Monthly Archives: September 2014

Turning Overload into Coherence

For the last month I have been involved in an ongoing process of transformation with an organization in the education sector. While my role was not clearly defined at the beginning, each day that passes it is becoming clearer that my work is based on making things coherent.

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Coherence is defined as systematic or logical connection or consistency and an integration of diverse elements, relationships, or values by Merriam-Webster dictionary.

I was reading a piece from a US education organization where they were talking about the challenge of leaders in the education sector and they used the phrase: “turn overload into coherence.” I thought it particularly apt for a post on this blog where I often talk about leadership and about managing complexity (the theme from last year’s Drucker Forum).

The challenge of turning overload into coherence is not reserved only for the education sector. It appears everywhere where we have high-level strategic decisions being compressed into a hectic schedule of priorities and deliverables. The key is finding coherence; connections that allow us to utilize resources efficiently while contributing to the mission of the organization.

In previous posts, I have talked about branding, authenticity and how to consistently do what you say you are going to do and what people expect of you. Coherence is fundamental in branding; ensuring that your message, values, “reason for being” is consistent and integrated across all your communications and your actions.
In closing, coherence is the way to take abstract ideas and ensure they are implemented in the various areas of your organization. Actions yield results but they should be the “right” results and implemented by motivated individuals who understand why they are doing what they are doing.

EMC

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Savvy Saturday September 20th, 2014

Never give up on what you really want to do. The person with big dreams is more powerful than one with all the facts. — Albert Einstein.

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Savvy Saturday September 13th

An idea that is not dangerous is unworthy of being called an idea at all. — Oscar Wilde

Visual Business Inspiration

I am working on a design project and thought this was a great piece of inspiration…and by “break the rules” I would say question the rules, the status quo, the normal way of doing things. Sometimes our perception of limitations/rules needs to be broken by thinking creatively about solutions and by designing experiences.

Nate Berkus

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Savvy Saturday September 6th, 2014

“Your life should consist of more than commuting, working, eating, surfing the Internet, sleeping and watching TV. Your life should be filled with purpose-driven experiences and projects that bring excitement, passion, energy, and authentic meaning and joy into your life.” — Richie Norton

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Six Principles for Doing Business in Latam

Strategy and Business published a piece on doing business where governance is weak. They talk about how to succeed in markets that are prone to ethical and legal risks and focus their article on examples in Asia and the Middle East. It’s a fascinating read and one that illustrates principles for doing business that can be applied to our region of focus – Latin America.
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Here are six of those principles that are crucial to doing business in Latam:

1) align vision and values – this is about ensuring that all stakeholders – from board members to business unit leaders – share the company vision and their corporate values which includes ethical behaviour and how to deliver a product or service in the region. This is particularly important when managing country operations from headquarters outside the region (e.g. from the US or Europe).

2) understand the “way to play” at the local level – uniquely local ways to play exist and should be planned for. How relationships are built and how local talent is utilized is extremely important when contemplating success in Latin American markets.

3) identify key stakeholders – as mentioned in earlier blog posts, it’s important to identify who are the people that are decision makers and influencers in your industry and in the environment in which you operate.

4) build your brand – look at ways to engage your clients with your brand specific to the market. Understand your brand personality at a corporate level but tailor it to your market. You can minimize risk in Latam and emerging markets by having a strong brand that connects to users on many different levels.

5) stay vigilant – empower your local team but stay vigilant of what is going on. Tapping into resources like your country/Embassy trade representative or local expertise can help you stay in tune with local developments. Ensure that vision, values and company policies are not compromised.

6) adapt the governance model – this is the final suggestion from the writers of the article and it’s something that Hipona Consulting strongly recommends whether your company operates internationally or locally. It’s about making sure that members of your board represent the diversity and dynamic characteristics of your company, stakeholders and market. Local board members or committees can help connect the company’s interests to local interests and at times can prove very valuable to getting ideas – and company vision – across.

EMC

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