原文在经理人分享。
我们都知道，Google的优秀人才正持续出走到Facebook中，而Facebook的优秀人才有些也开始离开。
台湾HTC做云端与内容部门，这一年来，也从最大的网络公司雅虎奇摩带走了不少熟悉网络技术与经营管理的高级人才。
这些好公司并不是已经衰败，事实上都还在成长，也还有很多机会。他们有资源可用，但留不住所有的优秀人才。
ZT：优秀的人才为何离开公司？
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Category Archives: Art of Management
ZT: 李开复：如何做最好的创新
原文在李开复的博客。
我在《做最好的自己》一书中就曾经提到过，“创新固然重要，但有用的创新更重要”。在这个科技发展一日千里的时代里，人人都在谈创新。但是，什么才是最好的创新?什么才是真正能改变人们生活的有用的创新?一个人，一个企业该如何获得持续创新的动力，该如何增加自己在创新，特别是有价值创新方面的综合实力呢?
1. 什么是最好的创新?
很多人仅把创新理解为科学技术领域的创新。其实，创新有很多种。创新可以是一个新颖而有效的商业模式，可以是一种新的管理模式，也可以是文学艺术领域里一次开创性的实践，甚至可以是家居生活中的一个新鲜而有趣的创意……简单地说，创新就是在知识积累和生活、工作实践的基础上，由一个新颖的创意而产生的，对人们有用，同时又具备可行性的一种创造性活动。
所以我们说，新颖、有用和有可行性是创新之所以为创新的三大要素。
ZT: Are CIOs Doomed to Vanish into the Cloud? Many CFOs Think So
Read from CFOWorld.
Puzzlebird: With IT operation becomes more commodity such as Cloud and global outsourcing, real IT leaders will eventually evolve into a role in “business with IT capabilities“.
It sounds shocking, perhaps — until you think about the rapid pace at which corporate finance is becoming involved with technology. But 17% of corporate financial decision-makers in a recent UK poll believe the position of chief information officer will disappear from the business landscape in the next five years.
Of the 203 CFOs and finance directors who participated in the January survey, part of a report titled“The Changing Role of the CFO,” just released by Getronics UK, another 43% say that the CIO’s role eventually will be subsumed within finance. Further, 31% believe those in a CIO role will be coming from a non-technical background in the future. Getronics is a consultancy that is part of KPN, the Dutch telecommunications provider.
ZT: Getting promoted too quickly
Originally from Bijan Sabet.
Puzzlebird: I shared the same view on this. As I discussed with some team member during the promotion process. Being promoted may not necessary mean a good thing in the career development.
“He’s a star. Thank god he’s on the team”.
“He’s not scaling, it’s time to find a replacement”.
I’ve heard that line from too many CEOs about someone on their management team.
In a hyper growth company, those two sentences can be just a year or two apart.
So what’s happening here.
Sometimes it’s just that the person that was given the management job was a bad hire. Mistakes happen.
ZT： 求职者面试时应该问的五个问题
原文在经理人分享。
在你的销售工作生涯里，失业、就业不足或者选择了错误的工作都是很糟糕的事。我的职业生涯里曾经经历过上述每一种情况，我下定决心让自己从每一种情况中学习经验。我对自己发誓，我不会为了一份工作而被面试。我会回答问题、参加测试、进行面谈，但是让它变成单向的面试?不行。
KPI, Goal and Initiative
Some of the good definitions, useful during the goal setting period in the year.
Key Performance Indicators or KPI is a series of measure that show how the business is likely to perform over medium and long term.
A goal is an observable and measure end result, ultimately linked to the success of the site strategy/vision, to be achieved within a fixed time frame (short term: the coming year). Achieving a goal need to lead to an improvement in a KPI, the success of a strategy and/or attainment of the vision.
An initiative represent the most significant line of business projects that are planned and approved to support a strategy or goal. It amy be made up of several business projects.
ZT: Future State of CIO
ZT: 7 lessons for good leaders
Originally from Kelly consulting.
Management is doing things right and leadership is doing the right things.
The seven practices that employees themselves are asking leaders to change are:
- Forget experience, focus on vision: find and develop people who can convey a strong sense of vision and direction rather than promoting people based on age or experience.
- Understand the generational differences & promote natural connections: the way the generations lead and respond are different—no matter who’s leading who, this needs to be top of mind to avoid conflict.
- When dissatisfaction is high, act: don’t sweep negative feedback under the carpet and wait for it to go away. If leadership is contributing to attrition, it won’t change unless you address the leadership behaviors.
- Recognize and reward what’s working: employees who are excelling don’t necessarily need large bonuses, but they do need you to notice.
- Prepare your people for the future: ensure ongoing training and development is appropriate right across people’s career, regardless of age.
- Rethink your leadership culture: lead by example and show you mean what you say.
- Understand what you’re doing right: capitalize on your strengths and share these good practices broadly.
ZT: The Road to CIO
Puzzlebird: Many of IT colleagues are having the dream to be the CIO in future, but very seldom people are talking about how to move towards the road to CIO. This is a series of article from “ComputerWorld”. The originals were posted in 2005 in three parts. Part 1, Part 2, Part 3. I absolutely agree with this article, and have been aligning my actions before even reading it into following area
- business thought leader (stay closer to business)
- try to expand into business area in projects or roles
- focus on value and delivery (that’s the real thing matters)
- develop my team similarly
Part 1: How to prepare youreself for the top spot
So, you want to be a CIO? The general perceived path is that you grow up on the technical side and then you gradually get more exposure to the business, especially if your organization is proactive and really leverages IT. The road to the corner suite for IT executives is usually through the development of a highly focused expertise. It is exactly this expert mentality that makes the technician or executive useful to his CIO. The more senior an IT executive becomes, the more he is expected to manage. The focus, however, remains largely on IT issues. This creates the conundrum. To be a CIO, you need highly developed business skills — experience that is not always immediately offered to the IT executive. This is experience that you will have to seek out on your own.
How assess to your gap fast?
Smart person grow fast by knowing where’s the personal gap and focus all strength to develop a strategy fixing it. Usually we know our gaps from various failure in projects or daily operation. One faster way is actually going through conversations with people who is better in knowledge or experience.
I had opportunities in previous companies to access a few great country CIOs and IT directors. The talks with them are really inspiring see how great leaders handle tough situation and keep efficient team morale. In addition, there was a system where top IT talents in the region met up together at least once per year to work on strategy development and had opportunity to review with CIOs. I will forever remember the experience I learned in Japan years ago.