiency opportunities. Lead the way in building a culture of continuous improvement (members only). You can use these savings to pursue the numerous opportunities created by the downturn.
Commit to Your People
Negative messages are all too common during economic downturns. People are losing their jobs, unemployment rates are going up, and personal and corporate bankruptcies are increasing. This can weaken morale, both in the workplace and in society as a whole, and it can tip people into panic, severely damaging their productivity.
It doesn't have to be that way. Don't abandon your people. Use this time to reinforce how important they are, and build the skills they need to help the company survive.
Invest time in leadership skills training - Leadership is key to success. The better your leaders are, the better it is for you, your team, and the organization. OK, you may not want to spend a lot of cash on leadership training, however, when times are slow, you may be able to invest much more time than before in management and leadership development.
Retain your best people - Part of good leadership is keeping costs under control. However, profits are made by your people. Don't cut back on attracting quality people, and make every effort to retain your best team members by treating them with dignity and respect.
Be creative with recruitment and retention - Salary increases may not be possible, but you can do lots of other things to create attractive work conditions. See our members' article on Managing During a Downturn for specific ideas.
Build a motivating workplace - It's easy to focus too much on specific tasks and the bottom line, especially at a time when resources are limited and "cash is king". As a leader, however, you can't let that stop you finding ways to motivate your workforce. Sirota's Three-Factor Theory suggests the following:
Treat people fairly - When you can't avoid layoffs, give people as much warning as you sensibly can. Talk honestly about what's happening, and how cutbacks will affect them. And if you're cutting people, try to cut the volume and scope of the work you do so that you don't overload those who are left.
Provide useful work for which people are recognized - Be careful about reassigning the workloads of people who have been laid off. Take time to determine who is best suited for which tasks, and remember to give lots of praise. Match people's skills and interests with the work you need done.
Foster good relationships at work - If you have to stop the Friday company-sponsored lunch at a restaurant, replace it with a low-cost potluck event. Try to avoid cutting it entirely.
For more ideas on building motivation in the workplace, and improving individual motivation and performance, see Herzberg's Motivators and Hygiene Factors.
Project Positive Energy
Good leaders provide hope and vision. These two qualities can keep a workplace going, even during tough times. People need someone they can trust - someone who is inspiring, and knows how to get things done. As a leader, make it a priority to do the following:
Expect great things from your people - Within reason, the more you demand, the more opportunity you give people to perform, which can be highly motivating. However, don't push too hard, and remember to communicate your expectations.
Keep in touch with your people - Use the MBWA (Management By Wandering Around) technique (members only) to find out what's going well, and what needs your attention. Remember to recognize and praise success. Staying connected builds relationships and trust. In tough economic times, you need your staff to perform especially well. The more they know you care, the more likely they are to respond to your call for action.
Be visionary - Leaders with vision, passion, energy, enthusiasm, and real engagement with their staff, are the key drivers of economic growth. Stay focused on the big picture, and manage to the best of your abilities.
Take care of yourself - Respect your own feelings and emotions during difficult times. Where appropriate, share your concerns with people you trust, and build a network of people you can talk to, however work hard to remain upbeat - if you're constantly worried, others will sense this. Get enough rest to keep yourself fresh, and manage your emotions to keep your creativity and self-confidence high.
Key Points
Leadership during good economic times has its challenges. But those challenges increase when the economy is tough, and staff are worried about keeping their jobs and paying their bills.
In these conditions, leaders and managers must keep a sharp eye on their environment, prepare for recovery, support their people, and project enthusiasm and energy. By remaining positive, supporting your people, and looking for new business opportunities, you can help your company survive - and succeed - through the difficult times. Leadership performance is critical to organizational success, so use all of the assets available to you.
Leading - and Succeeding - in a Downturn
Don't leave your team stranded.
©iStockphoto/JLFCapture
"The truth is that no one factor makes a company admirable. But if you were forced to pick the one that makes the most difference, you'd pick leadership."
Warren Bennis, Organizational Consultant and Author
As organizations adapt to changing business environments, the need for effective leadership is especially critical.
When times are good, leading a company or a team is exciting. Resources are plentiful, customers are satisfied, and opportunity is everywhere. However, when the economic conditions are challenging, this excitement and positive energy tend to weaken. People often feel the pressures of work, and they fear for their job security. These worries and fears present a major challenge for leaders who want to keep their teams on target and productive.
Good leadership is good leadership, regardless of the economic climate. However, during difficult times, top-notch leadership skills become even more important. Second-rate leaders might be able to keep a company going in a strong economy, but you need high-performing leaders to succeed in tough times.
Of course, you need leaders who can control costs and conserve cash. However you also need leaders who see opportunity - and who will strive to seize that opportunity - despite all the negativity. You need leaders who remain committed to their people. And you need leaders who can transfer their own positive outlook to the people around them.
Create New Opportunities
In an economic downturn, you need to conserve your resources so that you can survive. However, you also need to position yourself to benefit as competitors falter, and to be ready when the economy recovers. An economy in decline is often an opportunity to regroup, rethink, and renew. To take advantage of new opportunities, consider doing the following:
Review your strategy - Figure out which objectives you're meeting, which ones need more emphasis, and which ones you should reconsider or drop as the environment around you changes.
Lead by example - Now, more than ever, you have to lead 'from the front' by setting an example. Take personal responsibility for customer care and contact. Actively pursue new business. Show that you're willing to make extra effort to commit to the organization's success.
Add value - One of the ways that leaders can gain greater market share and improve operations is by really listening to their customers. Look for innovative ways to add value without adding costs, and win customers who aren't being well served by your competitors.
Use market conditions to create a stronger business model for the future - If you're a senior manager, consider looking for bargains, in terms of mergers and acquisitions, which will improve your company's future competitive position. Whatever level you're at, negotiate keener rates with suppliers, which you can continue to enjoy after the economy recovers.
Take the opportunity to trim costs - Encourage cost-consciousness within your team or organization. Now is a great time to do this - everyone knows that times are tough, and people will be more willing than ever to cut unnecessary costs.
Implement a continuous improvement plan - Look at your systems and processes to find efficiency opportunities. Lead the way in building a culture of continuous improvement (members only). You can use these savings to pursue the numerous opportunities created by the downturn.
Commit to Your People
Negative messages are all too common during economic downturns. People are losing their jobs, unemployment rates are going up, and personal and corporate bankruptcies are increasing. This can weaken morale, both in the workplace and in society as a whole, and it can tip people into panic, severely damaging their productivity.
It doesn't have to be that way. Don't abandon your people. Use this time to reinforce how important they are, and build the skills they need to help the company survive.
Invest time in leadership skills training - Leadership is key to success. The better your leaders are, the better it is for you, your team, and the organization. OK, you may not want to spend a lot of cash on leadership training, however, when times are slow, you may be able to invest much more time than before in management and leadership development.
Retain your best people - Part of good leadership is keeping costs under control. However, profits are made by your people. Don't cut back on attracting quality people, and make every effort to retain your best team members by treating them with dignity and respect.
Be creative with recruitment and retention - Salary increases may not be possible, but you can do lots of other things to create attractive work conditions. See our members' article on Managing During a Downturn for specific ideas.
Build a motivating workplace - It's easy to focus too much on specific tasks and the bottom line, especially at a time when resources are limited and "cash is king". As a leader, however, you can't let that stop you finding ways to motivate your workforce. Sirota's Three-Factor Theory suggests the following:
Treat people fairly - When you can't avoid layoffs, give people as much warning as you sensibly can. Talk honestly about what's happening, and how cutbacks will affect them. And if you're cutting people, try to cut the volume and scope of the work you do so that you don't overload those who are left.
Provide useful work for which people are recognized - Be careful about reassigning the workloads of people who have been laid off. Take time to determine who is best suited for which tasks, and remember to give lots of praise. Match people's skills and interests with the work you need done.
Foster good relationships at work - If you have to stop the Friday company-sponsored lunch at a restaurant, replace it with a low-cost potluck event. Try to avoid cutting it entirely.
For more ideas on building motivation in the workplace, and improving individual motivation and performance, see Herzberg's Motivators and Hygiene Factors.
Project Positive Energy
Good leaders provide hope and vision. These two qualities can keep a workplace going, even during tough times. People need someone they can trust - someone who is inspiring, and knows how to get things done. As a leader, make it a priority to do the following:
Expect great things from your people - Within reason, the more you demand, the more opportunity you give people to perform, which can be highly motivating. However, don't push too hard, and remember to communicate your expectations.
Keep in touch with your people - Use the MBWA (Management By Wandering Around) technique (members only) to find out what's going well, and what needs your attention. Remember to recognize and praise success. Staying connected builds relationships and trust. In tough economic times, you need your staff to perform especially well. The more they know you care, the more likely they are to respond to your call for action.
Be visionary - Leaders with vision, passion, energy, enthusiasm, and real engagement with their staff, are the key drivers of economic growth. Stay focused on the big picture, and manage to the best of your abilities.
Take care of yourself - Respect your own feelings and emotions during difficult times. Where appropriate, share your concerns with people you trust, and build a network of people you can talk to, however work hard to remain upbeat - if you're constantly worried, others will sense this. Get enough rest to keep yourself fresh, and manage your emotions to keep your creativity and self-confidence high.
Key Points
Leadership during good economic times has its challenges. But those challenges increase when the economy is tough, and staff are worried about keeping their jobs and paying their bills.
In these conditions, leaders and managers must keep a sharp eye on their environment, prepare for recovery, support their people, and project enthusiasm and energy. By remaining positive, supporting your people, and looking for new business opportunities, you can help your company survive - and succeed - through the difficult times. Leadership performance is critical to organizational success, so use all of the assets available to you.
Online carbon calculators for businesses
The Carbon Trust: www.carbontrust.co.uk/footprintcalculator
BT: http://www.btplc.com/ClimateChange/CarbonCalculator/air.cfm
The Carbon Neutral Company: http://www.carbonneutral.com/sbc/index2.asp
Footprinter: http://www.footprinter.com
C Level: http://www.clevel.co.uk/business-calc.htm
Pure Trust: http://www.puretrust.org.uk/Home/Business/Calculator.asp
NEF: http://www.nef.org.uk/greencompany/co2calculator.htm
Terrapass: http://www.terrapass.com/business/
ClimateCare: http://www.climatecare.org/business/business-co2-calculator
--------------------------------------------------------------------------------
Learn how the Global FT500 are measuring and verifying their GHG emissions. Buy the Corporate greenhouse gas emissions reporting 2008 report.
BT: http://www.btplc.com/ClimateChange/CarbonCalculator/air.cfm
The Carbon Neutral Company: http://www.carbonneutral.com/sbc/index2.asp
Footprinter: http://www.footprinter.com
C Level: http://www.clevel.co.uk/business-calc.htm
Pure Trust: http://www.puretrust.org.uk/Home/Business/Calculator.asp
NEF: http://www.nef.org.uk/greencompany/co2calculator.htm
Terrapass: http://www.terrapass.com/business/
ClimateCare: http://www.climatecare.org/business/business-co2-calculator
--------------------------------------------------------------------------------
Learn how the Global FT500 are measuring and verifying their GHG emissions. Buy the Corporate greenhouse gas emissions reporting 2008 report.
Ten ways to remain competitive in the changing workplace
1. Attract talent by being a better employer
2. Find better ways to prolong working life
3. Analyse and use competence to full advantage
4. Synchronise training and development with economic requirements
5. Improve partnership between the public and private sectors
6. Encourage inclusive workforce
7. Promote universal English and Mandarin
8. Support vocational training that makes people job-ready
9. Encourage labour flexibility and cross-training
10. Invest in education and enabling technology
Source: Manpower Inc
2. Find better ways to prolong working life
3. Analyse and use competence to full advantage
4. Synchronise training and development with economic requirements
5. Improve partnership between the public and private sectors
6. Encourage inclusive workforce
7. Promote universal English and Mandarin
8. Support vocational training that makes people job-ready
9. Encourage labour flexibility and cross-training
10. Invest in education and enabling technology
Source: Manpower Inc
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About Me
- Berry Yeung
- Hong Kong, China
- Independent Management Coach (Business partner in Certification sector)