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- Business risk: Bet the farm only when the crops are on fire.
- You are watched, mostly when decisions are tough.
- Learn to never handle a paper or email twice
- How can you let a talented employee go to pursue a new career?
- You are your company’s moral compass.
- Have you been celebrating each victory?
- Here’s a rule for companies with outstanding loans
- Have you made the mistake of hiring too soon?
Category Archives: The fight for quality
How do you teach your work force that mistakes are OK as long as they learn and don’t repeat them? By being a visible example. A friend and fellow CEO states that he publishes each of his mistakes in his … Continue reading
Over fifty years ago, I was CEO of a record manufacturing company in Hollywood. We were the only such facility on the West coast to provide and control the entire process from studio, through finished vinyl record pressings in the … Continue reading
An executive’s job is not easy, nor is there much time in a typical day for outreach of any kind. Especially in a growing company, the CEO is drawn into daily process issues by all of his or her direct … Continue reading
Getting any product to market is an act composed of a series of compromises in quality, product perfection, feature-functionality, and cost effectiveness. If every development engineer could control the release date of the component or product for which s/he is … Continue reading
There is a life cycle for any product, and it is much shorter on average today than five years ago, especially in the technology world. Companies that are successful with their first product must begin thinking about the costs of … Continue reading
When a new CEO or manager is hired into a company, for a while lots of energy flows from the top and new ideas seem to be generated daily. It is one reason not to fear the unknown when upper … Continue reading
There is more money lost in businesses today from inefficient processes than any other single area. Yet this is not a place where most managers feel comfortable deconstructing and rebuilding. Somewhere out there is a consultant or future employee (or … Continue reading
Allowing small problems to escalate into big ones is simple. Just ignore the signs for long enough and the job is done. It takes far more energy to review regularly the key performance indicators you’ve established for each individual … Continue reading
Here is one that takes a real leap for a younger manger or CEO to believe. After hiring someone with all of the attendant enthusiasm followed by the training and learning curve, if an employee shows signs of weakness in … Continue reading
Time bankruptcy results from the deliberate over-commitment of core resources. I created the term “time bankruptcy” almost thirty years ago when the computer software business was young, and I was a software developer building a young company based upon … Continue reading