Top Asian Countries Holding Gold (eBook, ePUB)
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He quickly realized the gap in awareness between the two sides. Although police officers may be proud of the continuous decrease in emergency calls and the increase in the number of dangerous criminals arrested, these things are not noticed by the people, simply because very few people feel it. find themselves threatened by large-scale criminals. What makes them feel like victims are harassers like alcoholics, beggars, prostitutes and obscene murals.These meetings changed the focus of the police force here, causing them to focus on a blue ocean strategy called "broken windows."5 As a result, c...
He quickly realized the gap in awareness between the two sides. Although police officers may be proud of the continuous decrease in emergency calls and the increase in the number of dangerous criminals arrested, these things are not noticed by the people, simply because very few people feel it. find themselves threatened by large-scale criminals. What makes them feel like victims are harassers like alcoholics, beggars, prostitutes and obscene murals.
These meetings changed the focus of the police force here, causing them to focus on a blue ocean strategy called "broken windows."5 As a result, crime decreased significantly and That area was peaceful again.
So, when you want your organization to realize the need for a change in strategy and awareness, do you use numbers? Will you let your boss, your employees, and yourself see firsthand the ugly reality of your organization's operations? Would you put your managers in touch with the market and listen to upset, complaining customers? Or could you also send your employees out to do market research reports?
Solve resource problems
After getting the members of the organization to admit that the organization needs to change its strategy and to more or less agree on the basics of the new strategy, most managers are faced with a reality. gloomy due to lack of resources. Do they have the financial resources to make the necessary changes? In this situation, most progressive CEOs take one of two options: either they lower their ambitions and thus discourage their employees again; or they try to raise more capital from banks or shareholders - something that is both time-consuming and can cause a loss of focus on the fundamental problems that need to be solved. Not to mention that trying to raise more capital is unnecessary and not worth the time, and often faces many procedural difficulties.
So how can we still carry out strategic reforms while resources are becoming less and less? Instead of focusing on mobilizing more resources, focal leaders seek to increase the value of the resources they have. In the case of a lack of resources, leaders still have three factors of disproportionate influence in their hands, and by enhancing their value, they can both free up more resources and multiply them. multiples the
These meetings changed the focus of the police force here, causing them to focus on a blue ocean strategy called "broken windows."5 As a result, crime decreased significantly and That area was peaceful again.
So, when you want your organization to realize the need for a change in strategy and awareness, do you use numbers? Will you let your boss, your employees, and yourself see firsthand the ugly reality of your organization's operations? Would you put your managers in touch with the market and listen to upset, complaining customers? Or could you also send your employees out to do market research reports?
Solve resource problems
After getting the members of the organization to admit that the organization needs to change its strategy and to more or less agree on the basics of the new strategy, most managers are faced with a reality. gloomy due to lack of resources. Do they have the financial resources to make the necessary changes? In this situation, most progressive CEOs take one of two options: either they lower their ambitions and thus discourage their employees again; or they try to raise more capital from banks or shareholders - something that is both time-consuming and can cause a loss of focus on the fundamental problems that need to be solved. Not to mention that trying to raise more capital is unnecessary and not worth the time, and often faces many procedural difficulties.
So how can we still carry out strategic reforms while resources are becoming less and less? Instead of focusing on mobilizing more resources, focal leaders seek to increase the value of the resources they have. In the case of a lack of resources, leaders still have three factors of disproportionate influence in their hands, and by enhancing their value, they can both free up more resources and multiply them. multiples the
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