And the company CEO and senior executives in Singapore, together with hotel-style services will be open deep dive. Sunny outside, do not feel the tropical scenery is. In this closed environment, contrary to the coolness down there, not the air conditioning is too full, but the boss with great accuracy, pursued the question, so that each reporting business executives are some cracks run from the cold lump of bone.
The so-called Deep
Dive is a U.S. company’s common language. That is, on the face of a popular sales figures are not satisfied, and regional managers to each business to do in-depth discussion on, a colleague said with a smile has been the headquarters of Virgin boss was nothing left, no matter how deep dive is also not better pay Transcripts of the. Is it? Sometimes look not all. Carefully listen to the boss’s question, asked quite reasonable. Why can such products into the retail business is still in business only in the context of B2B sales, of course, because there is no boss to do a wise conclusion to break the barriers between business units.
Suddenly remember management guru Peter Drucker mentioned in the biography of the year Time Inc. boss Ruth. Ruth is the son of American missionaries in China, grew up in China. “Ruth is shaping China, not the United States. His interpersonal relationships, management style and that a system of trickery is the ruler of China – although not directly serve, but could not make executives friction, differentiation and conflicting relationships, in order to protect their position high above the threat from anybody. “Master Han Fei seems to have a series of management’s use of trickery are attributed to Chinese-style cunning and conspiracy, and even the CEO has not received traditional Chinese education, was aware of the logic of divide and rule.
Vulnerability can be seen from the management department heads have the number of thoughts on the company’s business, the boss asked the details, often could not answer, but the boss will not care because you the run he will let you left, can explain the problem is a digital, rather than the other.
Taiwan boss is said to be recovering very detailed, and some details of the devil is called. I have had such experiences, the entire event a success, but the end did not let employees wait a while, but led to the airport to catch a plane up and down from the podium, the global chairman of the board was blocked in a halfway finish at the crowd. That “accident” has been dismissed as the boss does not organize. The experience is also true of other owners. For example will come on stage before the opening ceremony of the wooden podium Tacai take to prevent the accident is not strong.
These details seem trivial, form management style, detail is the key to success.
I was present at a recent deep dive business conference with CEO
and executives of the company at a hotel in Singapore. The glorious
tropical scenery outside the window was ignored, and a chill which
had nothing to do with the strong air conditioning but the endless
challenging questions from the boss made all the executives who
were presenting their business reviews break out a cold sweat.
Deep dive is very
common in American companies when the top executives are not happy
with the sales figures and further discussion is surely necessary
with the regional directors on each single business. Some
colleagues joked that they’ve too drained by the bosses from the
headquarters to make a better looking report no matter how deep
they dive. Will that be it? I doubt it. Some of the bosses’
questions are pretty convincing if you listen to them carefully.
Why shamble along the old paths of B2B only when the products are
already good enough to compete on the retail business? Clearly no
brilliant decision from a strategic perspective of vision and
foresight is given to break the barriers between the different
operating departments
Luce, the fabulously wealthy boss of Time Inc in his times
mentioned in biography of Druncker, the management master comes
cross my mind. Luce is the son of an American missionary who grew
up in the Mainland of China. “It was China that made Luce who he
was rather than America. His interpersonal relationship, management
style and system was a vivid reflection of the tactics in Chinese
officialdom, staying away from the conflicts among the senior
executives and manipulate the complicated personal networks to
protect his own top position from any potential threat. Druncker
ascribed Luce’s management theory to Hanfeizi, a great work of the
Legalist school which introduced the Chinese schemes and political
trickery. Although this CEO of Time Inc didn’t even receive the
traditional Chinese education, he proved the strategy of “divide
and conquer “quite effective.
You can tell how
much attention and effort the heads of the department have put on
the corporate business from the loopholes of management. The
details give them away as soon as the boss starts asking about
details, but stories and evasions would never satisfy the boss.
Nothing but the figure counts.
Executives from
Taiwan are said to be detail oriented, some even are called detail
devils. I’ve also witnessed a very successful activity, as I saw
it, ended up scolded by the boss for the poor organization. It
turned out that the chairman of the company went down from the
rostrum and headed to the airport, but was stopped by the crowd who
were supposed to wait till he left. Other managers I’ve met with
have quite similar styles, such as stepping on the wooden platform
before the ceremony to check its safety.
It is each
seemingly negligible detail that makes a manager stand out with
unique style, and of course hold the key to success.
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