Harriet Rubin in Soloist said: “Painters do projects. Mozart did projects: symphonics. Architects build buildings. What all these creations have in common with work you do as a soloist is: You start with only a vague sense of knowing where you are going, and this is good because you want to exceed all known bounds. …
In the new Brand U career game, what you know is as important as who you know. You may be a Brand U core process employee or may be a Brand U worker jumping from project to project. Each project allows you to gain more experience and exposure to a company’s operations, processes, and products. …
Some say dot.coms are Brand U organizations of the Millennium. They are the result of a major paradigm shift to the New Economy. They operate under an entire new set of business assumptions. The Web redefines core processes and competencies for almost all companies. For example, Internet classified advertising is stealing the single biggest profit …
The Internet is blurring many of the traditional lines of business. The issue of what’s core is now a principal concern of all companies and ultimately Brand U’s. Traditional business executives as the rise of the Web, because Internet companies dispense with many of the things traditional businesses consider essential such as brick and mortar …
But what will happen to the millions of people who used to sell or distribute products directly to customers? They may be out of a job and morph into Brand U’s. It’s happening in every industry. Amazon.com, the on line bookseller, is grabbing sales from traditional booksellers, such as Barnes and Noble and many others. …
An organizational transformation driven by technology communicates a sense of urgency that business as usual is dead and improvements should be dramatic. The problem with transforming is that scrapping and starting over is a shock to an organizational system that has worked for years. Change is horribly difficult to people if major surgery is suggested …
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Pay attention Brand U’s. The rationale for this type of change goes something like this: Competition continues unabated. Five, ten, and even fifteen percent incremental improvement is insufficient. To stay competitive, 50% to 300% stretch objectives are required. How is this done? Offering these new products and services ahead of the change curve is where …
There are two basic approaches to creating a flexible, competitive organization: 1. continuous process improvement (CPI) and 2.transformational/reengineering. Brand U’s need to know both. Continuous process improvement (CPI) is incremental and evolutionary where one organizational success builds upon the next. In baseball terms, this is called winning through hitting a series of singles and doubles. …
The 1990s will be remembered as the start of constant and persistent organizational change due to competitive and marketplace pressures that created the Brand U revolution. The constant change resulted in new work rules and expectations. Change labels include continuous process improvement, total quality, redesigning, reengineering, and transforming organizations. All of which mean reworking the …
Brand U organizations are the New Economy organizations. They are fast and adaptable. Brand U organizations, such as Intel, Microsoft, and Ford, focus on what they do best: their core processes. Process orientation involves a change of mindset, a change in how they perceive and approach their work. A process orientation is a paradigm shift …