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What to Do Before Disaster Strikes - WSJ.com
September 27, 2005 | WSJ | By GEORGE ANDERS.

What's missing is a systematic way of approaching corporate self-defense. Each potential calamity is treated in isolation....Sheffi believes that companies need to start by cataloging what could go wrong. General Motors Corp., for example, has created "vulnerability maps" that identify more than 100 hazards, ranging from wind damage to embezzlement. Such maps make it easier for managers to focus on areas of greatest risk or gravest peril. He implies that normal budgeting -- which matches the cost of doing something against the risk-adjusted cost of doing nothing -- can determine which battles against vulnerability are worth fighting....Mr. Sheffi nods approvingly at some ingenious ways to mobilize for trouble before it arrives. Federal Express Corp., he says, puts two empty planes in the air each night, just so they can swoop into any airport with a grounded plane and take over delivery services as fast as possible. Wall Street firms have recently added similar redundancy with multiple data centers, so that a New York City crisis won't imperil their record-keeping.

Intel Corp. (post-Heathrow) gets a thumbs-up, too, for finding a sly way of outwitting airport thieves. It couldn't control every aspect of security in transit -- but it could change its box design. Rather than boast about "Intel inside," the company switched to drab, unmarked packaging that gave no hint of $6 million cargoes. The name for this approach: "Security through obscurity." (jk: security consciousness)
disaster_preparedness  risk-management  book_reviews  mapping  security_&_intelligence  redundancies  vulnerabilities  rate-limiting_steps  business-continuity  thinking_tragically  obscurity  cost_of_inaction  base_rates  isolated  GM  Fedex  Intel  risk-adjusted  self-defense  Wall_Street  high-risk  budgeting  disasters  beforemath  risks  George_Anders  catastrophes  natural_calamities  systematic_approaches  security_consciousness  record-keeping  hazards 
may 2012 by jerryking
Corner Office - Tachi Yamada and the Importance of Undivided Attention - Question - NYTimes.com
Feb. 27, 2010 | NYT | Adam Bryant's interview of Tachi Yamada,
M.D., president of the Bill & Melinda Gates Foundation’s Global
Health Program.
* Don’t micromanage, but have microinterests.
* Every moment counts, be 100 % in the moment.
* Intelligence = complex abstract thinking = human relationships. Look
for people who’ve moved.
* Humour, is an underestimated and important value.
* Leadership, in order to connect with groups of people, requires giving
of yourself.
* Turn battleships by making directional commitments and staying the
course,
* In giving feedback, the positive messages get lost in the one negative
message, and the negative message gets garbled.
* Figure out what your North Star is.
* Be open to new challenges.
* If there are 10 tasks in an overall project, identify the most
critical task among those 10. What is the one thing that everything
else hinges on (i.e. the linchpin)? Invest time in understanding that one thing. Then,
if/when the problem occurs, it usually occurs there.
billgates  philanthropy  CEOs  linchpins  Managing_Your_Career  career  feedback  hiring  leadership  focus  slight_edge  rate-limiting_steps  affirmations  humour  commitments  priorities  bottlenecks  abstractions  moments  attention  North_Star  monotasking  mindfulness  living_in_the_moment 
march 2010 by jerryking
Hallmarks of an entrepreneur striving for gold
02-Aug-2005 | Financial Times pg. 8 | by John Mullins.

Entrepreneurs can succeed in difficult industries, but they must – among other things – be able to:

· Identify the critical success factors specific to their particular industry;

· Assemble a team that can deliver on these factors.

(1) Which decisions or activities are the ones that, if carried out wrong, will have crippling effects on company performance?
(2) Which decisions or activities, done right, will have a disproportionately positive effect on performance?
(3) In terms of skilful team-building, what skills do you have? Need?
disproportionality  entrepreneur  industry_expertise  ksfs  linchpins  jck  life_skills  online_travel  questions  rate-limiting_steps  site_selection  skills  skiing  Starbucks  start_ups  teams  think_threes  tourism 
march 2009 by jerryking

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