Author Archive | Alan Jordan


Holacracy as an organisational structure

The structure of the modern organisation rarely helps ignite the passion and creativity of the workforce. In short, today’s organisation structures are quickly becoming obsolete.


We’ve covered tons of books that deal with organisations trying to get their companies to work more productively and to find a way to engage their employees more fully. The most recent being “The Connected Company”, “Bioteams”, “The Moment of Clarity”,  “Employees First Customers Second”,  “Delivering Happiness”, “Work Sucks”, “Drive”, “Maverick”. Brian Robertson take us on his journey in a thought provoking book that is all about practice. This is not an idea or theory this all about doing.


Research shows that every time the size of a city doubles, innovation or productivity …

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How to get people to do more business with you

Daniel Priestly asks you to take a look at the problem you solve for people. He says that high-value products and services are linked to four underlying drivers:

Save or make money. Save time or eliminate wastage. Bring increased emotional benefits. Ease pain, suffering or negative emotions.

If you’re linking your business to the industry, to the market and to the trends that everyone else is following, then you’ll continue competing on price with everyone else.

Why delivering an outcome is key

The more your business takes on the responsibility of delivering an outcome, with little or no external input, the more value it creates. We see solution products in a variety of industries, from telecommunications, software, accommodation, financial services …

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Leadership lessons from Jack Welch

The youngest CEO and Chairman of GE at 46 he led the organisation from 1980 to 2001 growing the business by 4000%.  He led GE as it diversified from consumer appliances, air conditioning to medical technology, finance, TV and services during his tenure.

Neutron Jack

‘Neutron Jack’  – (He eliminated the employees while leaving the buildings) – would be a harsh summary for this career-minded corporate executive. He has always had a lot to say and never pulls his punches. While his strident gung ho style may grate in the new touchy-feely world we live in how different are the practices of large corporates today? Has the language softened but the philosophy is still the same? If you don’t perform …

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the other side

Business is built for efficiency not innovation


Vijay Govindarajan and Chris Trimble embarked  on a ten-year journey during which they completed research on a number of well-known and well-respected companies (e.g. Cisco Systems, Hewlett-Packard, IBM, The New York Times, and Unilever) and interviewed dozens of senior-level executives at dozens of other companies that include Aetna, Allstate, Ben & Jerry’s, BMW, Citigroup, GE, Harley-Davidson, Mattel, Procter & Gamble, Sony, and Timberland.

The questions

Why is innovation so difficult? Why are companies not designed for innovation? Can you create a culture of innovation? How is innovation a challenge for modern company leaders? What are 3 things that a company can do to foster innovation?

The learning

The authors cover what they learned about what works and what doesn’t.…

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Creating habits as a marketing strategy

The strapline for Nir Eyal’s book is ‘How to build habit-forming products’ because companies that form strong user habits enjoy several benefits to their bottom line. These companies attach their product to internal triggers. As a result, users show up without any external prompting. Instead of relying on expensive marketing, habit-forming companies link their services to the users’ daily routines and emotions. Cognitive psychologists define habits as “automatic behaviours triggered by situational cues”; things we do with little or no conscious thought. The products and services we use habitually alter our everyday behaviour, just as their designers intended. Our actions have been engineered.

Creating habits as the marketing strategy

Amassing millions of users is no longer good enough. Companies increasingly …

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How Google works

It’s what you learn after you know it all that counts

Both Eric Schmidt and Jonathan Rosenberg came to Google as seasoned Silicon Valley business executives. After more than 10 years both have ended up feeling that, ‘it’s what you learn after you know it all that counts’. They say they relearned everything they knew about management, corporate culture, strategy, talent, decision-making, communication, innovation, and dealing with disruption. “In the old world, you devoted 30% of your time to building a great service and 70% of your time to shouting about it. In the new world, that inverts.” They explain how the confluence of – the internet, mobile, and cloud computing – has shifted the balance of power from companies …

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the alliance

How to manage talent in the networked age

The employer-employee relationship is broken, and managers face a seemingly impossible dilemma when dealing with talent. The old model of guaranteed long-term employment no longer works in a business environment defined by continuous change, but neither does a system in which every employee acts as a free agent.

The Alliance

Reid Hoffman gets to the point quickly on how to manage talent in the networked age. The solution, he says, is to stop thinking of employees as either family or as free agents. Think of them instead as allies.

It’s time to rebuild the employer-employee relationship

If we can’t go back to the age of lifetime employment, and the status quo is untenable, the business world needs a new employment …

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Has marketing lost its way?

The root of the problem Niraj Dawar argues is that for a couple of decades now, marketing hasn’t been seen to be delivering competitive advantage.


Since the heyday of mass media and mass brands, marketing’s strategic contribution has progressively diminished. The function has become increasingly tactical.  The CEO wonders how marketers spend their time. The chief financial officer (CFO) wonders how they spend the company’s money. The sales folks think marketers are too conceptual, too abstract, and not sufficiently focused on the immediate business and what the production and supply chain folks think is not fit to print.

Why do your customers buy from you rather than from your competitors?

Answer this question and you can reveal new opportunities …

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leaders eat last

Leaders Eat Last

Imagine a world where almost everyone wakes up inspired to go to work. Crazy? An idealised notion? Today’s workplaces tend to be full of cynicism, paranoia and self-interest. But the best organisations foster trust and cooperation because their leaders build what Sinek calls a Circle of Safety. It separates the security inside the team from the challenges outside. Everyone feels they belong and all energies are devoted to facing the common enemy and seizing big opportunities.

Dopamine-driven performance

Sinek illustrates his ideas with stories, from the military to manufacturing, from the government to investment banking. He shows that leaders who are willing to eat last are rewarded with deeply loyal colleagues who will stop at nothing to advance their vision.…

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The Power of Habit

Why habits exist

In The Power of Habit, award-winning New York Times business reporter Charles Duhigg takes us to the edge of scientific discoveries that explain why habits exist and how they can be changed. He takes us to visit laboratories where neuroscientists explore how habits work and where, exactly, they reside in our brains.

At its core, The Power of Habit contains a key argument: The key to exercising regularly, losing weight, raising exceptional children, becoming more productive, building revolutionary companies and social movements, and achieving success is understanding how habits work.

Habits aren’t destiny.

The author says that “by harnessing this new science, we can transform our businesses, our communities, and our lives.”

Psychological tactics to sell more …

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Hi, my name is Ron Immink, I am a business coach, author and speaker, working with companies to improve their future prospects and improve their business models.
If you have any further questions that the website is not answering, feel free to send me a WhatsApp message and I will respond asap.
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