My usual day
I 'd like to introduce my usual business day trough looking back today.
This morning I get up eight o'clock. After preparation, I went to
Macdonald and bought a cup of coffee and yoghourt. And then I went to my
office and make materials for a ouple of hours. Around eleven o'clock I
attend a exhibition which is opened by my client with my team members.
It was nice! After exhibition, I bought lunch box at the street. I ate
lunch on the desk and finished making materials for meeting. From 2
o'clock, I had a meeting with one group of my client. From 3 o'clock I
had another meeting till 6 o'clock. Then we went back to my office, had
supper, and kept working till 10 o'clock.
Recently I keep trying to finish my work at 10.
This morning I get up eight o'clock. After preparation, I went to
Macdonald and bought a cup of coffee and yoghourt. And then I went to my
office and make materials for a ouple of hours. Around eleven o'clock I
attend a exhibition which is opened by my client with my team members.
It was nice! After exhibition, I bought lunch box at the street. I ate
lunch on the desk and finished making materials for meeting. From 2
o'clock, I had a meeting with one group of my client. From 3 o'clock I
had another meeting till 6 o'clock. Then we went back to my office, had
supper, and kept working till 10 o'clock.
Recently I keep trying to finish my work at 10.
Management style
When making medium range management plan, management executives have to
set numerical target as business objectives.
This numerical target have different meanings depends on the management
style.
One style is numerical taget as commitment. Commintment is spreaded
around by Nissan CEO Carlos Ghone. He commited that all management
executives will resign if the achievement of numerrical target of the
NRP (=Nissan Revival Plan) is failed. He explains Commitment must be
achieved and it is accompanied by concrete responsibility.
The other style is numerical target as stretch goal. Stretch goal is a
target which requires all employees to do overstretch work. It will not
be achieved with usual work style, so company have to change something
drastically. If this strech goal will not be achieved, there are no
necessity of someone's risign.
Do you think which style is bette for your company? This depends on
compani's situation and employee's mind set. Of course it depends on
management executives deeply.
set numerical target as business objectives.
This numerical target have different meanings depends on the management
style.
One style is numerical taget as commitment. Commintment is spreaded
around by Nissan CEO Carlos Ghone. He commited that all management
executives will resign if the achievement of numerrical target of the
NRP (=Nissan Revival Plan) is failed. He explains Commitment must be
achieved and it is accompanied by concrete responsibility.
The other style is numerical target as stretch goal. Stretch goal is a
target which requires all employees to do overstretch work. It will not
be achieved with usual work style, so company have to change something
drastically. If this strech goal will not be achieved, there are no
necessity of someone's risign.
Do you think which style is bette for your company? This depends on
compani's situation and employee's mind set. Of course it depends on
management executives deeply.
Difficulty of implementation
Now our team is supporting implementation of one of the client's strategy.
This strategy is very simple. One subsidiary's strength is procurement power,
another subsidiary's strength is selling power and customer's network. Their feature is different but they have'nt made good use of each other's strength.
Therefore, construting the system of cooperative lead their group competitive advantage.
Recently, I feel the difficulty of implementation, because this phase have two aspects.
One is that it comes closer to day to day operation. Even if it is supporting implementation, we don't do the operation work instead of clients. The other aspect is expert knowkedge is coming to be required. Actually, we don't know details of operation.
My hottest problem is how to maximize the our value with this situation.
This strategy is very simple. One subsidiary's strength is procurement power,
another subsidiary's strength is selling power and customer's network. Their feature is different but they have'nt made good use of each other's strength.
Therefore, construting the system of cooperative lead their group competitive advantage.
Recently, I feel the difficulty of implementation, because this phase have two aspects.
One is that it comes closer to day to day operation. Even if it is supporting implementation, we don't do the operation work instead of clients. The other aspect is expert knowkedge is coming to be required. Actually, we don't know details of operation.
My hottest problem is how to maximize the our value with this situation.