Updated compilation as of Dec/12/2009
LEADERSHIP SUCCESS TENETS (#1 THROUGH #126) BY © COPYRIGHT 2009 ANDRES AGOSTINI –ALL RIGHTS RESERVED – At www.AgostiniWorks.blogspot.com, www.CyberCV.blogspot.com, www.ecademy.com/account.php?id=408933, www.linkedin.com/in/AndresAgostini, www.twitter.com/SciCar, www.google.com/search?hl=en&source=hp&q=%22andres+agostini%22&aq=f&oq=&aqi=
# 1 – This Leader Is An Actionable Statesman.
# 2 – This Leader is thoroughly moral and ethical in deed and spontaneously projected example.
# 3 – This Leader is happily located and navigating through Century 21.
# 4 – This Leader is, by far, focused on solid and increasing education and perpetual mind expansion, chiefly those acquired by solving truly complex problems systematically.
# 5 – Self-Pedagogue forever. Teaches to self-tech to his / her crew for Life.
# 6 – Leads, Co-Leads, Follows, Co-Follows, Plans, Co-Plans, Invents, Re-Invents, Co-Invents, Co-Reinvents, Executes, Co-Executes, Builds, Co-Builds, Envisions, Co-Envisions, Paves and Co-Paves Never-Thought-Of Pathways.
# 7 – Intuitive, Counterintuitive, and seamlessly blends both of the above without paralyzing in the analysis.
# 8 – Takes all – encompassing curiosity as it is operated in real time – beyond known and unknown extremes.
# 9 – Makes every mistake – own or that of the competitor – into his / her won victory.
# 10 – Doesn’t care how fluid and amorphous the limits, contexts and the dynamics of his / her blurred theater of operations are.
# 11 – Can strategize and prevail through many operational frameworks at once without getting bewildered.
# 12 – Challenges every assumption, doctrine and dogma ruthlessly and relentlessly, beginning with his / her own ones.
# 13 – Learns something practical, meaningful, and decisively productive and significant every day.
# 14 – Heightens crew’s sense of urgency and of focus.
# 15 – Re-adapts and re-invents resiliently and effortlessly regardless of whatever constraints and increasing pressures stemming from the frame of reference.
# 16 – Operates multidimensionally and cross-functionally.
# 17 – Constantly and boldly sets pre-conditions to maximize the likelihood of his / her triumphs.
# 18 – Always selects and develops his / her leadership constituency.
# 19 – Creates and applies his / her own – along with that of the team – body of knowledge.
# 20 – Does never ever institute “best practices,” but UNIQUE, premium-graded approaches.
# 21 – Carries on much swifter that “life cycles” intrinsic to products, services, challenges, and complex problem solving.
# 22 – Does not get concerned about his / her adversaries since the uniqueness and ever-upgrading quality of tactics, strategies and stratagems as applied.
# 23 – Harmonizes issues immediately. Yes, he fights against adversities and their proponents. But, at the end, this LEADER is a peace maker.
# 24 – His / her leadership is always (and robustly so) linked to concrete and unambiguous objective and goals.
# 25 – Always updates his methods, approaches, techniques, tactics, strategies, especially using those that are extraneous to so-called and already disrupted (published or unpublished) “history.” (Which one, that wrote by winners or that stated by losers or that always failing to have sufficient objectivity?)
# 26 – Continuously learns lessons – and improves those – both from incurred mistakes and from captured successes.
# 27 – Extracts information and knowledge – to be shared and brainstormed with the crew in advance – out of everything done, thought, as well as to be executed regardless of the incumbent.
# 28 – Wins only based on merit, principle, legitimacy and lawfulness.
# 29 – Strategizes the granularity of detail of everything. There is no such a thing as a leader that is not a strategist and a consummated visionary. Fringe, “terra incognita” and fuzzy-logic zones are highly stimulating to his / her starving intellect.
# 30 – Embraces leading-edge (even weird) science and its stemming technological derivatives immediately.
# 31 – Enjoys phenomena and prevails as he / she navigates through said phenomena.
# 32 – Is never commonsensical and always pervasively challenging long-held assumptions as he / she institutes the most unorthodox and exuberant novel practices (lavishly so).
# 33 – De-tools, tools, re-tools the amplification of the individual and collective intelligence within his / her crew.
# 34 – Instills how to operate autonomously and jointly – in pursuit of the same goals and objectives – to his / her followers and co-leaders.
# 35 – Learns from his / her mistakes, but empathizes to learn also from the mistakes of others.
# 36 – Fluidly shares experience and practical knowledge across every incumbent in the crew.
# 37 – Only thinks and performs à la unthinkable thinking.
# 38 – Disrupt the boundaries of unthinkable thinking, always going progressively more beyond such boundaries.
# 39 – Transforms new problems and old problems into actionable breakthrough opportunities.
# 40 – In his / her case and exercising this type of leadership, strongly and coherently insists on and applies three aspects: CIVILITY, CIVILITY, CIVILITY!
# 41 – Before chaos, he / she instills more and more chaos – of greater magnitude, scale and speed – to level off and outsmart the frame of reference targeted.
# 42 – Drives OPS with directness and / or indirectness, as well as with the loose/control hybridization mode.
# 43 – Shares of defined values as they get collegially upgraded for Life.
# 44 – Elicits conceptions of practiced futures to deal with and countermeasure way in advance.
# 45 – Fuses technology innovation with business strategy as a tool for competitive advantage.
# 46 – Conceives early and distinguishes it and exploits it strategic surprises attributable to competitors.
# 47 – Ascertains that there is not a single stone left unturned.
# 48 – Short-circuits to shortcut.
# 49 – Possesses innate ideas – in addition as those incubated by the crew – positioning himself / herself in the tabula rasa’s antipodes.
# 50 – Determined to support his / her fellow crew members even beyond his own skin.
# 51 – Is more willing to openly share fact-and-figure information regarding their interests, constraints, and priorities as they have earned each other’s trust.
# 52 – Invests in trust building prior to, during, and after their commando operations (regardless of the business enterprise or not theater of operations).
# 53 – Does not simply leverage trust when it is present; he / she builds trust when is absent.
# 54 – Is a poker-faced strategic visionary raising the ante and raising the scale of the latter as he / she modulates the timing and “landing” of the calculated risks waged.
# 55 – Alleviates fear and builds trust.
# 56 – Builds so many “strategic surprises” in his mind lab way in advance – in eternity overriding the most bizarre dreamed-of (and practiced) futures with the foresight and far-sight perspectives – in a way utterly impossible to be caught off guard by so-called in-the-ground reality (that is, nothing more than partially controlled hallucinations).
# 57 – Demolishes all forms of mediocrity, especially lying and manipulating within his amorphous and versatile crew, enabling the rogue ruling of the omni-mode optimum.
# 58 – Communicates pointblank as he / she elicits the content with clarity, respect, cordially and, above of all, an upped sense of urgency. Treasures reasoned fury for competitors, adversaries, and industrial spies, as well as in transmutation of weaknesses into stern strategic advantages over his / her contrarians.
# 59 – While focusing on several specific matters to tackle and their rules of engagement, he / she never loses sites of the contexts targeted by the other member of his crew. This LEADER has the clearest mentality that everything is related to everything else.
# 60 – Thinks “big picture” and wholly to operate comprehensively and multifacetedly to state the very minimum.
# 61– However the primordial leader and the emboldened sprits de corps across the board within his / her crew, he / she unambiguously honors, respects and institutional rewards the highest hierarchies, as well as those under his / her watch.
# 62 – He / she, as well as the entirety of the crew, thinks in already practiced futures to in-source his / her individual and collective mind(s) with zillion actionable options from the originated one to out-strategize adversaries and ascertain indisputable prevailing.
# 63 – He views as scientists reportedly tell us as the horses see in real life, so that this holistic view and systemic and systematic engagement in the theater of operations – tremendously propelled by fore-sighting -- offers this Leader a lucid second nature in dealing with globality and the elements of the system (embedded in his blurring and flowingly blurring context) from the amplest perspective of that prepared mind that not only is capturing the uniqueness, the subtleties, and interrelationships of the challenge to be resolve (on the doubles) as they are posed by the theater of operations.
# 64 – When an action is to happen is not that bad and when the minds, spirits, and souls of these leaders and co-leaders are not counting with the greatest and most updated competitive intelligence (and, sometimes, rampant intelligentsia), this Leader, as per the medical maxim, engages into “first do no harm,” thereby awaiting for the soonest and best timing to besiege and conquer (WITH HONOR) the theater of operations.
# 65 – This Leader does not have only a passion, but he / she has an extremely well passion that does not allow said person to lose composure, aim, an strategic blueprint to shock and awe, via overbearing number of angles, the adversary to be turned in defeat by the collective unleashing of energy unload on to them for the ultimate domination.
# 66 – Establishes a great human-to-‘computational power’ intelligence close-loop feedback via artificial intelligence to access to and swiftly operate on the numerical and narrative data received between the terrain sustained gains and the ultimate goal to be captured within maximum control.
# 67 – Secures so many Pyrrhic and ‘ignored flank’ victories to improve his / her abilities – and that of the crew – while bringing about a dramatic but yet subtle and decisive breakthrough, very much to his / her advantage and that of humankind.
# 68 – When the leader approaches any important mission, he / she enters the process with the goal of looking for areas in which strategic value can be created.
# 69 – Helps disputant crew members to reach harmony thoroughly, not dwelling on the past but improving the perspective of his persona and that of the crew toward the immediate future.
# 70 – This leader fails so recurrently that, that in the final analysis, he / she affluently prevails. This worships his mistakes as sacrosanct learning devices that he, in the treasured futures, wins easily, independently of precarious terrains.
# 71 – Is forever building up – via transparency, accountability and responsibility – trust among his / her fellow co-leaders. In those critical missions, say of law enforcement, first responders and the military, the maximum on-site responsible one exercises a climate of distention and courtesy among his crew members. There is here a difficult balancing act – that is never a daring issue for the wise leader – is to offer support and friendliness without disrupting the limits between the professional life and personal one. Intimacy exchanges between the crew members of the same team will gravely compromise the integrity of the incumbents and their mission-critical responsibilities. The members incurred in such situation must be immediately relocated.
# 72 – Possesses clarity of thought and great depth and scope in contrarian’s judgment, as he / she avidly ponders above and beyond wholly.
# 73 – He / she grows mentally and intellectually in the midst of complexity, chaos, and anarchy, transforming the cited three factor in the tools to secure his triumph early.
# 74 – This Leader becomes responsible for assuming costs, losses, liabilities, behaviors, as well as outcomes.
# 75 – This Leader does not retaliate; he / she just prevails.
# 76 – This Leader’s mentality is ruled by his / her own should-self facet and never by his / her want / self one. In doing so, this Leader maximizes the long-term benefits.
# 77 – This Leader is always encouraging and supporting legitimate justice seeking.
# 78 – This Leader is much more of an asset than a hindrance in interacting with the members of his / her crew.
# 79 – This Leader is both robust, resilient and carries on non-linearly.
# 80 – This Leader is an over-communicator.
# 81 – This Leader is the hidden persuader to the greatest causes that transforms the World from a tiny bit of an annoying place into a better place, though interesting and educational in extremis.
# 82 – This Leader is more flexible, competent, industrious, diligent, trustworthy, rational, honest, fair, cooperative, and compassionate than his / her opponents.
# 83 – In succeeding, this Leader does not denigrate his / her opponents. He / she treat adversaries with highest decorum.
# 84 – This Leader radiant reasoning is analogically instituted.
# 85 – This Leader uses the insider’s lens, but much more emphatically utilizes the outsider’s lens.
# 86 – This Leader makes more with less.
# 87 – This Leader always operates better, when in the “battlefield,” the theater of operations has many sub-systems in and beyond ‘fringe’ status.
# 88 – This Leader is engaged in “real time” calibrating mode, quantitatively and qualitatively, the information, data, and arguments that you hear from them.
# 89 – This Leader cross-checks everything in its entirety.
# 90 – This Leader chooses and updates and upgrades his / her own appropriate measure of success.
# 91 – In his / her pondering and discerning processes, this Leader emphasizes – to the self and crew member fellows – the need to understand the other side’s perspective in advance and in continuum.
# 92 – This Leader discovers the hidden interests, priorities, constraints, patterns, and subtle ploys of the other side, allowing him / her to create strategic value more efficaciously.
# 93 – This Leader finds ways to overcome not only the reasonable objections of others, but also their close-mindedness.
# 94 – This Leader reserves consistency between their attempts and actions.
# 95 – This Leader, in order to protect the self, must make a judicious and salient effort to anticipate and mitigate powerful effects from strategies enforced.
# 96 – In each situation, this Leader provides his / her crew with strategies for seeing and uncovering more clearly the information that falls in your blind spot.
# 97 – This Leader thinks through the decision rulings, constraints, strategies, resource pressures, and politics of the other side.
# 98 – For this Leader, the other side information advantage is never in his / her blind spot.
# 99 – This Leader’s First Nature is to wholly trustworthy and never wholly trusting.
# 100 – This Leader is afraid neither the future nor the past but make a mark on the moment.
# 101 – This Leader resists the obvious to embrace the newness of ignored flanks.
# 102 – This Leader does not look through the mirror but every window.
# 103 – This Leader build bridges between failures and sustainable successes.
# 104 – This Leader’s greatest action is to pause to engender cross-pollinated perspectives from pondering, discernment, and actionable reflections.
# 105 – The only stasis this Leader knows is the order tendered by chaotic measures that institute and restore harmony.
# 106 – This Leader is the host of his / her co-leaders (Hostmanship).
# 107 – This Leader generates a lot of ideas and plans; looks for good ideas, not just his / her own but those of the crew.
# 108 – This Leader never abandons the power of saying what he / she believes and believing and executing what he / she says.
# 109 – This Leader operates based on that a good working relationship will work even better when all work on it together (esprit de corps).
# 110 – This Leader knows, that in engaging in a major initiative, the first moments are apt to be the most lively and decisive.
# 111 – While co-leaders are occupied with training, this Leader must set the tone for all of his / her consistency.
# 112 – This Leader takes care of his / her co-leader and look after him / her in detail.
# 113 – This Leader listens to his / her co-leaders’ complaints, inspects their tools and equipment, and satisfies himself / herself that co-leaders do not lack anything.
# 114 – This Leader demonstrates that takes his / her responsibilities seriously and devotes himself / herself completely to the co-leader, which in turn inspires the co-leader’s confidence.
# 115 – Before committing to any serious enterprise, this Leader and respective co-leaders perform frequent “drill evolutions” exercises.
# 116– In dealing with real-life business undertakings and struggling with competitor, maneuvers, strategies and tactics exceptionally mastered by this Leader knowing that the least hesitation could compromise the entire integrity of his / her crew and corresponding objectives and goals.
# 117 – This Leader makes his / her co-leaders acquaint with tactical skills. This Leader explains the THEORY to his / her co-leaders in a way that theory and practice become co-leader’s second nature.
# 118 – Under this type of Leadership good leaders, good cares, good organization, good instruction (theoretical and practical), and good discipline can provide good co-leaders regardless of the challenge they compete against.
# 119 – For this Leader the bottomline is: The real objective of having a LEADERSHIP is to provide for desired relevant outcomes. For this Leader preparation is not only based on the organization of the LEADERSHIP TEAM but the indispensability of said organization is, by far, much more all-encompassing and strategically decisive.
# 120 – This Leader believes that secrecy, discipline, morale and competitive intelligence are instrumental to his / her many successes in business, management and organizational transformation.
# 121 – This Leader knows that “quiet” historic times around the world offer some type of “acceptable” bureaucratic environment. This Leader also knows that he / she must turn the environment fluidly “lean and mean,” especially when every facet of the world order is by each 24 hours disrupting every historic precedent known.
# 122 – This Leader is aware of the strategy and of the damage that could result from a false sense of economizing the granularity of details pertaining to the depth and scope and nature of said strategy.
# 123 – This Leader and Co-Leaders posses the controlling influence of tactics, formation, and of the drill evolution of own team but also of the competitor’s crew.
# 124 – This Leader is strong, adroit, shrewd, skillfully adaptable, tough-minded and resilient, as well as morally and ethically indefatigable.
# 125 – This Leader knows that not only speed assures its success, but order, cohesion, congruency, maneuvering, and the effective use of resources.
# 126 – In a delicate mission, this Leader always requires discernment, intellect, and sound judgment.
ANDRES ANDRES AGOSTINI SUCCESS TENETS
ANDRES AGOSTINI SUCCESS TENET # 26 - (metaphoric ideas for updated management practitioners)
Don’t worry about being surprised by the unexpected. Just carry on expecting the unexpected, regardless of the implicated chaos. Create instability as the essence of your strategy. Keep in mind: a more volatile external environment requires a less stable internal world. Seek out substitutes and opportunities to increase productivity by measuring the mass used in your business today, and getting it to decrease every year. Respond with more rapid and varied adaptation.
ANDRES AGOSTINI SUCCESS TENET # 27 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Conduct thousands of tests of products, prices, features, packages, marketing channels, credit policies, account management, customer service, collections, and retention. Make informed but subjective judgments. Push ahead before the competition could catch up. Seize the opportunity—even when not really prepared.
ANDRES AGOSTINI SUCCESS TENET # 28 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Empower talented people. Accelerate talented people very quickly, because that’s where you get the value. Place bets on future values. Cross boundaries, change jobs, and form new teams to meet evolving needs. Align with the business. Use good economic judgment. Be flexible. And be empathetic to your colleagues.
ANDRES AGOSTINI SUCCESS TENET # 29 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
It’s okay to break the rules in the right way. Going around doing randomly disconnected things. Develop all the peripheral relationships you need to be effective organizationally. Manage the connections rather than the structure. Also know how to hybridize.
ANDRES AGOSTINI SUCCESS TENET # 30 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Reach out to others with corresponding roles across the organization to learn and share ideas. Move around and support your colleagues when needed. Enable innovation by bringing DIVERSE elements together. Without these kinds of connections, DIVERSITY has little inherent value.
ANDRES AGOSTINI SUCCESS TENET # 31 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Empower others and yourself by the whole chaotic percolation of ideas at the bottom of the organization. Bear in mind: Empirical evidence, based on small tests, always carried the day. Attract very bright people with initial proof of concept, then plug them into your organizational structure.
ANDRES AGOSTINI SUCCESS TENET # 32 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Maintain common interfaces and cross-functional capabilities that allow work to flow and value chains to talk to each other. Harvest the idea, then propagate it wildly before the mimicry of competition sets in.
ANDRES AGOSTINI SUCCESS TENET # 33 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Employ diversification to spread their risks. Be willing to take the risk of shaping the future according to your own design. Nothing ventured, nothing gained, but don put all your eggs in one basket. Beware of this: Discontinuities, irregularities, and volatilities seem to be proliferating. Remember: Without risks, life poses no mystery.
ANDRES AGOSTINI SUCCESS TENET # 34 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Seed, select, amplify, and destabilize the situation are the two management ideas for accelerated evolution. Don’t expect a perfect feedback system in a volatile environment. Don’t be excellent at doing; be excellent at changing, too.
ANDRES AGOSTINI SUCCESS TENET # 35 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Explore the extremes, where nonlinear effects kick in. Sometimes, the extremes contain pleasant, nonlinear surprises. Imagine things that engender loyalty towards your organization. Through experimentation with detailed measurements and discipline and logical analysis, you find profitable innovations.
ANDRES AGOSTINI SUCCESS TENET # 36 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Test things at the bottom of the organization that lead to big insights. Test, experiment, measure, and optimize. Institute hard-core analytic optimization. Architect your entire infrastructure to operate in real time. Let your account-management programs to be driven by experimentation.
ANDRES AGOSTINI SUCCESS TENET # 37 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Dream up programs that might be of value to customers, and then test them. A successful test often triggers other behaviors, and you should follow these with more new offers. Shift to roll-out, because ah of a sudden your competition get a preponderance of one product of my organization that they’ve never seen before.
ANDRES AGOSTINI SUCCESS TENET # 38 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Have a free flow of resources to where the value is. Rather than penalizing people who fail, praise them for their commitment and intentions. Reinforce the tolerance of risk and failure. Revise your best practices. Observe, orient, decide, act. First to fight now means first to learn.
ANDRES AGOSTINI SUCCESS TENET # 39 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Fly great distances, meet new people, and encounter new ideas. Have a freedom of thought, the passion for experimentation, and the desire to imagine your future. Believe in not commonly believed opinions.
ANDRES AGOSTINI SUCCESS TENET # 40 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
It’s about getting more from less. That’s the true road to wealth. Focus on changes, challenges, and opportunities. Earn more while spending less. Reach a higher level of output. Pursue profit maximization. Remain competitive. Adapt to revolutionary innovations in technology and business efficiency the soonest. Craft value creating relationships. Establish guidelines, offer insight, and provide inspiration. Identify, analyze, and maximize your learning opportunities.
ANDRES AGOSTINI SUCCESS TENET # 42 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Evaluate, identify, select, negotiate, manage, turn around, govern, implement, anticipate, and ensure success. Generate immediate cost savings. Realize a cash infusion from the sale of assets. Relieve the burden of staffing.
ANDRES AGOSTINI SUCCESS TENET # 43 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Be freer to direct your attention to the more strategic aspects of your job. Keep your logic compelling.
ANDRES AGOSTINI SUCCESS TENET # 44 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Destabilize in order to live closer to the edge of chaos. This means being agile enough to change as the environment does, but not so fluid as to lose its defining structure. Walk the walk as well as talking the talk of the Adaptive Enterprise.
ANDRES AGOSTINI SUCCESS TENET # 45 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
A lesson: The word adaptation describes the interaction between an organism and its environment.
ANDRES AGOSTINI SUCCESS TENET # 46 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
TO BEAR IN MIND! But one thing an evolutionary and ecological perspective tells us for sure: If several major forces are at work, they will not progress in separate straight lines —they will interact chaotically, creating unforeseen changes.
ANDRES AGOSTINI SUCCESS TENET # 47 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Be willing to adapt very quickly, to pounce on an opportunity when you see it, to change the organization, to think about new developments, and to be always very open to any change in any direction.
ANDRES AGOSTINI SUCCESS TENET # 48 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
You have to be the equivalent of selective forces in nature, which calls for a willingness to let people in the organization to explore, to flourish and develop.
ANDRES AGOSTINI SUCCESS TENET # 49 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Separate to promote independence, selfish thinking, and local solutions. Learn from each other’s mistakes and successes, and you’ll get better and be able to operate at a much more accelerated pace, based upon the knowledge that has been transferred.
ANDRES AGOSTINI SUCCESS TENET # 50 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Get your organization into a massive amount of knowledge and experience that creates a great breeding stock for subsequent ventures.
ANDRES AGOSTINI SUCCESS TENET # 51 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Explore continually evolving technology and applications, while also creating different units to exploit commercial opportunities not always closely related to the founding capabilities.
ANDRES AGOSTINI SUCCESS TENET # 52 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Replenish customers on demand. Take the client as an agent, and create an agent-based point of view.
ANDRES AGOSTINI SUCCESS TENET # 77 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Seek the hidden. De-learn the learned. Make the covert overt. Implement ipso facto.
ANDRES AGOSTINI SUCCESS TENET # 78 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
De-peril your risks. Empower your financial risks to work for you. Hire them; get resigned from your bricks-and-mortars (a future not plausible).
ANDRES AGOSTINI SUCCESS TENET # 79 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Plan, lead, and manage.
ANDRES AGOSTINI SUCCESS TENET # 80 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Understand your business depth today. Develop better ways to service your enterprise in the future.
ANDRES AGOSTINI SUCCESS TENET # 81 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Before “outsourcing,” NOW ‘Worldwide Sourcing’ or ‘Competitive Sourcing’.
ANDRES AGOSTINI SUCCESS TENET # 82 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Have fewer staff and run a lean operation. Favor those who leverage third-party relationships that don’t tie up capital and consume resources.
ANDRES AGOSTINI SUCCESS TENET # 83 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Strategically enhance your organization’s core competencies. Address any outstanding issue with your employees, unions, and the community. Find the lowest total cost or best value.
ANDRES AGOSTINI SUCCESS TENET # 84 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Recognize impact on internal operations. Capture the big picture.
ANDRES AGOSTINI SUCCESS TENET # 85 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Track benefits, realize quick wins, and motivate critical stakeholders to remain committed.
ANDRES AGOSTINI SUCCESS TENET # 86 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Early anticipation of changes can drastically reduce the time and cost of addressing them. Seek the quick win (that long forgotten in an ignored —but mission-critical— flank).
ANDRES AGOSTINI SUCCESS TENET # 87 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Research assiduously which of the available external market capabilities fit best with your strategic objectives.
ANDRES AGOSTINI SUCCESS TENET # 88 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Articulate these management principles more precisely, implement them more systematically, and rely less on the intuition of a few gifted leaders. Don’t write strategy, GROW IT. Don’t think in terms of maximizing your share of the market but of maximizing your share of experience. Build an innovation laboratory capable of creating a steady stream of the new ideas to stay ahead of the competition.
ANDRES AGOSTINI SUCCESS TENET # 89 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Differentiate or die. Be mindful that improvisation is too important to be left to the fortuitous. Consider that life is sustainable through the unperceived and those universal laws that are unknown to us. Continuity is over-dead; it hasn’t yet reincarnated. History will be reshaped by the sudden and sharp change, namely “frenzy volatility.”
ANDRES AGOSTINI SUCCESS TENET # 90 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Launch your employees with confidence into a somewhat chaotic environment, knowing that they will direct themselves toward optimal performance to success. Instill in the staff a loose, self-organizing culture—in search of new opportunities. Motivate and develop others to learn to change to prevail. Sharing ideas, “…an eye is not an eye because you see it; an eye is an eye because it sees you…” —Antonio Machado. Nonetheless, as per The Panchatantra: “Knowledge is the true organ of sight, not the eyes.”
PS_1: Some people asked me where I get my ideas from. I have been involved with some of the most demanding and capricious clients, employers, allies, business owners and scholars. It is not always fun, but I usually get hired when a noted institution needs a near-impossible situation to be turned around into a fully possible one. Among my direct clients, there has been GE, Toyota, Mitsubishi, World Bank, GMAC, TNT Delivery Express, PackMail, and PDVSA (CITGO’s parent company) and its operations in the Western Hemisphere, also leading executives of General Electric (GE) and Abbott Laboratories. Through joint ventures and other forms of alliances, my clients (and organizations I have worked extensively with) are MAPFRE, STATOIL, TOTAL (TOTAL FINA), CONOCO, Philips Petroleum, and British Petroleum (BP). There are, within my professional career, some 30 years of deep thinking, pondering, researching, managing, consulting, analyzing, strategizing, empirical experimenting / testing, complex-problems solving, as well as surveying and privately interviewing world-class business owners, entrepreneurs, managers, thinkers, and people committed to determined creativity and innovation, seeking to instill value to the world. I do overwhelming studying, researching and experimenting, learning from mistakes and positive findings early. I have the “luck” to have been mentored lavishly by parents, master-degree students, senior professors, researchers, Ph.D.s, post-doctoral doctors, and applied scientists, among many other representatives of prominent corporations and institutions into sophisticated technocracy. I have and always will have the greatest respect for science and applied scientists. To the extent that I habitually undertake any initiative with the standard scientific method (rigor with vigor and accuracy), keeping my mind always open and updated (as much as possible) through a detailed, all-encompassing vista of challenges and efforts. In addition and for a number of years, I have been developing and instituting my own methodology to developmental thinking, holistic thinking, and systemic/systematic/Gestalt, insightful discernment based on the systems methodology, systems methodology as it is utilized by eminent exact-science practitioners. I am also into professional development, mentoring, and teaching. It is worth remembering that I teach to learn. On the Web – among other occupations and skills – I am into extensive blogging and writing. This so that I learn a bit more every time.
PS_2: All terms hereof pertains to the grandiose Shakespearean lingua franca. Others systems, not as enriched as the latter, are ineffectual and inconsequential and not as delightful a sophisticated to communicate complex thoughts unambiguously.
PS_3: All quotations not otherwise cited are from the interviews conducted by the author or personal communications sent to the author.
By © Copyright 2009 Andres Agostini (Andy)
Ich Bin Singularitarian, High-Tech / Mind Expansionist Visionary and Method Developer/Proprietor of: "Transformative And Integrative Risk Management" (with the applied omniscience perspective), Blitzkrieg, Organizational Strategist, TransLeadership / Preter-Leadership Innovist, Patternist, Iconoclastic Mind Expansionist, Applied Omniscience Activist, so forth.
LEADERSHIP SUCCESS TENETS (#1 THROUGH #126) BY © COPYRIGHT 2009 ANDRES AGOSTINI –ALL RIGHTS RESERVED – At www.AgostiniWorks.blogspot.com, www.CyberCV.blogspot.com, www.ecademy.com/account.php?id=408933, www.linkedin.com/in/AndresAgostini, www.twitter.com/SciCar, www.google.com/search?hl=en&source=hp&q=%22andres+agostini%22&aq=f&oq=&aqi=
# 1 – This Leader Is An Actionable Statesman.
# 2 – This Leader is thoroughly moral and ethical in deed and spontaneously projected example.
# 3 – This Leader is happily located and navigating through Century 21.
# 4 – This Leader is, by far, focused on solid and increasing education and perpetual mind expansion, chiefly those acquired by solving truly complex problems systematically.
# 5 – Self-Pedagogue forever. Teaches to self-tech to his / her crew for Life.
# 6 – Leads, Co-Leads, Follows, Co-Follows, Plans, Co-Plans, Invents, Re-Invents, Co-Invents, Co-Reinvents, Executes, Co-Executes, Builds, Co-Builds, Envisions, Co-Envisions, Paves and Co-Paves Never-Thought-Of Pathways.
# 7 – Intuitive, Counterintuitive, and seamlessly blends both of the above without paralyzing in the analysis.
# 8 – Takes all – encompassing curiosity as it is operated in real time – beyond known and unknown extremes.
# 9 – Makes every mistake – own or that of the competitor – into his / her won victory.
# 10 – Doesn’t care how fluid and amorphous the limits, contexts and the dynamics of his / her blurred theater of operations are.
# 11 – Can strategize and prevail through many operational frameworks at once without getting bewildered.
# 12 – Challenges every assumption, doctrine and dogma ruthlessly and relentlessly, beginning with his / her own ones.
# 13 – Learns something practical, meaningful, and decisively productive and significant every day.
# 14 – Heightens crew’s sense of urgency and of focus.
# 15 – Re-adapts and re-invents resiliently and effortlessly regardless of whatever constraints and increasing pressures stemming from the frame of reference.
# 16 – Operates multidimensionally and cross-functionally.
# 17 – Constantly and boldly sets pre-conditions to maximize the likelihood of his / her triumphs.
# 18 – Always selects and develops his / her leadership constituency.
# 19 – Creates and applies his / her own – along with that of the team – body of knowledge.
# 20 – Does never ever institute “best practices,” but UNIQUE, premium-graded approaches.
# 21 – Carries on much swifter that “life cycles” intrinsic to products, services, challenges, and complex problem solving.
# 22 – Does not get concerned about his / her adversaries since the uniqueness and ever-upgrading quality of tactics, strategies and stratagems as applied.
# 23 – Harmonizes issues immediately. Yes, he fights against adversities and their proponents. But, at the end, this LEADER is a peace maker.
# 24 – His / her leadership is always (and robustly so) linked to concrete and unambiguous objective and goals.
# 25 – Always updates his methods, approaches, techniques, tactics, strategies, especially using those that are extraneous to so-called and already disrupted (published or unpublished) “history.” (Which one, that wrote by winners or that stated by losers or that always failing to have sufficient objectivity?)
# 26 – Continuously learns lessons – and improves those – both from incurred mistakes and from captured successes.
# 27 – Extracts information and knowledge – to be shared and brainstormed with the crew in advance – out of everything done, thought, as well as to be executed regardless of the incumbent.
# 28 – Wins only based on merit, principle, legitimacy and lawfulness.
# 29 – Strategizes the granularity of detail of everything. There is no such a thing as a leader that is not a strategist and a consummated visionary. Fringe, “terra incognita” and fuzzy-logic zones are highly stimulating to his / her starving intellect.
# 30 – Embraces leading-edge (even weird) science and its stemming technological derivatives immediately.
# 31 – Enjoys phenomena and prevails as he / she navigates through said phenomena.
# 32 – Is never commonsensical and always pervasively challenging long-held assumptions as he / she institutes the most unorthodox and exuberant novel practices (lavishly so).
# 33 – De-tools, tools, re-tools the amplification of the individual and collective intelligence within his / her crew.
# 34 – Instills how to operate autonomously and jointly – in pursuit of the same goals and objectives – to his / her followers and co-leaders.
# 35 – Learns from his / her mistakes, but empathizes to learn also from the mistakes of others.
# 36 – Fluidly shares experience and practical knowledge across every incumbent in the crew.
# 37 – Only thinks and performs à la unthinkable thinking.
# 38 – Disrupt the boundaries of unthinkable thinking, always going progressively more beyond such boundaries.
# 39 – Transforms new problems and old problems into actionable breakthrough opportunities.
# 40 – In his / her case and exercising this type of leadership, strongly and coherently insists on and applies three aspects: CIVILITY, CIVILITY, CIVILITY!
# 41 – Before chaos, he / she instills more and more chaos – of greater magnitude, scale and speed – to level off and outsmart the frame of reference targeted.
# 42 – Drives OPS with directness and / or indirectness, as well as with the loose/control hybridization mode.
# 43 – Shares of defined values as they get collegially upgraded for Life.
# 44 – Elicits conceptions of practiced futures to deal with and countermeasure way in advance.
# 45 – Fuses technology innovation with business strategy as a tool for competitive advantage.
# 46 – Conceives early and distinguishes it and exploits it strategic surprises attributable to competitors.
# 47 – Ascertains that there is not a single stone left unturned.
# 48 – Short-circuits to shortcut.
# 49 – Possesses innate ideas – in addition as those incubated by the crew – positioning himself / herself in the tabula rasa’s antipodes.
# 50 – Determined to support his / her fellow crew members even beyond his own skin.
# 51 – Is more willing to openly share fact-and-figure information regarding their interests, constraints, and priorities as they have earned each other’s trust.
# 52 – Invests in trust building prior to, during, and after their commando operations (regardless of the business enterprise or not theater of operations).
# 53 – Does not simply leverage trust when it is present; he / she builds trust when is absent.
# 54 – Is a poker-faced strategic visionary raising the ante and raising the scale of the latter as he / she modulates the timing and “landing” of the calculated risks waged.
# 55 – Alleviates fear and builds trust.
# 56 – Builds so many “strategic surprises” in his mind lab way in advance – in eternity overriding the most bizarre dreamed-of (and practiced) futures with the foresight and far-sight perspectives – in a way utterly impossible to be caught off guard by so-called in-the-ground reality (that is, nothing more than partially controlled hallucinations).
# 57 – Demolishes all forms of mediocrity, especially lying and manipulating within his amorphous and versatile crew, enabling the rogue ruling of the omni-mode optimum.
# 58 – Communicates pointblank as he / she elicits the content with clarity, respect, cordially and, above of all, an upped sense of urgency. Treasures reasoned fury for competitors, adversaries, and industrial spies, as well as in transmutation of weaknesses into stern strategic advantages over his / her contrarians.
# 59 – While focusing on several specific matters to tackle and their rules of engagement, he / she never loses sites of the contexts targeted by the other member of his crew. This LEADER has the clearest mentality that everything is related to everything else.
# 60 – Thinks “big picture” and wholly to operate comprehensively and multifacetedly to state the very minimum.
# 61– However the primordial leader and the emboldened sprits de corps across the board within his / her crew, he / she unambiguously honors, respects and institutional rewards the highest hierarchies, as well as those under his / her watch.
# 62 – He / she, as well as the entirety of the crew, thinks in already practiced futures to in-source his / her individual and collective mind(s) with zillion actionable options from the originated one to out-strategize adversaries and ascertain indisputable prevailing.
# 63 – He views as scientists reportedly tell us as the horses see in real life, so that this holistic view and systemic and systematic engagement in the theater of operations – tremendously propelled by fore-sighting -- offers this Leader a lucid second nature in dealing with globality and the elements of the system (embedded in his blurring and flowingly blurring context) from the amplest perspective of that prepared mind that not only is capturing the uniqueness, the subtleties, and interrelationships of the challenge to be resolve (on the doubles) as they are posed by the theater of operations.
# 64 – When an action is to happen is not that bad and when the minds, spirits, and souls of these leaders and co-leaders are not counting with the greatest and most updated competitive intelligence (and, sometimes, rampant intelligentsia), this Leader, as per the medical maxim, engages into “first do no harm,” thereby awaiting for the soonest and best timing to besiege and conquer (WITH HONOR) the theater of operations.
# 65 – This Leader does not have only a passion, but he / she has an extremely well passion that does not allow said person to lose composure, aim, an strategic blueprint to shock and awe, via overbearing number of angles, the adversary to be turned in defeat by the collective unleashing of energy unload on to them for the ultimate domination.
# 66 – Establishes a great human-to-‘computational power’ intelligence close-loop feedback via artificial intelligence to access to and swiftly operate on the numerical and narrative data received between the terrain sustained gains and the ultimate goal to be captured within maximum control.
# 67 – Secures so many Pyrrhic and ‘ignored flank’ victories to improve his / her abilities – and that of the crew – while bringing about a dramatic but yet subtle and decisive breakthrough, very much to his / her advantage and that of humankind.
# 68 – When the leader approaches any important mission, he / she enters the process with the goal of looking for areas in which strategic value can be created.
# 69 – Helps disputant crew members to reach harmony thoroughly, not dwelling on the past but improving the perspective of his persona and that of the crew toward the immediate future.
# 70 – This leader fails so recurrently that, that in the final analysis, he / she affluently prevails. This worships his mistakes as sacrosanct learning devices that he, in the treasured futures, wins easily, independently of precarious terrains.
# 71 – Is forever building up – via transparency, accountability and responsibility – trust among his / her fellow co-leaders. In those critical missions, say of law enforcement, first responders and the military, the maximum on-site responsible one exercises a climate of distention and courtesy among his crew members. There is here a difficult balancing act – that is never a daring issue for the wise leader – is to offer support and friendliness without disrupting the limits between the professional life and personal one. Intimacy exchanges between the crew members of the same team will gravely compromise the integrity of the incumbents and their mission-critical responsibilities. The members incurred in such situation must be immediately relocated.
# 72 – Possesses clarity of thought and great depth and scope in contrarian’s judgment, as he / she avidly ponders above and beyond wholly.
# 73 – He / she grows mentally and intellectually in the midst of complexity, chaos, and anarchy, transforming the cited three factor in the tools to secure his triumph early.
# 74 – This Leader becomes responsible for assuming costs, losses, liabilities, behaviors, as well as outcomes.
# 75 – This Leader does not retaliate; he / she just prevails.
# 76 – This Leader’s mentality is ruled by his / her own should-self facet and never by his / her want / self one. In doing so, this Leader maximizes the long-term benefits.
# 77 – This Leader is always encouraging and supporting legitimate justice seeking.
# 78 – This Leader is much more of an asset than a hindrance in interacting with the members of his / her crew.
# 79 – This Leader is both robust, resilient and carries on non-linearly.
# 80 – This Leader is an over-communicator.
# 81 – This Leader is the hidden persuader to the greatest causes that transforms the World from a tiny bit of an annoying place into a better place, though interesting and educational in extremis.
# 82 – This Leader is more flexible, competent, industrious, diligent, trustworthy, rational, honest, fair, cooperative, and compassionate than his / her opponents.
# 83 – In succeeding, this Leader does not denigrate his / her opponents. He / she treat adversaries with highest decorum.
# 84 – This Leader radiant reasoning is analogically instituted.
# 85 – This Leader uses the insider’s lens, but much more emphatically utilizes the outsider’s lens.
# 86 – This Leader makes more with less.
# 87 – This Leader always operates better, when in the “battlefield,” the theater of operations has many sub-systems in and beyond ‘fringe’ status.
# 88 – This Leader is engaged in “real time” calibrating mode, quantitatively and qualitatively, the information, data, and arguments that you hear from them.
# 89 – This Leader cross-checks everything in its entirety.
# 90 – This Leader chooses and updates and upgrades his / her own appropriate measure of success.
# 91 – In his / her pondering and discerning processes, this Leader emphasizes – to the self and crew member fellows – the need to understand the other side’s perspective in advance and in continuum.
# 92 – This Leader discovers the hidden interests, priorities, constraints, patterns, and subtle ploys of the other side, allowing him / her to create strategic value more efficaciously.
# 93 – This Leader finds ways to overcome not only the reasonable objections of others, but also their close-mindedness.
# 94 – This Leader reserves consistency between their attempts and actions.
# 95 – This Leader, in order to protect the self, must make a judicious and salient effort to anticipate and mitigate powerful effects from strategies enforced.
# 96 – In each situation, this Leader provides his / her crew with strategies for seeing and uncovering more clearly the information that falls in your blind spot.
# 97 – This Leader thinks through the decision rulings, constraints, strategies, resource pressures, and politics of the other side.
# 98 – For this Leader, the other side information advantage is never in his / her blind spot.
# 99 – This Leader’s First Nature is to wholly trustworthy and never wholly trusting.
# 100 – This Leader is afraid neither the future nor the past but make a mark on the moment.
# 101 – This Leader resists the obvious to embrace the newness of ignored flanks.
# 102 – This Leader does not look through the mirror but every window.
# 103 – This Leader build bridges between failures and sustainable successes.
# 104 – This Leader’s greatest action is to pause to engender cross-pollinated perspectives from pondering, discernment, and actionable reflections.
# 105 – The only stasis this Leader knows is the order tendered by chaotic measures that institute and restore harmony.
# 106 – This Leader is the host of his / her co-leaders (Hostmanship).
# 107 – This Leader generates a lot of ideas and plans; looks for good ideas, not just his / her own but those of the crew.
# 108 – This Leader never abandons the power of saying what he / she believes and believing and executing what he / she says.
# 109 – This Leader operates based on that a good working relationship will work even better when all work on it together (esprit de corps).
# 110 – This Leader knows, that in engaging in a major initiative, the first moments are apt to be the most lively and decisive.
# 111 – While co-leaders are occupied with training, this Leader must set the tone for all of his / her consistency.
# 112 – This Leader takes care of his / her co-leader and look after him / her in detail.
# 113 – This Leader listens to his / her co-leaders’ complaints, inspects their tools and equipment, and satisfies himself / herself that co-leaders do not lack anything.
# 114 – This Leader demonstrates that takes his / her responsibilities seriously and devotes himself / herself completely to the co-leader, which in turn inspires the co-leader’s confidence.
# 115 – Before committing to any serious enterprise, this Leader and respective co-leaders perform frequent “drill evolutions” exercises.
# 116– In dealing with real-life business undertakings and struggling with competitor, maneuvers, strategies and tactics exceptionally mastered by this Leader knowing that the least hesitation could compromise the entire integrity of his / her crew and corresponding objectives and goals.
# 117 – This Leader makes his / her co-leaders acquaint with tactical skills. This Leader explains the THEORY to his / her co-leaders in a way that theory and practice become co-leader’s second nature.
# 118 – Under this type of Leadership good leaders, good cares, good organization, good instruction (theoretical and practical), and good discipline can provide good co-leaders regardless of the challenge they compete against.
# 119 – For this Leader the bottomline is: The real objective of having a LEADERSHIP is to provide for desired relevant outcomes. For this Leader preparation is not only based on the organization of the LEADERSHIP TEAM but the indispensability of said organization is, by far, much more all-encompassing and strategically decisive.
# 120 – This Leader believes that secrecy, discipline, morale and competitive intelligence are instrumental to his / her many successes in business, management and organizational transformation.
# 121 – This Leader knows that “quiet” historic times around the world offer some type of “acceptable” bureaucratic environment. This Leader also knows that he / she must turn the environment fluidly “lean and mean,” especially when every facet of the world order is by each 24 hours disrupting every historic precedent known.
# 122 – This Leader is aware of the strategy and of the damage that could result from a false sense of economizing the granularity of details pertaining to the depth and scope and nature of said strategy.
# 123 – This Leader and Co-Leaders posses the controlling influence of tactics, formation, and of the drill evolution of own team but also of the competitor’s crew.
# 124 – This Leader is strong, adroit, shrewd, skillfully adaptable, tough-minded and resilient, as well as morally and ethically indefatigable.
# 125 – This Leader knows that not only speed assures its success, but order, cohesion, congruency, maneuvering, and the effective use of resources.
# 126 – In a delicate mission, this Leader always requires discernment, intellect, and sound judgment.
ANDRES ANDRES AGOSTINI SUCCESS TENETS
ANDRES AGOSTINI SUCCESS TENET # 26 - (metaphoric ideas for updated management practitioners)
Don’t worry about being surprised by the unexpected. Just carry on expecting the unexpected, regardless of the implicated chaos. Create instability as the essence of your strategy. Keep in mind: a more volatile external environment requires a less stable internal world. Seek out substitutes and opportunities to increase productivity by measuring the mass used in your business today, and getting it to decrease every year. Respond with more rapid and varied adaptation.
ANDRES AGOSTINI SUCCESS TENET # 27 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Conduct thousands of tests of products, prices, features, packages, marketing channels, credit policies, account management, customer service, collections, and retention. Make informed but subjective judgments. Push ahead before the competition could catch up. Seize the opportunity—even when not really prepared.
ANDRES AGOSTINI SUCCESS TENET # 28 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Empower talented people. Accelerate talented people very quickly, because that’s where you get the value. Place bets on future values. Cross boundaries, change jobs, and form new teams to meet evolving needs. Align with the business. Use good economic judgment. Be flexible. And be empathetic to your colleagues.
ANDRES AGOSTINI SUCCESS TENET # 29 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
It’s okay to break the rules in the right way. Going around doing randomly disconnected things. Develop all the peripheral relationships you need to be effective organizationally. Manage the connections rather than the structure. Also know how to hybridize.
ANDRES AGOSTINI SUCCESS TENET # 30 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Reach out to others with corresponding roles across the organization to learn and share ideas. Move around and support your colleagues when needed. Enable innovation by bringing DIVERSE elements together. Without these kinds of connections, DIVERSITY has little inherent value.
ANDRES AGOSTINI SUCCESS TENET # 31 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Empower others and yourself by the whole chaotic percolation of ideas at the bottom of the organization. Bear in mind: Empirical evidence, based on small tests, always carried the day. Attract very bright people with initial proof of concept, then plug them into your organizational structure.
ANDRES AGOSTINI SUCCESS TENET # 32 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Maintain common interfaces and cross-functional capabilities that allow work to flow and value chains to talk to each other. Harvest the idea, then propagate it wildly before the mimicry of competition sets in.
ANDRES AGOSTINI SUCCESS TENET # 33 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Employ diversification to spread their risks. Be willing to take the risk of shaping the future according to your own design. Nothing ventured, nothing gained, but don put all your eggs in one basket. Beware of this: Discontinuities, irregularities, and volatilities seem to be proliferating. Remember: Without risks, life poses no mystery.
ANDRES AGOSTINI SUCCESS TENET # 34 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Seed, select, amplify, and destabilize the situation are the two management ideas for accelerated evolution. Don’t expect a perfect feedback system in a volatile environment. Don’t be excellent at doing; be excellent at changing, too.
ANDRES AGOSTINI SUCCESS TENET # 35 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Explore the extremes, where nonlinear effects kick in. Sometimes, the extremes contain pleasant, nonlinear surprises. Imagine things that engender loyalty towards your organization. Through experimentation with detailed measurements and discipline and logical analysis, you find profitable innovations.
ANDRES AGOSTINI SUCCESS TENET # 36 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Test things at the bottom of the organization that lead to big insights. Test, experiment, measure, and optimize. Institute hard-core analytic optimization. Architect your entire infrastructure to operate in real time. Let your account-management programs to be driven by experimentation.
ANDRES AGOSTINI SUCCESS TENET # 37 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Dream up programs that might be of value to customers, and then test them. A successful test often triggers other behaviors, and you should follow these with more new offers. Shift to roll-out, because ah of a sudden your competition get a preponderance of one product of my organization that they’ve never seen before.
ANDRES AGOSTINI SUCCESS TENET # 38 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Have a free flow of resources to where the value is. Rather than penalizing people who fail, praise them for their commitment and intentions. Reinforce the tolerance of risk and failure. Revise your best practices. Observe, orient, decide, act. First to fight now means first to learn.
ANDRES AGOSTINI SUCCESS TENET # 39 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Fly great distances, meet new people, and encounter new ideas. Have a freedom of thought, the passion for experimentation, and the desire to imagine your future. Believe in not commonly believed opinions.
ANDRES AGOSTINI SUCCESS TENET # 40 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
It’s about getting more from less. That’s the true road to wealth. Focus on changes, challenges, and opportunities. Earn more while spending less. Reach a higher level of output. Pursue profit maximization. Remain competitive. Adapt to revolutionary innovations in technology and business efficiency the soonest. Craft value creating relationships. Establish guidelines, offer insight, and provide inspiration. Identify, analyze, and maximize your learning opportunities.
ANDRES AGOSTINI SUCCESS TENET # 42 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Evaluate, identify, select, negotiate, manage, turn around, govern, implement, anticipate, and ensure success. Generate immediate cost savings. Realize a cash infusion from the sale of assets. Relieve the burden of staffing.
ANDRES AGOSTINI SUCCESS TENET # 43 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Be freer to direct your attention to the more strategic aspects of your job. Keep your logic compelling.
ANDRES AGOSTINI SUCCESS TENET # 44 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Destabilize in order to live closer to the edge of chaos. This means being agile enough to change as the environment does, but not so fluid as to lose its defining structure. Walk the walk as well as talking the talk of the Adaptive Enterprise.
ANDRES AGOSTINI SUCCESS TENET # 45 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
A lesson: The word adaptation describes the interaction between an organism and its environment.
ANDRES AGOSTINI SUCCESS TENET # 46 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
TO BEAR IN MIND! But one thing an evolutionary and ecological perspective tells us for sure: If several major forces are at work, they will not progress in separate straight lines —they will interact chaotically, creating unforeseen changes.
ANDRES AGOSTINI SUCCESS TENET # 47 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Be willing to adapt very quickly, to pounce on an opportunity when you see it, to change the organization, to think about new developments, and to be always very open to any change in any direction.
ANDRES AGOSTINI SUCCESS TENET # 48 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
You have to be the equivalent of selective forces in nature, which calls for a willingness to let people in the organization to explore, to flourish and develop.
ANDRES AGOSTINI SUCCESS TENET # 49 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Separate to promote independence, selfish thinking, and local solutions. Learn from each other’s mistakes and successes, and you’ll get better and be able to operate at a much more accelerated pace, based upon the knowledge that has been transferred.
ANDRES AGOSTINI SUCCESS TENET # 50 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Get your organization into a massive amount of knowledge and experience that creates a great breeding stock for subsequent ventures.
ANDRES AGOSTINI SUCCESS TENET # 51 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Explore continually evolving technology and applications, while also creating different units to exploit commercial opportunities not always closely related to the founding capabilities.
ANDRES AGOSTINI SUCCESS TENET # 52 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Replenish customers on demand. Take the client as an agent, and create an agent-based point of view.
ANDRES AGOSTINI SUCCESS TENET # 77 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Seek the hidden. De-learn the learned. Make the covert overt. Implement ipso facto.
ANDRES AGOSTINI SUCCESS TENET # 78 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
De-peril your risks. Empower your financial risks to work for you. Hire them; get resigned from your bricks-and-mortars (a future not plausible).
ANDRES AGOSTINI SUCCESS TENET # 79 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Plan, lead, and manage.
ANDRES AGOSTINI SUCCESS TENET # 80 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Understand your business depth today. Develop better ways to service your enterprise in the future.
ANDRES AGOSTINI SUCCESS TENET # 81 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Before “outsourcing,” NOW ‘Worldwide Sourcing’ or ‘Competitive Sourcing’.
ANDRES AGOSTINI SUCCESS TENET # 82 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Have fewer staff and run a lean operation. Favor those who leverage third-party relationships that don’t tie up capital and consume resources.
ANDRES AGOSTINI SUCCESS TENET # 83 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Strategically enhance your organization’s core competencies. Address any outstanding issue with your employees, unions, and the community. Find the lowest total cost or best value.
ANDRES AGOSTINI SUCCESS TENET # 84 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Recognize impact on internal operations. Capture the big picture.
ANDRES AGOSTINI SUCCESS TENET # 85 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Track benefits, realize quick wins, and motivate critical stakeholders to remain committed.
ANDRES AGOSTINI SUCCESS TENET # 86 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Early anticipation of changes can drastically reduce the time and cost of addressing them. Seek the quick win (that long forgotten in an ignored —but mission-critical— flank).
ANDRES AGOSTINI SUCCESS TENET # 87 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Research assiduously which of the available external market capabilities fit best with your strategic objectives.
ANDRES AGOSTINI SUCCESS TENET # 88 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Articulate these management principles more precisely, implement them more systematically, and rely less on the intuition of a few gifted leaders. Don’t write strategy, GROW IT. Don’t think in terms of maximizing your share of the market but of maximizing your share of experience. Build an innovation laboratory capable of creating a steady stream of the new ideas to stay ahead of the competition.
ANDRES AGOSTINI SUCCESS TENET # 89 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Differentiate or die. Be mindful that improvisation is too important to be left to the fortuitous. Consider that life is sustainable through the unperceived and those universal laws that are unknown to us. Continuity is over-dead; it hasn’t yet reincarnated. History will be reshaped by the sudden and sharp change, namely “frenzy volatility.”
ANDRES AGOSTINI SUCCESS TENET # 90 - (METAPHORIC IDEAS FOR UPDATED MANAGEMENT PRACTITIONERS)
Launch your employees with confidence into a somewhat chaotic environment, knowing that they will direct themselves toward optimal performance to success. Instill in the staff a loose, self-organizing culture—in search of new opportunities. Motivate and develop others to learn to change to prevail. Sharing ideas, “…an eye is not an eye because you see it; an eye is an eye because it sees you…” —Antonio Machado. Nonetheless, as per The Panchatantra: “Knowledge is the true organ of sight, not the eyes.”
PS_1: Some people asked me where I get my ideas from. I have been involved with some of the most demanding and capricious clients, employers, allies, business owners and scholars. It is not always fun, but I usually get hired when a noted institution needs a near-impossible situation to be turned around into a fully possible one. Among my direct clients, there has been GE, Toyota, Mitsubishi, World Bank, GMAC, TNT Delivery Express, PackMail, and PDVSA (CITGO’s parent company) and its operations in the Western Hemisphere, also leading executives of General Electric (GE) and Abbott Laboratories. Through joint ventures and other forms of alliances, my clients (and organizations I have worked extensively with) are MAPFRE, STATOIL, TOTAL (TOTAL FINA), CONOCO, Philips Petroleum, and British Petroleum (BP). There are, within my professional career, some 30 years of deep thinking, pondering, researching, managing, consulting, analyzing, strategizing, empirical experimenting / testing, complex-problems solving, as well as surveying and privately interviewing world-class business owners, entrepreneurs, managers, thinkers, and people committed to determined creativity and innovation, seeking to instill value to the world. I do overwhelming studying, researching and experimenting, learning from mistakes and positive findings early. I have the “luck” to have been mentored lavishly by parents, master-degree students, senior professors, researchers, Ph.D.s, post-doctoral doctors, and applied scientists, among many other representatives of prominent corporations and institutions into sophisticated technocracy. I have and always will have the greatest respect for science and applied scientists. To the extent that I habitually undertake any initiative with the standard scientific method (rigor with vigor and accuracy), keeping my mind always open and updated (as much as possible) through a detailed, all-encompassing vista of challenges and efforts. In addition and for a number of years, I have been developing and instituting my own methodology to developmental thinking, holistic thinking, and systemic/systematic/Gestalt, insightful discernment based on the systems methodology, systems methodology as it is utilized by eminent exact-science practitioners. I am also into professional development, mentoring, and teaching. It is worth remembering that I teach to learn. On the Web – among other occupations and skills – I am into extensive blogging and writing. This so that I learn a bit more every time.
PS_2: All terms hereof pertains to the grandiose Shakespearean lingua franca. Others systems, not as enriched as the latter, are ineffectual and inconsequential and not as delightful a sophisticated to communicate complex thoughts unambiguously.
PS_3: All quotations not otherwise cited are from the interviews conducted by the author or personal communications sent to the author.
By © Copyright 2009 Andres Agostini (Andy)
Ich Bin Singularitarian, High-Tech / Mind Expansionist Visionary and Method Developer/Proprietor of: "Transformative And Integrative Risk Management" (with the applied omniscience perspective), Blitzkrieg, Organizational Strategist, TransLeadership / Preter-Leadership Innovist, Patternist, Iconoclastic Mind Expansionist, Applied Omniscience Activist, so forth.
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