Leaders know they need to outperform their competitors to succeed — not by hitting the target with just one or two products, but by winning consistently across their businesses, time after time. To accomplish this, one must have clear answers to some basic strategic questions about the enterprise and its identity: Who are we? What makes our company unique? What is the basis of our advantage? What value do we create, and for whom? Most companies, however, don’t have answers to these questions. We studied 14 exemplary companies that can answer them effortlessly, including Ikea, Apple, Natura, and Haier. The research led to the development of the Strategy That Works profiler, an online tool that can help you see how well your company is answering these fundamental questions. In completing the survey, you will find out how well-equipped you are to close the gap between strategy and execution — in other words, how likely you are to realize your strategy. The questions in the profiler go deeper than any particular product or service. They are about the identity of your enterprise and the distinctive capabilities that enable it to create value. Early results of our study suggest that only slightly more than half of the leaders who responded, 57%, were able to describe a distinctive identity for their companies; only 26% thought that all their employees could do so. It’s not that executives who can’t answer these questions lack management skills or ability. Most business leaders are experienced in solving problems and moving their enterprises forward. The problem is that conventional wisdom of mainstream business practice makes it difficult to think clearly about fundamentals. Many companies, for example, have been chasing growth at any cost in recent years, building a wide range of products and services to address interesting market opportunities. But pursuing growth without understanding the fundamental advantage that drives the enterprise’s success has left them with an undifferentiated portfolio of products and services. They are average-to-good across the board but great at nothing. Leaders in such incoherent companies can learn to build long-term advantages from the management approach shared by the world’s leading companies. It consists of five acts of unconventional leadership. They begin with answering questions about the organization’s identity, and then build on that identity: Commit to a clear identity that is defined by how you create value for customers, by the differentiating capabilities that enable you to do so, and by the portfolio that thrives in that value proposition and capabilities system. Don’t chase market opportunities where you have no right to win Be clear-minded about what you do best, and build your strategy around those strengths. Translate the strategic into the everyday by designing and building your own bespoke capabilities that set you apart from competitors. Bring those capabilities to scale so that people across the organization work on executing your company’s strategy, day after day. Put your culture to work, instead of trying to change it or reorganizing it, in order to change employees’ behaviors. Identify a few critical behaviors that you want to spread throughout the organization. Empower managers and employees who demonstrate the behaviors you want to see more of. Leverage emotionally resonant attributes that are closely tied to your company’s identity. This will allow you to move your culture closer to where it will help you thrive with your strategy. Cut costs to reinvest in what makes you distinctive. Marshal your resources strategically: Double down on the capabilities that matter most, and prune back everything else. Instead of reacting to change, create the change you want to see by continuously advancing what you’re already great at and gaining privileged access to your customers. This will allow you to deliberately shape your future by using your capabilities to attract customers, talent, and other companies around you. Implementing these five acts may not be the only path to success, but it is the only path we know that closes the strategy-to-execution gap. And no other path seems to provide the same kind of long-term sustainable success. It is also an appealing path that feels intrinsically rewarding. Even taking a few steps down the path toward coherence can boost your company’s performance and morale.
Chinese companies Lenovo and Haier are embracing U.S.-style open innovation in surprising new ways.
«Современная экономика — это когда все продают друг другу китайские товары, по возможности выдавая их за свои», — цитирует расхожую фразу владелец ГК «Инжиниринг Плюс» Павел Евдокимов, который продает, производит и монтирует в Челнах климатическое оборудование. В интервью «БИЗНЕС Online» «продавец воздуха» рассказал о том, зачем придумал акцию «Haierле юл», о деловых обедах в ТПП и о «коммунизме по Стругацким».
Сегодня в автограде определились с замом по ТОСЭРу: после плодотворной деятельности в земельном хозяйстве зазывать инвесторов в автоград предстоит 30-летнему Эльдару Тимергалиеву. Потенциальные резиденты в разговорах с «БИЗНЕС Online» с трудом вспоминают его фамилию, а между тем к чиновнику, начинавшему карьеру под крылом Валерия Сорокина и племянника Рустама Минниханова, стоит присмотреться повнимательнее.
Минниханов заявил, что Татарстан готов стать стартовой площадкой для выхода бизнеса из Харбина в Россию
Сегодня президент Татарстана Рустам Минниханов встретился с китайской делегацией во главе с мэром народного правительства Харбина Сун Сибинем. В ходе разговора Минниханов заявил, что Татарстан готов стать стартовой площадкой для выхода бизнеса из Харбина в Россию.
Сегодня мэр автограда прилюдно стыдил молодого челнинца, посягнувшего на фонтан, с помпой открытый Наталией Фишман 30 августа. Также на деловом понедельнике он дал наказ обеспечить погорельцев дома 53/28 бесплатной мебелью и холодильниками Haier и сказал многозначительную фразу в адрес страдальцев «Фона»: «Судьба каждого обманутого дольщика — наша с вами судьба».
Сегодня в Набережночелнинском городском суде будут рассмотрены материалы проверки Роспотребнадзора по РТ в цехах завода по производству холодильников китайского бренда Haier. Специалисты ведомства составили протокол на ООО «Хайер Электрикал Эпплаенсис Рус» по статье 6.4 КоАП РФ («Нарушение санитарно-эпидемиологических требований к эксплуатации общественных помещений»).
General Electric and Hitachi recently entered into a definitive agreement with a provider of nuclear components, BWXT Canada to divest the GE Hitachi Nuclear Energy Canada unit for an undisclosed amount.
In the future, the way your clothes get dry after they are washed may not involve exposing them to heat or prolonged exposure to air, but may instead involve ultrasonic amplifiers, which can make water molecules so excited that they virtually jump out of wet fabric. Thanks to work being done today at Oak Ridge National Laboratory, in partnership with China's Haier-owned GE Appliances, that possibility is much closer to reality today. (HT: Core77). Other than the technology itself and the sheer speed that it can dry fabric, the most surprising thing we learned from watching the video above is that 1% of all electricity generated annually in the U.S. today is used to dry clothes after they are washed. Now, if we can just get the technology behind dessicant-enhanced evaporative cooling into residential air conditioning units, the amount of electricity that Americans consume to keep cool during the summer might be reduced below the 5% of all electricity generated in the U.S. annually that it takes to do the job today, without any loss of quality of life.
Chinese companies tripled their investments in the U.S. so far this year. Haier's $5.6 billion acquisition of GE's appliance unit was the largest deal. This photo taken on June 26, 2012 shows a company logo on the road leading to the Haier factory in Qingdao, northeast China's Shandong province. (Photo [...]
GE operating earnings beat estimates.
«Вечной, как сама жизнь», теме поддержки местных производителей посвятил сегодня деловой понедельник мэр автограда Наиль Магдеев, несколько в пику Казани вспомнив, как Челны выкупили газомоторные автобусы «НЕФАЗ», от которых отказалась столица. В целом за 5 месяцев производство в городе выросло на рекордные 12%, но цифра эта меркнет на фоне прошлогоднего обвала почти на 30%.
Experts continue to debate whether Chinese businesses are truly disruptive. For some industries in the West, this question appears a bit ridiculous. The American textile and apparel industries, for example, will tell you that the evidence can be found in the blood on the floor — their blood, on what used to be their floor. American and European metals industries and producers of wind turbines and solar panels will echo that same impression. But despite all the pain they have experienced, these industries are wrong. Far from being disruptive, Chinese textile, apparel, appliances, metal, and solar and wind players have done little that has been different from the practices they found in these industries when they entered them. They’ve simply undercut Western competitors by offering cheaper prices. They have been displacers, not disrupters. Drucker Forum 2016: The Entrepreneurial Society This post is one in a series of perspectives by presenters and participants in the 8th Global Drucker Forum. The difference between displacement (outperforming existing market incumbents at their own game) and disruption (changing the game) is strategically important, no matter how similar the pain they cause is. Displacement generally is easier to combat than disruption. And while China has been more of a displacer than a disrupter to date, that is changing. China has not been a huge technology innovator, despite being the world’s second-largest investor in R&D, but Chinese businesses have found ways to use innovations in processes, business models, and customer experience to their disruptive advantage. Xiaomi’s phones are not technologically disruptive in hardware terms, but they are revolutionary in customer experience terms; customers come to expect and appreciate their weekly OS updates. Technologically, Tencent’s WeChat may seem like a WhatsApp knockoff, but it allows users to do a multitude of things that other messaging apps cannot. Again, this is true disruption (although not particularly successful outside of China so far). Haier’s organizational reinventions allow it to accelerate the time to market for its Tianzun advanced household heater/air conditioner/air purifier — a potentially disruptive advantage in what is a slow-moving industry. We in the West have long prided ourselves on our business process acumen, strategy savvy, and customer centricity while stereotyping Chinese competition as being nothing more than low cost. As a result, we have missed China’s transition from displacer to disruptor. Today China’s businesses are becoming considerably more disruptive than we have given them credit for, making Chinese competition more formidable in the future. This is not to say the road ahead for China will be a smooth one. The major barrier the country must overcome is entrepreneurial. We spoke with several Chinese entrepreneurs in Kunshan last month — young and old, working in both the private sector and the public. They consistently characterized their peers as too short-term oriented to create truly disruptive change, and the country’s cumbersome state-owned enterprises as too slow. Entrepreneurs in Chinese industries from animated media to applied medical research said that China’s insistence on domestic standards are resulting in less-ambitious innovation and that the education system is not supporting appropriate talent development. The former country head of a major multinational pharmaceutical company (a Chinese-American one) observed that “made for China,” rather than “made for the world,” often is easier, cheaper, and more profitable than pursuing truly disruptive changes, an observation echoed by the Chinese managing director of an internationally funded pharmaceutical venture capital fund operating in the China market. This emphasis on “made for China” is also a peeve of a “returnee” chaired Beijing University professor who pointed out that some returning young Chinese scientists are avoiding new challenges, preferring instead to “continue their advisor’s work.” Nonetheless, there are enough suggestions of business model disruption appearing in China that it is highly conceivable that soon we might be entering a period of two-speed change. The first will be continued displacement by ever-more-competitive Chinese companies who compete on cost. The second will be disruptive business model innovation occasionally appearing in less-familiar sectors of the Chinese economy, powered by emerging entrepreneurs. This presents Western companies with a fresh challenge. Displacement can be combatted in a number of ways, from process improvements to government trade actions, and cost advantages tend to be temporary sources of competitiveness, but disruption presents a more profound challenge. It calls for real transformation in incumbent companies — something that is notoriously difficult to achieve.
http://www.weforum.org/ How are innovation ecosystems built to last and succeed? Dimensions to be addressed: - Local norms and work cultures - Entrepreneurship networks - Accelerators and partnerships Speakers: -Mah Siew Keong, Minister, Office of the Prime Minister of Malaysia. -Yossi Vardi, Chairman, International Technologies Ventures, Israel. -Catherine Wood, Chief Executive Officer, ARK Investment Management, USA. -Zhang Ruimin, Chairman and Chief Executive Officer, Haier Group, People's Republic of China. -Zhang Xiaoqiang, Vice-Chairman, China Center for International Economic Exchanges (CCIEE), People's Republic of China. Moderated by Li Sixuan, Anchor, China Central Television (CCTV), People's Republic of China.
«Вы заметили, что вакансий у нас 4 100? А безработных у нас 2 тысячи. Вывод напрашивается сам собой: работа в городе есть», — заявил сегодня на деловом понедельнике мэр автограда. Магдеев также прокомментировал историю с «Бисеринками», спасенными из Стамбула, и порадовался тому, что в городе в этом году построят первую за 20 лет школу, хотя потребность в четыре раза больше.
EDITOR’S note: Internet Plus, a concept highlighted in the government work report delivered by Premier Li Keqiang at the annual session of the National People’s Congress in Beijing in March, is pushing
Еще двух резидентов одобрил для вхождения в ТОСЭР совет во главе с Ильдаром Халиковым — это местные АО «КМК «ТЭМПО» и ООО «Техноанод». На сегодняшнем брифинге в кабмине глава минэкономики РТ Артем Здунов заявил, что в первую очередь он рассчитывает на привлечение к территории внимания иностранцев, и поделился подробностями переговоров с китайским интернет-гипермаркетом Alibaba на ПМЭФ.
Вы говорите в мире кризис, угроза рецессии, спад темпов роста? Да - и нет. В мире - бум, и это бум покупок активов китайским бизнесом. Только в январе китайцы скупили в развитых странах предприятия разного профиля на сумму 73 миллиарда долларов, и это резкий рост покупок по сравнению с и так не бедным на них минувшим годом, когда были приобретены активы на 112,5 млрд долларов