THE POWER OF THE INTERNET
THE POWER OF THE INTERNET
These benefits will also spell disaster for organizations and managers that can’t or aren't willing to articulate goals and give up managing processes to empower their people to succeed while protecting them from failure.
Forces of Change
Downsizing, rightsizing, and budget cuts have eliminated the layer of middle managers who were formerly responsible for staff utilization. The remaining management teams are now charged with reshaping staff utilization, outsourcing non-core business activities and improving their communications deployment. For those who can delegate and let go the Internet is a valuable resource for improving inter- and intra-enterprisewide communications while controlling real and hidden costs.
For example, in addition to new management strengths, strategic use of the Internet was viewed as a key reason for Digital Equipment's recovery prior to their merger with Compaq. The company achieved significant office space savings by having some of its staff telecommute. Telecommuters often shared a single office at the organization's headquarters because they are seldom, if ever, on-site at the same time.
Like EDS, Anderson Consulting, publishers, agencies and a growing number of other firms, the company had people located close to customers and suppliers, rather than close to their bosses. Most of EDS’s and Anderson's consultants carry notebook computers that allow them to spend the majority of their time in customer facilities while maintaining contact with other consultants and offices using e-mail and Internet EDI.
Management by Objective
These people aren't managed on a daily basis. They have goals, objectives and a mutually agreed upon direction. Their managers have come to understanding that they can't manage the process and they can't manage the results. They have learned how to read the order and pattern of chaos and realize that they can't predict or control the outcome. Instead they can help the organization optimize the future when it arrives.
With empowered staff members, strong managers are finding new challenges and opportunities as they work across organizational, industry and national boundaries to develop and promote shared visions and make them happen. They are maximizing the benefits of the Internet and their new organizational structure to carry out cross-boundary campaigns while sharing responsibility and influence.
In describing his approach to empowerment, Pushpendra Mohta, executive vice president of AT&T CERFnet, states that he shares many of
the philosophy of Grace Hopper, the long-time guiding light of the Navy’s computerization programs. He agrees that "It's better to ask for forgiveness than to ask for permission." Scott McNealy, chairman of Sun Microsystems, says it a different way--"to ask permission is to seek denial."
Understanding Needs, Goals
These corporate managers understand the speed, reach, and potential the Internet. They use its tools to improve communications between the people inside and outside the organization. They encourage their people to set their own goals and their own agendas for achieving those goals--without fear of retribution if they happen to fail at meeting those goals.
Managers who feel that they must remain in complete control of every aspect of their business should avoid implementing the open inter-/intra-communications that the Internet provides. Once they have made this tool available, they will no longer be able to manage the people, the processes or the results.
M&M Managers Avoid the INet
These managers need M&Ms (meetings & memos) to fuel the processes and manage the staffs. They understand management's vision and goals, but feel that they can only be presented in a meeting or during a conference call where they can provide information on the approaches people should take, the timeline and the plan of action. Rather than sending an e-mail to someone with advice and assistance, they prefer to dictate a memo that will document their view of the program, the activities, and results expected.
These M&M managers are so obsessed with procedures and processes they don't have time to focus their attention and energy on guiding and leading the organization. They're uncomfortable with the knowledge that people can reach across the organization or outside the organization to temporarily bring someone onto the project team that they feel will help them achieve their goal.
Because M&M managers thrive on control, they stifle the effectiveness of Internet communications. In many instances, this is done by isolating aggressive Internet-savvy people or by narrowing "their team."
Catch 22
Combining the wealth of opportunities that the Internet provides with M&M management procedures creates a Catch 22 situation. It can make an organization even less productive than it was without the Internet. Much of the manager's time will be consumed with planning, organizing, integrating, interpreting, executing and measuring each opportunity that arises while the staff waits (perhaps until the opportunity has passed) for instructions.
As a result, organizations that are planning to implement Internet access, should be certain that their managers are not only comfortable with
delegating, motivating and coaching, but that they're willing to become adept at using the Internet to manage change.
One of the Internet's biggest strengths is its lack of infrastructure.
It is not surprising then that it requires organizations to be willing to make the transition from assignments, reports and procedures to concepts such as workgroups and staff empowerment.
# # #
THE POWER OF THE INTERNET - To learn more about this author, visit Andy Marken's Website.
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Today, organizations of all sizes are rushing to the Internet. By the turn of the century, industry pundits are predicting that firms that aren't on the INet will be the exception, rather than the rule. The attractions are compelling--worldwide communications and sales, collaborative work where the lines of suppliers and customers blur, Internet document exchange (IDE), and communications capabilities that allow employees to work from almost anywhere in the world.
These benefits will also spell disaster for organizations and managers that can’t or aren't willing to articulate goals and give up managing processes to empower their people to succeed while protecting them from failure.
Forces of Change
Downsizing, rightsizing, and budget cuts have eliminated the layer of middle managers who were formerly responsible for staff utilization. The remaining management teams are now charged with reshaping staff utilization, outsourcing non-core business activities and improving their communications deployment. For those who can delegate and let go the Internet is a valuable resource for improving inter- and intra-enterprisewide communications while controlling real and hidden costs.
For example, in addition to new management strengths, strategic use of the Internet was viewed as a key reason for Digital Equipment's recovery prior to their merger with Compaq. The company achieved significant office space savings by having some of its staff telecommute. Telecommuters often shared a single office at the organization's headquarters because they are seldom, if ever, on-site at the same time.
Like EDS, Anderson Consulting, publishers, agencies and a growing number of other firms, the company had people located close to customers and suppliers, rather than close to their bosses. Most of EDS’s and Anderson's consultants carry notebook computers that allow them to spend the majority of their time in customer facilities while maintaining contact with other consultants and offices using e-mail and Internet EDI.
Management by Objective
These people aren't managed on a daily basis. They have goals, objectives and a mutually agreed upon direction. Their managers have come to understanding that they can't manage the process and they can't manage the results. They have learned how to read the order and pattern of chaos and realize that they can't predict or control the outcome. Instead they can help the organization optimize the future when it arrives.
With empowered staff members, strong managers are finding new challenges and opportunities as they work across organizational, industry and national boundaries to develop and promote shared visions and make them happen. They are maximizing the benefits of the Internet and their new organizational structure to carry out cross-boundary campaigns while sharing responsibility and influence.
In describing his approach to empowerment, Pushpendra Mohta, executive vice president of AT&T CERFnet, states that he shares many of
the philosophy of Grace Hopper, the long-time guiding light of the Navy’s computerization programs. He agrees that "It's better to ask for forgiveness than to ask for permission." Scott McNealy, chairman of Sun Microsystems, says it a different way--"to ask permission is to seek denial."
Understanding Needs, Goals
These corporate managers understand the speed, reach, and potential the Internet. They use its tools to improve communications between the people inside and outside the organization. They encourage their people to set their own goals and their own agendas for achieving those goals--without fear of retribution if they happen to fail at meeting those goals.
Managers who feel that they must remain in complete control of every aspect of their business should avoid implementing the open inter-/intra-communications that the Internet provides. Once they have made this tool available, they will no longer be able to manage the people, the processes or the results.
M&M Managers Avoid the INet
These managers need M&Ms (meetings & memos) to fuel the processes and manage the staffs. They understand management's vision and goals, but feel that they can only be presented in a meeting or during a conference call where they can provide information on the approaches people should take, the timeline and the plan of action. Rather than sending an e-mail to someone with advice and assistance, they prefer to dictate a memo that will document their view of the program, the activities, and results expected.
These M&M managers are so obsessed with procedures and processes they don't have time to focus their attention and energy on guiding and leading the organization. They're uncomfortable with the knowledge that people can reach across the organization or outside the organization to temporarily bring someone onto the project team that they feel will help them achieve their goal.
Because M&M managers thrive on control, they stifle the effectiveness of Internet communications. In many instances, this is done by isolating aggressive Internet-savvy people or by narrowing "their team."
Catch 22
Combining the wealth of opportunities that the Internet provides with M&M management procedures creates a Catch 22 situation. It can make an organization even less productive than it was without the Internet. Much of the manager's time will be consumed with planning, organizing, integrating, interpreting, executing and measuring each opportunity that arises while the staff waits (perhaps until the opportunity has passed) for instructions.
As a result, organizations that are planning to implement Internet access, should be certain that their managers are not only comfortable with
delegating, motivating and coaching, but that they're willing to become adept at using the Internet to manage change.
One of the Internet's biggest strengths is its lack of infrastructure.
It is not surprising then that it requires organizations to be willing to make the transition from assignments, reports and procedures to concepts such as workgroups and staff empowerment.
# # #
THE POWER OF THE INTERNET - To learn more about this author, visit Andy Marken's Website.
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John PowerJohn Power, founder of Biltmore Franchise Consulting, has extensive experience developing and marketing franchises and business opportunities. He has been in and around franchising for over twenty years. From 1980 through 1990 he conceptualized, organized, and developed the American Video Association. He grew AVA to 2,000 national members, before selling the company it 1990. It was later merged into another home video marketing company. From 2000 to 2005 he worked as a contract marketing and human resources consultant to several local and national companies. In 2005 Mr. Power began working as a franchise development consultant on a full-time basis. Since that time he has helped more than three dozen companies initiate and develop their franchising program. He notes that there are many companies interested in developing a franchise program, and who need his specialized assistance. Mr. Power is a “hands-on” franchise consultant. He said, “I am the ‘nuts and bolts’ person who tends to the details for my clients.” Mr. Power holds a B.S. degree with a major in Marketing. See: www.biltmorefranchise.com You may contact Mr. Power at: jpower@biltmorefranchise.co - Visit John Power's Website |
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Jeff FosterWebBizIdeas.com is a Minneapolis website design company founded to help people start an internet business by providing them with website, business, and internet resources that help foster the growth of successful online businesses and develop innovative Internet business ideas. We specialize in internet consulting & internet marketing. - Visit Jeff Foster's Website |
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Kim CastleWith nearly two decades in the advertising and design business, with clients like Domino's Pizza, General Motors, Direct TV, Pedigree, Wolfgang Puck, Higher Octave Music, Hollywood Celebrity Products, Disney, and Paramount, as well as thousands of entrepreneurs around the world define, structure, communicate, and position their business for greater profits, BrandU(R) co-creators Kim Castle and W. Vito Montone discovered that entrepreneurs could experience the same power that big brands command for a fraction of the cost with the world's only process-based results-drive Integral approach to business creation. BrandU(R) is helping entrepreneurs grow with the power of extreme clarity from idea...to brand...to market(TM) and helping one million entrepreneurs become successful and whole so that they can make a difference in the world. Are you one of them? If you want to experience clarity all the way to the bank(TM), get started now at http://www.brandu.com. - Visit Kim Castle's Website |
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Dave KurlanDave Kurlan is the founder and CEO of Objective Management Group, Inc., the industry leader in sales assessments and sales force evaluations, and the CEO of David Kurlan & Associates, Inc., a consulting firm specializing in sales force development. Dave has been a top rated speaker at Inc. Magazine's Conference on Growing the Company, the Sales & Marketing Management Conference and the Gazelles Sales & Marketing Summit. He has been featured on radio and TV, including World Business Review with General Norman Schwarzkopf, in Inc. Magazine, Selling Power Magazine, Sales & Marketing Management Magazine and Incentive Magazine. He is the author of Mindless Selling and Baseline Selling – How to Become a Sales Superstar by Using What You Already Know about the Game of Baseball. He created and wrote STAR, a proprietary recruiting process for hiring great salespeople, and he writes Understanding the Sales Force, a popular business Blog and is a contributing author to The Death of 20th Century Selling and 101 Great Ways to Improve Your Life, Volume 2. - Visit Dave Kurlan's Website |
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George LudwigGeorge Ludwig is a recognized authority on sales strategy and peak performance psychology. An international speaker, trainer, and corporate consultant, he helps clients like Johnson & Johnson, Abbott Laboratories, Northwestern Mutual, CIGNA, and numerous others improve sales force effectiveness and performance. Though it's George's strategies and processes that help corporations increase productivity and performance, it's his tremendous energy and dynamism that spark the transformation. Again and again, clients remark on his amazing ability to unleash human capacity and inspire men and women to break out of their comfort zones. The result is a whole new type of salesperson. His customized presentations teach achievers to make stunning advances in their lives. From helping salespeople realize cherished dreams to helping corporations exponentially accelerate revenue streams, George Ludwig leaves audiences and individuals empowered, emboldened, and clamoring for more. George is the best-selling author of Power Selling: Seven Strategies for Cracking the Sales Code and Wise Moves: 60 Quick Tips to Improve Your Position in Life & Business. - Visit George Ludwig's Website |
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Stephanie RobeyStephanie Robey is President and CoFounder of Pivot Positive, LLC - an Internet marketing business focused on helping people start work at home ventures. Previously, she was employed at The Search Agency with over 20 years experience in graphic design and 10 years experience in online marketing. She was responsible for launching the Conversion Path Optimization (CPO) unit where she and her team have conducted hundreds of optimization tests for online companies across multiple verticals. She is a successful entrepreneur having started and sold 2 companies and remains on the board of directors of the third, PhotoSpin.com Stephanie began her career in the direct marketing realm creating and producing direct mail for many of the major cable television companies and directly attributes her understanding of Internet marketing to those early offline experiences. Stephanie is a graduate of San Diego State University with a BFA in Graphic Arts and also holds an Executive MBA from the Graziadio School of Business and Management at Pepperdine University. Read Steph's Blog Meet Steph and Dave Sign up for our Free 7-Day BootCamp: Self Employed & Rich - Visit Stephanie Robey's Website |
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Linda RichardsonLinda Richardson is the Founder and Executive Chairwoman of Richardson, a global sales training and performance improvement company. As a recognized leader in the industry, she has won the coveted Stevie Award for Lifetime Achievement in Sales Excellence and she was identified by Training Industry, Inc. as one of the “Top 20 Most Influential Training Professionals.” Ms. Richardson is credited with the movement to Consultative Selling and is the author of ten books on selling and sales management, including Sales Coaching — Making the Great Leap from Sales Manager to Sales Coach, and Stop Telling, Start Selling. She teaches sales and management at the Wharton Graduate School of the University of Pennsylvania and the Wharton Executive Development Center. Linda is a frequent speaker at industry and client conferences, has been published extensively in industry and training journals, and has been featured in numerous publications, including The Wall Street Journal, Forbes, Nation’s Business, Selling Power, Success, and The Conference Board Magazine. Learn more about Richardson's sales training and performance improvement solutions at http://www.richardson.com web - Visit Linda Richardson's Website |
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Jay Kubassek(Jay's Full Bio: EvanCarmichael.com/jaykubassek) In five years, Canadian-born entrepreneur Jay Kubassek went from selling mufflers at a Midas franchise to revolutionizing Internet marketing with the 2004 launch of CarbonCopyPRO, a online marketing education company, now worth over $20 million with customers in over 160 countries.
As an independent film producer, his upstart film fund Aliquot Films is currently producing a films with Spike Lee and Abel Fererra (starring Ethan Hawke and Dennis Hopper.)
Jay's entrepreneurial spirit is irrepressible. He’s the owner of five companies, a professional speaker and trainer, international real estate developer/investor, extreme sport enthusiast and emerging philanthropist. Jay resides in NYC with his wife Jamie, son Milo and dog Cooper. Visit Jay's official website: www.JayKubassek.com - Visit Jay Kubassek's Website |
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