Reinvention in 2010

Harvard Business Review recently focused on the two main pillars of BV. The November/December edition featured the ideas of legendary management thinker Peter F. Drucker, and the January/February issue focuses on the critical importance of business reinvention and acceleration. It has never been clearer—2010 is the best year ever to begin to systematically reinvent your company one project at a time.

Why the Professional Services Billable Hour is Being Attacked

Many companies are now fighting the conventional professional services model that incents firms to “rack up more hours for bigger bills.” It is clear that the professional services model needs to more productively combine independence, senior experience, and an accelerated approach—not only to improve the professional services model, but to help enterprises reinvent themselves better and faster.

The Smartest Companies Are “Earning” Organizations

In his recent BusinessWeek.com article, Rick Wartzman, the Drucker Institute’s Executive Director, wrote that “Brand Velocity may well be the smartest company you’ve never heard of.” The truth is that every company can be smarter. But, this requires more than being a learning organization. In today’s rapidly changing global environment, companies need to advance from “learning” to “earning.” In other words, moving from a reengineering mindset to one of reinvention.

Reinvent Your Enterprise—More Productively

Companies frequently struggle to get important work done within and across their functions and divisions because they don’t have a systematic approach or specially-designed tool. Legendary management thinker Peter F. Drucker called this dilemma a “knowledge work productivity” problem.

Make the Shift from Learning to Earning through Acceleration

Learning is good. Earning is better. If you aren’t satisfied with your company’s speed and believe that too much energy goes into meetings versus results, you may benefit by shifting from a learning to an earning orientation.

Why Accelerated Projects Are Better and Safer

With major technology projects, faster is also better. To accelerate change, it is important to accelerate projects, requiring four integrated steps: a visionary destination, holistic steps, sequential deadlines and individual accountability.

Reduce Your Technology Costs by Managing the ‘Five Red Flags’

What can you do differently to reduce costs and be more successful? Learn how you can understand and manage the linkage between the ‘Five Red Flags’ of technology projects and the key players involved.

The Secret to Successful Enterprise Technology Projects

The problems with enterprise technology projects are very often driven by non-technical issues, and these very same issues eventually turn into company-wide technology nightmares—with truly frightening cost implications. Companies can do better by using a different approach.

Why Key Enterprise Projects Struggle

It is important for executives, especially Program Directors, to have independent and experienced assistance. Program Directors should be professionally supported, at the rate of at least 2% of the project’s overall cost. Done properly, this 2% investment will pay out rapidly and significantly.

Your Enterprise Is Your Corporate Brand. Accelerate It.

Many people focus on products when they think about brands. Yet, in the global economy, your corporate brand may be your most valuable asset.

Why Corporate Brands Are Not Assets

A key lesson is that your corporate brand is not the source of your competitive advantage—it is the result of it.