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Last updated: Friday 23 Dec, 2005-12.30 P.M (PST)



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Selected by Zeeshan Ahmed Khan
Nov 28 - Dec 04, 2005


The management of people is a 'marketing job'

The key to maintaining leadership in the economy and the technologies that are emerging is likely to be the social position of the knowledge professionals and social acceptance of their values. Today, however, we are trying to straddle the fence-to maintain the traditional mind-set, in which capital is the key resource and the financier is the boss, while bribing knowledge workers to be content to remain employees by giving them bonuses and stock options. But this, if it can work at all, can work only as long as the emerging industries enjoy a stock-market boom, as did the internet companies.

The management of knowledge workers is a 'marketing job'. And in marketing one does not begin with the question: "what do we want?" one begins with the questions: "what does the other party want? What are its values? What are its goals? What does it consider results?" What motivates knowledge workers is what motivates volunteers. Volunteers have to get more satisfaction from their work than paid employees, precisely because they don't get a paycheck. They need, above all, challenges.

ACTION POINT: Provide your best employees with satisfying challenges.


Acquisitions should be successful, but few are, in fact.

Acquisitions should be successful, but few are, in fact. The reason for this nonperformance is always the same: disregard of the well-known and well-tested rules for successful acquisitions.

The six rules of successful acquisitions are:

The successful acquisition must be based on business strategy, not financial strategy.

The successful acquisition must be based on what the acquirer contributes to the acquisition.

The two entities must share a common core of unity, such as markets and marketing, or technology, or core competencies.

The acquirer must respect the business, products and customers of the acquired, as well as its values.

The acquirer must be prepared to provide top management to the acquired business with in a fairly short period, a year at most.

The successful acquisition must rapidly create visible opportunities for advancement for both the people in the acquiring business and people in the acquired business.

ACTION POINT: Evaluate three acquisition prospects against these six rules. Which ones would you recommend that your organization pursue?


There is a service waiting to be born.

The truly revolutionary impact of the information revolution is just beginning to be felt. But it is not "information" that fuels this impact. It is something that practically no one foresaw or even talked about fifteen or twenty years ago: e-commerce-that is , the explosive emergence of the internet as a major, perhaps eventually the major, worldwide distribution channel for goods, for services, and, surprisingly, for managerial and professional jobs. This is profoundly changing economies, markets, and industry structures; products and services and their flow; consumer segmentation, consumer values, and consumer behavior; jobs and labor markets.

New and unexpected industries will no doubt emerge, and fast. There is a service waiting to be born.

ACTION POINT: Fast-forward to 2015. What are three entirely new businesses that will emerge in your industry from technological developments that you can identify today?


Just when you think advertising has scraped the bottom of the barrel of indecency, they lower the bottom.
MICHAEL ANTEBI, American advertising executive.

In a fast-paced world, today's popular brand could be tomorrow's trivia question.
WAYNE CALLOWAY, American industrialist, Chairman of PepsiCo.

Perhaps the biggest responsibility of any corporation is to own up when it makes a mistake.
LEE IACOCCA, American automotive industry leader, former CEO of Chrysler Motors, and director of several other auto manufacturing companies, and author.

Change what you can change. Accept what you cannot change.

In a decentralized, customer-driven company, a good leader spends more time communicating than doing anything else. He must communicate with the employees to keep them all working towards the same goals, and he must communicate with his customers to keep them abreast of the company's new activities and services.
JAN CARLZON, Swedish business leader, former CEO of Scandinavian Airlines system, speaker and author.

What's the difference between a consumer and a customer? One consumes a lot, while the other cusses a lot.

I Knew what I wanted .you never listen to people who say no. The only one who can defeat you is yourself.
SIDNEY SHELDON, American author, screenwriter and playwright.

Economists are people who, when they take a cab, sit looking out the rear window-because in their jobs they are so used to looking at where we have been, rather than looking ahead to where we are going.

Winning companies realize they are only as strong as the intelligence, judgment and character of their employees.
GEORGE BUSH, American statesman, and 41st president of the United States of America.

If at first you don't succeed, blame someone else.

Timeliness is the politeness of kings.
LOUIS XVIII (1755-1824), French king. Souvenirs de Lafitte (1844).

A little learning is a dangerous thing.
ALEXANDER POPE (1688-1744), British poet and satirist.


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