Did you know that dealing creatively with problems could be your way to developing intuition, healing relationships, empowering your organization, evolving the brain to a new level and bring total transformation in your life?
Problems, according to conventional ways of thinking, are obstacles to a goal. We learn to live with the unsolved ones which grow into the crises which dominate our lives. Creative thinking reverses this order and alters our perception of a difficult situation. A problem becomes a challenge and then, an opportunity. Consider this; one company in the USA had spent millions of dollars to develop a multipurpose adhesive which turned out to be a failure, as it would peel off. They turned this failure into an opportunity in the post-it pads. These yellow little squares of paper can be stuck and peeled off for reuse. Creative thinking alone sees such opportunities.
When I first developed and applied the Creative Problem Solving (CPS) process in 2003 as a worhshop leader on a Entreprenuership Mindset Development Workshop for NSIC, it was mainly for the industry, distribution system, plantations and government. Three years later, I refined it further during my consultancy work with diverse organizations and, teaching Entrepreneurship in Management Schools like IIMC and ISB&M. Though originally intended only for solving problems, over the years I discovered its tremendous power to transform individuals and organizations.
It's based on a principle thought which was stated so beautifully below.
What the caterpillar calls the end of the world, the master calls a butterfly: Richard Bach.
Friday, December 5, 2008
Tuesday, December 2, 2008
Leading towards Uncertainity through Business Continuity Planning
SME's must now take a more flexible approach to planning: each of them should develop several coherent, multipronged strategic-action plans, not just one. Every plan should embrace all of the functions, business units, and geographies of a SME and show how it can make the most of a specific economic environment.
These plans can’t be academic exercises; executives must be ready to pursue any of them—quickly—as the future unfolds. In fact, the broad range of plausible outcomes in today’s business environment calls for a “just in time” approach to strategy setting, risk taking, and resource allocation by senior executives. A SME’s 10 to 20 top managers, for example, might have weekly or even daily “all hands on deck” meetings to exchange information and make fast operational decisions.
Greater flexibility through planning also means developing as many options as possible that can be exercised either when trigger events occur or the future becomes more certain. Often, options will be offensive moves. Which acquisitions could be attractive on what terms, for instance, and how much capital and management capacity would be required? What new products best fit different scenarios? If one or more major competitors should falter, how will the company react? In which markets can it gain share?
As companies prepare for such opportunities, they should also create options to maintain good health under difficult circumstances. If capital market breakdowns make global sourcing too risky, for example, companies that restructure their supply chains quickly will be in much better shape. If changes in the global economy could make a certain kind of business unit obsolete, it’s critical to finish all the preparatory work needed to sell it before every company with that kind of unit reaches the same conclusion.
A crisis tends to surface options—such as how to slash structural costs while minimizing damage to long-term competitiveness—that organizations ordinarily wouldn’t consider. Unless SME'S evaluate their options early on, they could later find themselves moving with too little information or preparation and therefore make faulty decisions, delay action, or forgo options altogether.
These plans can’t be academic exercises; executives must be ready to pursue any of them—quickly—as the future unfolds. In fact, the broad range of plausible outcomes in today’s business environment calls for a “just in time” approach to strategy setting, risk taking, and resource allocation by senior executives. A SME’s 10 to 20 top managers, for example, might have weekly or even daily “all hands on deck” meetings to exchange information and make fast operational decisions.
Greater flexibility through planning also means developing as many options as possible that can be exercised either when trigger events occur or the future becomes more certain. Often, options will be offensive moves. Which acquisitions could be attractive on what terms, for instance, and how much capital and management capacity would be required? What new products best fit different scenarios? If one or more major competitors should falter, how will the company react? In which markets can it gain share?
As companies prepare for such opportunities, they should also create options to maintain good health under difficult circumstances. If capital market breakdowns make global sourcing too risky, for example, companies that restructure their supply chains quickly will be in much better shape. If changes in the global economy could make a certain kind of business unit obsolete, it’s critical to finish all the preparatory work needed to sell it before every company with that kind of unit reaches the same conclusion.
A crisis tends to surface options—such as how to slash structural costs while minimizing damage to long-term competitiveness—that organizations ordinarily wouldn’t consider. Unless SME'S evaluate their options early on, they could later find themselves moving with too little information or preparation and therefore make faulty decisions, delay action, or forgo options altogether.
Allindialive is now a Hottest Startup
Recently, NEN listed Allindialive as a Hottest startup.
Allindialive Hottest Startup link
We thank the NEN team for considering us a hottest startup.
Allindialive Hottest Startup link
We thank the NEN team for considering us a hottest startup.
The Heart of a Business Plan
People relates heart to emotions . Business Planning relates heart to passion, that is the main reason for the Business plan, in the first place.
What is the passion of a business ?.
It is to give a service or a product which benefits a group of customers which are representatives of society .
In the case of Allindialive , it provides Entreprenuership development education and Business advisory services to Small and Medium Enterprises (SME). Somehow the entire business is based on the idea to help and serve the SME's that they could be successful . This is the heart of Allindialive business plan. It also includes that how the process of these help can be profitable that the entire service could be sustained for a long time.
In the same way the heart of other business plan are based on these same ideas which cane be fragmented into more structured format like these ..
1. Target Customers
2. Service and Product Profile
3. Profit margin out of the Service/product delivered.
If the root of the passion of the business plan is clear , then other components falls in right synchronity.
This month , I have Judged near about 14 Business plans of Indian Institute of Management , Business planning Competetion , Ideas to Implementation (i2i2009)
and found that some of the business plan has heart problems and so the synchron ity was missing.
There are also some plans which are quite healthy in thier heart and so the overall balance is absolutely visible.
What is the passion of a business ?.
It is to give a service or a product which benefits a group of customers which are representatives of society .
The Case Study of Allindialive
In the case of Allindialive , it provides Entreprenuership development education and Business advisory services to Small and Medium Enterprises (SME). Somehow the entire business is based on the idea to help and serve the SME's that they could be successful . This is the heart of Allindialive business plan. It also includes that how the process of these help can be profitable that the entire service could be sustained for a long time.
In the same way the heart of other business plan are based on these same ideas which cane be fragmented into more structured format like these ..
1. Target Customers
2. Service and Product Profile
3. Profit margin out of the Service/product delivered.
If the root of the passion of the business plan is clear , then other components falls in right synchronity.
This month , I have Judged near about 14 Business plans of Indian Institute of Management , Business planning Competetion , Ideas to Implementation (i2i2009)
and found that some of the business plan has heart problems and so the synchron ity was missing.
There are also some plans which are quite healthy in thier heart and so the overall balance is absolutely visible.
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