I see that some companies houses characters who are seedy at best, their organization can fail as a result. I know that bullies, liars, cheats and soundrels, all of these create a workplace that’s unsettling to work there and this situation can push the organization into the valley of the death. This situation creates toxic culture. In other words, there are rats in the organization. They feed and create them! The source of the problem is the leadership capability and character. This approach surprises me!
Do you think that bad behaviors build sustained success?
I see that some companies don’t operate with optimal-sized plants and they have over-capacity problems for many years. They have extra spaces within or around the factory. They try to get quick information from people about what type of products or sectors they have to invest. They don’t think to make any investment to establish new business models. They don’t make sector analysis and competitive intelligence. They only talk and talk. This is a short-termism. This approach surprises me!
Have you been surprised by high-impact competitive events and changes your business environment?
The changes in technology and services are more and more each day, this situation creates new customer needs and culture. Therefore, the nature of the changes are so fundamental it’s difficult to foresee an industry where it’s not some combination of a significant threat or a significant opportunity, or both. Of course, when changes start to accelerate they will tend to do it pretty quickly and so the time to feel urgency now. Many companies are failing to focus to the changing customer needs and coming local and global threats! This approach surprises me!
Do you have a peripheral vision?
A few organizations can actively utilise peripheral vision of the marketplace such as time, money, the size of the team and organization, the environment and culture. Others are sleeping on the table and make office politics! They don’t have a peripheral vision. This approach surprises me!
Do you have sufficient investment in innovation management and R&D skills?
They always ask people how they can use these extra spaces and what type of new products they can produce there. On the other hand, they don’t have sufficient investment in innovation management, R&D activities and skills. I see that they don’t have the necessary experience, knowledge and the right skills in these areas.This approach surprises me!
Do you make a long-term sector analysis and healthy disengagements?
I have to say that these companies are not making long-term sector analysis. Now they have over capacity and they don’t know what they can do. They only visit fairs in their field and asks their friends and professionals what area they can invest. This is a simple way and they will fail in making healthy disengagements on time. This approach surprises me!
Do you stay on top of competitive intelligence?
Today’s business world is increasingly unpredictable and business cycles keep shortening. We can only create transient competitive advantages for a certain period. Look at the figures listed by Fortune 500 after 1955. You will understand!
Therefore, leaders/managers should continuously scan the environment with 360 degree vision, alert for opportunities and threats from local and global markets. Of course benchmarking against the past is valuable but, we have to examine the present and future to truly benefit from the periphery (direct competitors and other possible threats) in a competitive sense. The threat can emerge from any part of the world. I know that there are excellent improvements in technology and internet to access to valuable information to review and digest. I see that many companies are away from this point. They focus today’s issues and profits! This approach surprises me!
Do you foster strategic agility?
Some companies know their problems and they put the issues in the cold room. Because they have some growth and profitable business today. Normally they should spark change routinely and continuously and establish a sense of urgency for the change. They have to have organizational agility and alignment. They prefer to live in their status quo. They don’t benchmark their speed in competition. This approach surprises me!
Do you seek to recruit, retain and benefit from the skills and insights of talented people?
The war for talent! I see that these companies see the talented people as a cost. Today they have a profitable business. They only keep their company and profits. They apply short-termism. If there can be a threat to their business they aim to solve it tomorrow or at that time. On the other hand, some companies keep their best skills and if there is a need they hire best talents. This approach surprises me!
Do you keep your effective leaders/managers?
I see that some companies don’t keep their well experienced leaders/managers who have excellent knowledge and highly valuable skills (including emotional intelligence) after a certain age. This age is 63 in the USA and some other countries it is 49. This is the short-termism. Such companies can fail in the long-term. This approach surprises me!
Do you believe you always know best?
I think that this is the biggest trap for company owners and leadership level. They need other effective people’s input. Challenged and robustly debated ideas involving many people’s views are often the strongest in today’s highly competitive business world. An effective change management can be obtained by the individuals making up the organization understanding, accepting and adopting the change. If companies don’t have such valuable leaders, they can hire great experts from the outside. This approach surprises me!
Do you think that companies should work with a diverse range of excellent skills?
In general, companies prefer to work with the people who has similar experience, knowledge, culture and skills. They don’t prefer to hire a diverse range of skills due to the their poor mentality. This situation creates failures in the long-term.This approach surprises me!
Do you think that companies should train, develop and reward the people?
I see that this is one of the crucial problems in many organizations. They see the people development as a cost. This is fully wrong and they have to train, develop and reward the success in the organization. This approach surprises me!
Do you think that manufacturing companies can keep their productivity in the long-term?
I know that productivity of the companies that have the use of the robotics will be higher and competitive. Others will lose their competitive advantage in the long-term due to the quality, cost, delivery time and other factors. This means that many organizations are sleeping on the table while staying on the chair, other innovative companies create more innovations and use the robots in the manufacturing. The use of the robots will increase from 10 percent to to 25 percent in 2025 according to the Boston Consulting Group. This situation will create extra 30 percent productivity. This is a huge cost saving and will create a great innovation advantage to the companies. For example South Korea will lower the average manufacturing cost as 33 percent due to the use of the robots. On the other side, many companies deal with their current profits. They and also nations will have big surprises in competition due to the great leap in manufacturing due to the robotics revolution. Many companies are far away from this developments.This situation surprises me!
Do you understand the crucial importance of the supply chain in local and global competition?
I see that many companies don’t provide enough benefits through the effective supply chain management. A truly effective SCM creates competitive advantages in product cost, delivery time, operational efficiency, effectiveness, quality and customer loyalty. Many organizations don’t make benchmarking and improve their supply chain operations. It should be a part of their innovation management. They can face difficulties in the long-term due to the increasing competition and supply source limitation. This approach surprises me!
Are you creating rats, or making robotics revolution in your organization? Make your decision!
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Yusuf Tokdemir is a business advisor, entrepreneur, innovation consultant, growth strategist, keynote speaker, founder of Chocolat Garden Chocolatier and Innovation Turkey.
He has a proven track record of success in multi-industry.
Innovation Turkey is an Innovation Management Consulting and People Development Company. It collaborates with the companies for people and leadership development, new product design, new service design, new business design and organizes seminars and workshops on innovation management and productivity to achieve competitive commercial outcomes.
Chocolat Garden is an artisan chocolatier that produces highest quality chocolates for chocolate lovers in Turkey. Adress of chocolatier shop: Meksika Caddesi 39/C Ümitköy Ankara Turkey.
Yusuf Tokdemir , şirketlere yönetim, inovasyon, karlılık, büyüme, yeni ürün, servis veya iş geliştirme, organizasyonel değişim ve yönetici koçluğu vb konularda hizmet sunmakta ve onların ticari kazanç sağlamalarına katkıda bulunmaktadır. Aynı zamanda konuşmacı olarak seminerlere katılmakta veya düzenlemektedir. Girişimci olarak Innovation Turkey ve Chocolat Garden Butik Çikolata'nın kurucusudur. ATO üyesidir.
Innovation Turkey olarak şirketleri acil ihtiyacı olan verimlilik, büyüme, karlılık, yeni ürün geliştirme, yeni iş geliştirme, personel geliştirme, yönetici koçluğu vb alanlarda ihtiyaçlarına yönelik çözümler üretiyoruz. Ticari kazançlarını artırıyoruz. İlgili konularda seminer ve workshop düzenliyoruz.
Chocolat Garden artisan butik çikolata üretmektedir. Kişisel yada kurumsal el yapımı taze premium çikolata ihtiyaçlarını karşılıyoruz. Butik Mağaza: Meksika Caddesi 39/C Ümitköy Ankara, Turkey.
Yusuf Tokdemir Haydarpaşa Lisesi ve ODTÜ'yü bitirdi.18 yıl ilaç sanayinde ve 13 yıl gıda sanayinde üst düzey yönetici olarak çalıştı. Marmara Üniversitesi'nde MBA yaptı. BEBESAD Başkanlığı'nda bulundu. Kanada Ecole Chocolat'dan bean to bar artisan chocolate manufacturing yani butik - gurme - artisan hediyelik çikolata üretimi üzerine eğitim aldı. Inovasyon, büyüme, karlılık, liderlik geliştirme yönetimi, tedarik zinciri, üretim, Ar-Ge vb üzerine danışmanlık ve artisan butik çikolata imalatı ve satışı üzerine ATO'ya kayıtlı Chocolat Garden Butik Çikolata ve İnovasyon Hizmetleri şirketini kurdu.