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Posts Tagged ‘Culture and Leadership in Business’

On January 31, 1865 the U.S. House of Representatives passed the 13th Amendment to the Constitution. It abolished slavery in America with the statement that read; “Neither slavery nor involuntary servitude…shall exist within the United States, or any place subject to their jurisdiction.” Prior to that time, Britain abolished slavery throughout the British Empire with the Slavery Abolition Act 1833 and the French colonies abolished it in 1848.

In the 21st Century, with focus on brand reputation and transparency, we are beginning to recognize injustices and social issues that have been ignored for decades or centuries. Ethical values of any corporation becomes the drivers for all employees. And if the corporation extends beyond the territorial boundaries of their corporate headquarters, what those values mean need to clearly be communicated and embraced in host country affiliates, too.

Unfortunately, many companies are still accepting these practices through their supply chains. The acceptance of slavery, child labor and other labor issues are becoming visible to organizations as Apple, HP and Cisco.  However, some of these multinational corporations are beginning to enact policies of change while other contemporary companies are still ignoring controversies relating to employee grievances or treatment solely for economic purpose, not humanitarian.

As the article indicates: “Obtaining reliable estimates of the extent of the problem of modern slavery is only the first step in eradicating it. Modern slavery will only end after the systematic causes and consequences of the problem are dealt with. First, victims must be identified and get the support they need to leave their situation. Criminal justice mechanisms need to be reinforced and coordinated to successfully prosecute perpetrators. Global supply chains need to be carefully monitored to avoid labor abuses by contractors and subcontractors.

Through its global surveys, Gallup will continue to partner with Walk Free in its mission to give a voice to the millions of people enslaved around the world.”

http://www.gallup.com/poll/179459/million-adults-children-slavery-worldwide.aspx?utm_source=alert&utm_medium=email&utm_content=morelink&utm_campaign=syndication

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“The most difficult thing is the decision to act, the rest is merely tenacity.” ~Amelia Earhart
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Embrace transformation for yourself and your business, to adapt, to grow, to innovate and to win with a competitive advantage.
Thought of the week: “Learn to adjust yourself to the conditions you have to endure, but make a point of trying to alter or correct conditions so that they are most favorable to you.” ~William Frederick Book

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Building a bridge to benefits thumbnail

Owners, Executive and other Leaders are investigating a global world concerned about Sustainability, that type of understanding can be difficult to obtain. In early December 2013, I published my second book entitled “Building a Bridge to Benefits”. If you are interested in reading about the book or want to purchase copies today, here is the link to CreateSpace, an Amazon company, go to: https://www.createspace.com/4532590
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Contact information and Services
A Certified Sustainability and Quality consultancy
•    Sustainability and Quality Consulting
•    Sustainability and Quality Workshops
•    Sustainability and Quality Speaking Engagements

Jarvis Business Solutions, LLC

Toll Free: (888) 743-3128
Email: Ralph.Jarvis@JarvisBusinessSolutions.com
Web site: http://www.JarvisBusinessSolutions.com

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“The art of life is a constant readjustment to our surroundings.”
~Kakuzo Okakaura
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Herb Kelleher is often quoted as saying; “If you don’t change, you die.” When asked by his successor, Gary Kelly, to expand on that notion, he said, “If things change faster outside your company than they change inside your company, then you have something to worry about.”

Change is often called the “business constant”. For change in the marketplace, the government, regulations, Customer needs and wants, various forms of technology, even the issues of land, water and air are variables that influence business and your enterprise. So, I agree whole heartedly with Mr. Kelleher and Mr. Kelly.

The beliefs of Mr. Kelleher and Mr. Kelly are substantiated by McKinsey & Company research. Their experience with scores of major transformation efforts, combined with research they have undertaken over the past decade, suggests that four key functions collectively define a successful role for the CEO in a enterprise transformation:

  1. Making the transformation meaningful. People will go to extraordinary lengths for causes they believe in, and a powerful transformation story will create and reinforce their commitment. The ultimate impact of the story depends on the CEO’s willingness to make the transformation personal, to engage others openly, and to spotlight successes as they emerge.
  2. Role-modeling desired mind-sets and behavior. Successful CEOs typically embark on their own personal transformation journey. Their actions encourage employees to support and practice the new types of behavior.
  3. Building a strong and committed top team. To harness the transformative power of the top team, CEOs must make tough decisions about who has the ability and motivation to make the journey.
  4. Relentlessly pursuing impact. There is no substitute for CEOs rolling up their sleeves and getting personally involved when significant financial and symbolic value is at stake[1].

Change is preparing your organization to lead and be proactive ahead of a change curve. Read this article and understand some of the insights gleaned from Southwest airlines are important. http://tinyurl.com/lxoxyqk

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[1] Aiken, Carolyn B.  and Keller, Scott P.; The CEO’s role in leading transformation; Insights & Publications; February 2007

______________________________________

Building a bridge to benefits thumbnail

Owners, Executive and other Leaders are investigating a global world concerned about Sustainability, that type of understanding can be difficult to obtain. In early December 2013, I published my second book entitled “Building a Bridge to Benefits”. If you are interested in reading about the book or want to purchase copies today, here is the link to CreateSpace, an Amazon company, go to: https://www.createspace.com/4532590
______________________________________

Contact information and Services
A Certified Sustainability and Quality consultancy
•    Sustainability and Quality Consulting
•    Sustainability and Quality Workshops
•    Sustainability and Quality Speaking Engagements

Jarvis Business Solutions, LLC

Toll Free: (888) 743-3128
Email: Ralph.Jarvis@JarvisBusinessSolutions.com
Web site: http://www.JarvisBusinessSolutions.com

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Why do we turn to nonprofits, NGOs and governments to solve society’s biggest problems? Michael Porter admits he’s biased, as a business school professor, but he wants you to hear his case for letting business try to solve massive problems like climate change and access to water. Why? Because when business solves a problem, it makes a profit — which lets that solution grow.

Please take about 16 minutes to listen to Dr. Porter and understand why our global  business environment has changed and why business needs to modify it’s models to reflect that change.

Michael E. Porter wrote the books on modern competitive strategy for business. Now he is thinking deeply about the intersection between society and corporate interests. He argues that companies must begin to take the lead in reconceiving the intersection between society and corporate interests — and he suggests a framework, that of “shared value,” which involves creating economic value in a way that also creates value for society.

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President Abraham Lincoln would have recognized that change is timeless and nestles into each generation. Sustainability is one such form of change. I think Ol Abe would have repeated this quote:

“The dogmas of the quiet past are inadequate to the stormy present. The occasion is piled high with difficulty, and we must rise with the occasion. As our case is new, so we must think anew and act anew.”

My newest book, Building a Bridge to Benefits, provides Owners and Executives understanding how and where Sustainability can improve performance and efficiency.

This book provides a step-by-step approach, from Vision to Waste to Tangible Benefits, in molding an organization into a Sustainable Developed enterprise. Building a Bridge to Benefits is a top-down approach to transforming a corporation into a Sustainable Developed enterprise. Environmentalist will say Sustainability is doing more with less. But that does not communicate the real business value to an executive.

I had the good fortune to have the book edited by two key Sustainability experts from the University of North Texas: Dr. Todd Spinks, who is the Director – Office of Sustainability and Mr. Raynard Kearbey – Associate Vice Chancellor for System Facilities. They were helpful in refining the pragmatic Sustainability message I wanted to dispatch to business leadership.

Sustinability is clearly understandable and links to the inter-connectivity to social, economic and environmental domains. Sustainability is an initiative based on methodology, ethics and changing a business mindset. It explains what Corporate Social Responsibility is about and how it could be integrated into your Strategic Planning, not replacing it. It illustrates how a focused effort can leverage Lean Six Sigma as a best-practices, while adopting Ethics and Stewardship principles, implementing transformation and adjusting the enterprise mindset to work within a clearly understood and effective processes.

Sustainability provides awareness of consumption and why creating emissions are problems. It highlights why efficient process are needed and may not be optimized. How it can be used to provide differentiation of their product offerings in the marketplace. Why corporations should weave Sustainability into their overall corporate strategies as opposed to a stand-alone strategy. It answers questions why Sustainability is important to all employees, why link to Lean Six Sigma, why would executives consider making a change to the organization and what are the key wastes that should be eliminated from the enterprise.

As a management consultant, I understand that company Owners and Executives are constantly searching for better ways to do business. Most executives are becoming aware that their competition are benefiting from such a transformation, that government is becoming more invasive and they want to understand where tangible benefits can be gained.

As a senior consultant, I believe Sustainability will be a key centerpiece in every prudent 21st century Business Strategy. While many Owners and Executives are considering Sustainability projects, very few are clear how to effectively implement a Sustainability initiative. Fewer still are not looking to combine Sustainability with Lean and Six Sigma methodologies, but that combination would optimize transformation and instill best practices.

Currently, the book has 12 chapters that approach your Vision to identify and eliminate costly waste:

1. A Vision For Sustainability
2. Executive Commitment And Vision
3. Corporate Social Responsibility
4. Corporate Planning and CSR
5. Sustainability’s Engagement Strategy
6.  All Employees Own The Vision
7. Ethics And Stewardship
8. Good People And New Talent
9. Sustainability and Quality Crossroads
10. Identifying Inefficiencies and Waste
11. Transformation’s Four Phases
12. Realization – Audit and Validation

(Note: The book is now being finalized and any edits may change chapter headings.)

______________________________________

Contact information and Services
A Certified Sustainability and Quality consultancy
•    Sustainability and Quality Consulting
•    Sustainability and Quality Workshops
•    Sustainability and Quality Speaking Engagements

Jarvis Business Solutions, LLC

Toll Free: (888) 743-3128
Email: Ralph.Jarvis@JarvisBusinessSolutions.com
Web site: http://www.JarvisBusinessSolutions.com
Blog: Horizons.JarvisBusinessSolutions.com

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“The greatest ignorance is to reject something you know nothing about”
 ~Unknown
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Geoffrey Moore published a landmark book in 1991, entitled “Crossing the Chasm”. The theme of the book focused on marketing and selling technical and disruptive products to mainstream customers. In a very real sense, his perception of disruptive products being brought into the marketplace is aligned with similar efforts a company would go through implementing Sustainability principles.

Everyone who includes and aligns principles of Sustainability into their strategic planning and business model will have performance and profitability consequences.  Regarding Sustainability, “Innovators” and “Early Adopters” are clear winners in the marketplace by refining their processes, eliminating waste in their production and products and engaging Customer and Suppliers who also are like-minded. From Moore’s book, technical companies considered “Early Majority” businesses were also rewarded.

Why are major corporations engaging in Sustainability and Corporate Social Responsibility? What do they see that other corporations do not? These are leadership segments that Geoffrey Moore called the “Innovators” and “Early Adopters”. Their leadership differentiates their companies and products through Sustainability. They are the industry leaders and by being first, permit them to mold their industry. They are the companies who have quickly recognized the value of Sustainability. These leaders find it easy to understand the concepts, appreciate the benefits, and relate benefits to other opportunities. These leaders recognize that pragmatic Sustainability “makes good business sense” and “is the right thing to do”.

I ran across this article and found it is a great perspective of tangible benefits. Why would reading this be important? Simply, there is complete misunderstanding to the value of Sustainability and Corporate Social Responsibility. Read The Cart Goes After The Horse. Okay, Which One Is The Horse?

Good business leadership will recognize the need for change and probably already recognizes the value of Sustainability today. But their competition, the ones who believe CSR is only window dressing, will be the laggards. Their destiny is already known.

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Norman Marks, VP of SAP, considers himself an evangelist for better run business. He is a practitioner and thought leader in internal audit, risk management, compliance and ethics, and has led large and small internal audit departments, been a Chief Risk Officer and Chief Compliance Officer, and managed IT Security and governance functions. The following article was written by Mr. Marks and was published in Sustainable Business Forum (click on this link to read more).

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