I found the article in the April 2010 issue of Harvard Business Review, "Best Practices Only Get You So Far", an interesting read. As HR consultants and practitioners we tend to reference best practices and benchmarking stats quite frequently. However C.K. Prahalad, the Paul and Ruth McCracken Disringuished University Professor of Strategy at University of Michigan's Ross Scholl of Business, believes companies become winners by spotting big opportunities and inventing 'next' practices.
Today my 17-year-old daughter returned from Senegal, Africa with her French class. I admire the tenacity of the 11 students and 2 teachers who visited the third world country to experience a culture unlike their own. Having participated in a teacher exchange program, the students at Oakton High School visited their former exchange teacher, Mr. Jobe, who returned to his native country in June of 2009. The group was in Senegal for a period of 10 days.
The recession of 2007 has leaders realizing that they must set a broad strategic direction while remaining open to unexpected opportunities that appear along the way. History has proven that volatile markets do produce opportunities. You see shifting regulations generate unexpected sources of funding; changing consumer preferences create demand for new products or services; and distressed competitors selling off assets cheaply. More than ever, companies need the capability to consistently spot and execute on unexpected opportunities before competitors do. Donald Sull conducted research over the last 10 years, studying firms hat excelled at execution in some of the world’s fastest-changing markets, and most unforgiving industries. Through his research he identified common obstacles that undermine an organization’s ability to execute on their established strategies and take advantage of unexpected opportunities. According to Sull, by asking themselves seven questions, manager can quickly assess their companies’ readiness to rebound.
Recently a colleague and advisor shared a story about the Chinese Bamboo. For me it was so relevant, not because I am a horticulturist, but because it tells the story of "paced growth and slowing down." There is a book I've enjoyed reading by David Kundtz called "Stopping, How do be Still When you Have to Keep Going."
Recently, the Department of Homeland Security's Immigration and Customs Enforcement unit sent over 650 audit notices to employers for the purpose of auditing I-9 forms. The I-9 form is used by employers to verify the eligibility of employment for employees and is required by law. The failure to properly verify the eligibility of employment can result in large fines, a criminal investigation and potential prosecution. Employers can be fined $1,000 per employee for whom the I-9 form was not properly completed. In an effort to help mitigate your risk, please take some time to consider the following:
This article is based on an interview I had with TiTi McNeill on the topic of leadership. Nearly 20 years in business, TiTi McNeill is founder and CEO of TranTech, an IT solutions and service provider to the federal and commercial sector. When congratulated for successfully growing her company to the level she has achieved, TiTi responded by saying "It's not enough. We can always do more!" After speaking to TiTi for just a few brief moments, one is drawn in by her energy, drive and passion. She is clearly dedicated to growing her business in order to provide ample opportunities for her employees as she ensures her client needs are well addressed When TiTi started her business in 1989, she was motivated by a sense of accomplishment, helping others succeed, and building a growing business. She launched TranTech in a part time capacity while working for her primary employer full time. She continued in this capacity for one year, until she had 6 employees on payroll. These early factors continue to motivate her today. She believes in constantly challenging herself, and those around her.
