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Archive for August, 2010

Responding to a Silent Problem

Friday, August 27th, 2010

The Gulf of Mexico oil spill story has raged on for upwards of 4-months now. It’s been been a story with anger displayed, heartache captured, concerns emitted and consequences discussed. Yes, it has been a long and arduous 4-months. Yet despite the magnitude of this disaster, it can be broken into three parts, These being:

  1. Exploring the great unknown. “What will be the consequences, if any?”
  2. Shutting the beast down. “This thing is bigger than we’ve been told, can it be shut down? If yes, how soon.”
  3. Gathering information to avoid a similar catastrope in the future. “Every disaster reveals consequences from the unknown. Until its been experienced, its difficult to understand all of the unintended consequences of certain actions and procedures.”

As part of the third stage of this story, the investigation is revealing that numerous silent problems were present. For instance, recent stories reveal that a single engineer may bear a huge responsibility in the blowout.  However, this isn’t the story I’m fascinated with at the moment. I’m intrigued with how the environment is and has responded to this ecological disaster - most of it is a huge surprise - most scientists included. This story is titled, the great vanishing oil spill.

Yes, microbes may become the heroes of the Gulf of Mexico oil spill by gobbling up oil more rapidly than anyone expected.

This leads me to a parallel discovery. As I have worked with organizations and helped them work through their silent problems, I’m always surprised how organizations respond from the effects of silent problems.  And once it is solved, the results can be equally surprising and unexpected. At times, organizations remain devastated for months on end. However more often than not, once the silent problem is identified and rectified, a rejuvenation phenomenon often takes place. Unexpectant individuals step up to the plate with previously unknown skills that can be leveraged. New processes and procedures that were unwelcomed, are suddenly adopted. However most important in this equation, people learn how to speak about the unspeakable, and take action. Quite similar to the little oil eating bacteria at the sight of a natural disaster.

Exit - Stage Left

Tuesday, August 17th, 2010

Have you by chance wondered about the CEOs of the two P’s, and what really got in their way? I’m referring to Mark Hurd of HP, and Tony Hayward of BP. From what I’ve read and been able to discern, each of these had SPs (silent problems) to the max. And due to their SP affliction, HP’s and BP’s stock has suffered, and their careers derailed.

Each has exited Stage Left. Stage left for Tony Hayward means frequent trips to Siberia for the foreseeable future. The crisis in the Gulf will forever be associated with his name. For Mark Hurd, we’re unsure, although it was reported pocketed a quick $28 million, which should provide him plenty of options - including a quick retirement. However in the bigger picture, Mark Hurd symbolizes another epic chapter of HP. It’s too bad, because there’s a lot of blame to go around over at HP.

For any leader, Exit - Stage Left is rarely a pretty event. It’s filled with drama, and emotions and too much hurt. The need for true leaders is greater today than ever, unfortunately, there appears to be a shortage of them in the marketplace.

The Good, The Bad, & The Ugly

Wednesday, August 11th, 2010

Each year, hundreds of business executives find themselves in the crosshairs of outplacement. Some are being replaced due to lack of financial performance. Others due to a lack of strategic direction, cultural fit, and from time to time, reasons related to ethical and moral concerns. Quite often, these events turn into a media fiasco. Just mention the name Mark Hurd (H-P) or Tony Hayward (BP), guess what happens. You’re likely to have a strong emotional reaction to them as an individual and as a leader.

Guess what? It wasn’t always that way. In fact, months prior to being placed on the “crosshairs of failure,”more often than not, these individuals were being praised for their leadership acumen, their business insights and strong stewardship capabilities. They were the future, and being treated accordingly. However once the shoe fell, everything good was displaced. The list of accolades, forgotten. The awards, dismissed. The strong words of praise, erased. Everything feels and appears different.

Needless to say, such events are messy situations, with everyone focused on covering their perverbial A**.  And in this whirlwind, emerges the The Good, The Bad & The Ugly as relates to forced outplacement of key executives.

In Search of Success

Tuesday, August 3rd, 2010

One has to admit, the Chinese are an industrious society and culture. They’ve come a long way in a few short decades. They have shaped the world in numerous ways - for better and at times for the worst. They’re now the behemoth in the room to study, appreciate and quite often scrutinize, because their industriousness at times has been kown to create huge embarrassments.

Not surprisingly, another story has been surfacing in recent years, this time - academic fraud. The July 24th edition of The Economist delves into this topic. The articleReplicating success, Widespread academic fraud may hamper a drive for innovation states:

CHINA’S president, Hu Jintao, speaks often and forcefully of the need to foster innovation. He makes a strong case: sustaining economic growth and competitiveness requires China to get beyond mere labour-driven manufacturing and into the knowledge-based business of discoveries, inventions and other advances. 

Yet doing so will be hard, not least because of the country’s well-earned reputation for pervasive academic and scientific misconduct. Scholars, both Chinese and Western, say that fraud remains rampant and misconduct ranges from falsified data to fibs about degrees, cheating on tests and extensive plagiarism… 

The implications of widespread academic misconduct could be great. Denis Fred Simon of Penn State University argues that growing evidence of fraud “calls into question the overall credibility of the entire scientific enterprise in China-and unfortunately feeds negatively into the related concerns about the safety of Chinese products and the integrity of information coming out of China.” 

In practical terms foreign scientists may be deterred from China, as they worry about getting caught up in scandals. Early this year, after it was found that 70 papers on crystal structures submitted to an international journal by Chinese scientists had been fabricated, the Lancet medical journal called on China’s government to “assume stronger leadership in scientific integrity”. Measures taken so far, it suggested, had failed to get to the root of why some Chinese scientists lie. 

China’s drive to become a world-class competitor has created “The World Is Flat” phenomenon. Their huge access to human capitol has positioned them for success - including academic. However, being positioned for success and realizing success has become a challenge for many emergent economies. Simply because the world begins to expect more.  And the one thing the world expects more than anything else is excellence. This is the long-term challenge in front of China, and their ability to becoming a world-class player.

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