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jerryking : generating_strategic_options   17

The U.S. is sinking. Maybe it's time for Canada to jump ship.
Oct 30, 2019 | Macleans.ca | by Scott Gilmore.

Things are not going well for American foreign policy. At the geopolitical level, tectonic shifts in world power are leading to a relative decline in American dominance.......Institutionally, the U.S. State Department is in utter disarray......Donald Trump is steering from one collision to another.....we can speculate whether the U.S. decline is an inevitable result of historical political and demographic trends. Or whether it's entirely due to Donald Trump.....whether incompetence or fate, there is no question the American ship of state is leaking badly. The question we should now be asking ourselves, as Canadians, is whether we should help bail or build our own raft.....The instinctive answer is to grab a bucket......In the halls of Global Affairs Canada, the orthodoxy is that we sink or swim with Washington, and therefore, when the Trump circus finally leaves town, we should undoubtedly be there to help rebuild American prestige and influence wherever we can.

But—what if we didn’t? What if we simply boarded our own raft, or paddled over to another ally? What if we decided to “Trump-proof” Canada? What if we consciously and ambitiously began to build a new foreign policy alignment in anticipation of the next American wreck?.....Who else supports human rights, a rules-based international system and strong Western institutions like NATO? The obvious answer is the EU......we are far more likely to achieve our common goals of multilateralism and the rule of law if we join forces more closely. As Canada’s diplomats begin to brief Canada’s next government on the menu of foreign policy options, it would be nice to think that there is a tiny footnote that points out this one small but true idea—when it comes to Washington, there are other options.
America_in_Decline?  Canada  Canadian  crossborder  beyondtheU.S.  Donald_Trump  EU  foreign_policy  generating_strategic_options  geopolitics  Global_Affairs_Canada  imperial_overstretch  international_system  middle-powers  multilateralism  retreats  rules-based  rule_of_law  Scott_Gilmore  seismic_shifts  Trump-proofing  U.S.foreign_policy  U.S._State_Department  Washington_D.C. 
november 2019 by jerryking
Goldman breaks tradition with unconventional choice
December 17/ December 18, 2016 | Financial Times | Ben McLannahan.

His promotion to chief information officer in 2013 ― after a stint at Credit Suisse and Kiodex, an energy trading software company ― meant that he sat atop Goldman’s biggest division, accounting for about one-third of global headcount.

A big part of that job has been bringing down the amount the bank spends on maintaining old systems, which consume about one-third of Goldman’s annual $3bn tech budgets, according to estimates by Credit Suisse analysts.

He has also taken a page out of Google and Facebook’s playbook and started giving away some of the bank’s trading technology to clients via open-source software, inviting them to use it and improve it.

What sets Mr Chavez apart is “his ability to take decisive action based on what the world will look like in five to 10 years”, says Tom Farley, president of the New York Stock Exchange, who worked with him at Kiodex. “Other people may have a view of the future but they’re afraid to act on it.”

In an address to Goldman interns this summer, Mr Chavez told them that as a new graduate, he wanted to “get busy and do a bunch of things”. When he landed on Wall Street, he learnt that people called that attitude “optionality”.

“You don’t know that these options are going to be worth something, but if you do the work, pay the premium, own a whole bunch of these options on a lot of different outcomes and you’re diversified enough, probably something will work out,” he said.
Goldman_Sachs  Martin_Chavez  CFOs  appointments  Wall_Street  unconventional  SecDB  databases  generating_strategic_options  forward_looking  CIOs  Hispanics  optionality  new_graduates  legacy_tech  playbooks 
december 2016 by jerryking
5-Step Primer to Entering New Markets
| Inc.com | BY KARL STARK AND BILL STEWART, Co-founders, Avondale.

Expanding into a new market can be an effective way to leverage your core business for growth. But it takes a disciplined process to accurately assess the potential of each growth opportunity, because a bad bet can bog down your business.

Investing the appropriate level of resources in market analysis, selection, and entry method can create a foundation for success in the chosen market. We suggest following five steps to properly assess the opportunities and risks of a new market.

1. Define the Market
2. Perform Market Analysis
3. Assess Internal Capabilities
4. Prioritize and Select Markets
5. Develop Market Entry Options
marketing  growth  core_businesses  market_entry  new_markets  capabilities  frameworks  market_definition  market_analysis  self-assessment  market_opportunities  market_assessment  generating_strategic_options  assessments_&_evaluations  opportunities  Michael_McDerment  primers 
october 2016 by jerryking
If you want a good PR person, hire a soccer player -
AUGUST 26, 2014 | PRConsultants Group| By Margaret Nathan, Partner at Strategic Communication, Inc.

"...the best PR people are always the ones who know the playing field cold, the ones who know where all the bodies are buried and who can feel the space and timing of a great opportunity or a good story, who know the best people in the company from whom to get information and how not to hide, but to explain.

As Critchley writes, “Soccer is a collective game, a team game, and everyone has to play the part which has been assigned to them, which means they have to understand it spatially, positionally and intelligently and make it effective.” A good PR person or public relations firm operation is the same.

I frequently get asked from clients why isn’t my acquisition, my product, my company front-page news. Well now I can explain it. If you have the “product” and your company runs the “right formations to control the space” and your competitors are in awe, you probably have a great story.

Good PR people should be able to help your company run the “right formations” and structure the right timing and space around the company and then always be able to provide three to four options for the company to run with. While baseball is also a team sport, it is primarily driven by individual achievement. “The team who performs the most individual tasks well will probably win the game,” according to Brooks. But the question is can they win it for the long haul.

“Once we acknowledge that, in life, we are playing soccer, not baseball, a few things become clear. First, awareness of the landscape of reality is the highest form of wisdom. It’s not raw computational power that matters most; it’s having a sensitive attunement to the widest environment, feeling where the flow of events is going. Genius is in practice perceiving more than the conscious reasoning,” said Brooks.

So I would encourage everyone who is hiring a Public Relations firm to ask yourselves are these guys’ soccer players or a baseball team? If the PR firm or the PR person is not constantly re-evaluating your business, introducing you to new ideas and people to drive your business then go find someone who will. Go find a soccer player.
spatial_awareness  soccer  public_relations  wisdom  collective_intelligence  sophisticated  competitive_landscape  generating_strategic_options  professional_service_firms  long-haul  Simon_Critchley 
september 2016 by jerryking
John Saringer: Medical device inventor has a healthy imagination - The Globe and Mail
PAUL ATTFIELD
The Globe and Mail
Published Wednesday, Jul. 02 2014

“I think I have a unique ability, which is not common, which is the ability to visualize products in my head without building them,” he explains. “So when Dr. Salter or somebody else tells me a problem, I basically [come up with] 10, 20, 30 different approaches and in my mind I try to sort out which of them are most likely to achieve the objective and be cost-effective to make. And then I develop along that path. But most of the process actually occurs in my imagination.”
innovation  imagination  inventors  generating_strategic_options  medical_devices  mental_dexterity 
july 2014 by jerryking
Jerry's Advice to New Grads
Take a long term perspective: the overarching goal should be to generate as many career options for yourself in May 2016 as possible.
Becoming an attractive candidate to start-ups/entrepreneu...
JCK  advice  new_graduates  feedback  generating_strategic_options 
november 2013 by jerryking
How to develop the mind of a strategist Part 1 of 3 - Google Drive
Apr/May 2001|Communication World. Vol. 18,Iss.3; pg. 13, 3 pgs.| by James E Lukaszewski.

Management wants and needs:

Valuable, useful, applicable advice beyond what the boss already knows

Well-timed, truly significant insights (insight is the ability to
distill wisdom and useful conclusions from contrasting, even seemingly
unrelated, information and facts)

Advance warning, plus options for solving, or at least managing, trouble
or opportunity, and the unintended consequences both often bring

Someone who understands the pattern of events and problems

Supporting evidence through the behavior of their peers

To be strategic, ideas must pass four tough tests: They must help the
boss achieve his/her objectives and goals. They must help the
organization achieve its goals. They must be truly necessary (and pass
the straight face and laugh tests). Without acting on the strategy recommended, some aspect of the business will fail or fail to progress.
strategic_thinking  strategy  public_relations  Communicating_&_Connecting  generating_strategic_options  indispensable  JCK  howto  endgame  wisdom  insights  warning_signs  ambiguities  advice  job_opportunities  job_search  actionable_information  pattern_recognition 
september 2013 by jerryking
Taking Risk To the Marketplace
March 6, 2000 | Fortune Magazine | By Thomas A. Stewart.

* "You should always value the ability to move and change, because that creates options, and options are valuable,"
* Traditional risk management, with its emphasis on real property and financial events, isn't enough for knowledge companies, whose big risks are intellectual assets, such as brand equity, human capital, innovation, and their network of relationships.
* you have to know what's at risk-- which isn't always easy for intangible assets.
* Each intangible asset has a different risk profile.
*Thinking like a portfolio manager works for risk management as well as for strategy, says Bruce Pasternak, head of the strategic leadership practice at Booz Allen & Hamilton. In either case, adaptability is a cardinal virtue; the top goal is organizational flexibility. All-or-nothing bets like insurance have limited use in protecting cash flows from intangibles because their value is so uncertain, says Anjana Bhattacharee, director of Aporia, a British startup developing tools to manage those risks. Hedging also has problems. Says Bjarni Armannsson, head of the Icelandic Investment Bank in Reykjavik: "It's difficult to find a counterparty for intellectual risks." To hedge against falling gas prices, Enron can sell the risk to someone who fears rising prices, like a utility, but how do you hedge against a loss of expertise or brand equity

* Markets are full of risk, but it turns out that they're a lot safer than rigid structures. Intellectual assets and operations obey no one's command and are subject to discontinuous--i.e., quantum--change. There are four ways to respond to risk: Avoid it, reduce it, transfer it, or accept it. The one thing you can't do, if it's intellectual risk, is tie it up and subdue it.
Thomas_Stewart  risks  risk-management  organizational_flexibility  adaptability  binary_decisionmaking  intellectual_risks  human_capital  insurance  intellectual_assets  brand_equity  intangibles  networks  interconnections  discontinuities  expertise  portfolios  options  portfolio_management  cash_flows  generating_strategic_options  optionality  brittle  antifragility  step_change  counterparties  network_risk 
december 2012 by jerryking
Now Obama Has to Govern - WSJ.com
November 20, 2008 | WSJ | By KARL ROVE.
There may be more difficulties than he realizes in closing Gitmo.

James A. Baker III, once cautioned, "Don't use the process to impose your policy views." Effective chiefs of staff don't short circuit the decision-making process. Instead, they strive to impartially present the views of others and become a trusted channel of communication to the president for leaders on both sides of the aisle.

Being an impartial manager who constructively encourages individuals to marshal data, strengthen arguments and shape options is hard for anyone.
chief_of_staff  decision_making  impartiality  generating_strategic_options  James_A._Baker_III 
june 2012 by jerryking
Physicist Makes 'Big Bang' at Citi - WSJ.com
OCTOBER 6, 2009 | WSJ | By DENNIS NISHI.

Hamid Biglari went from physics to finance. Now, he's helping lead efforts to revive Citigroup Inc...."I've always believed the best time to reinvent yourself is when you're on a high note as opposed to when in decline," he says. "Your options are larger that way."
...After a fourth-quarter 2008 loss of $8.3 billion, Citigroup moved to split into two different entities: Citicorp would handle the retail banking and investment operations while Citi Holdings would have the riskier "noncore" assets. Mr. Pandit named Dr. Biglari vice chairman in charge of strategy and resource allocation for Citicorp. Dr. Biglari had already spent the past year restructuring the securities and banking side of the business. He says he is now working with Mr. Pandit to reframe the company.The pressure has been intense, but Dr. Biglari feels he is in the job that he has been working for since leaving physics.
Citigroup  Second_Acts  Iranians  Robert_Rubin  physicists  finance  McKinsey  Managing_Your_Career  reinvention  options  reframing  resource_allocation  generating_strategic_options 
october 2011 by jerryking
Well-off investors a determined lot
Oct. 06, 2010 The Globe and Mail MARLENE HABIB. pegging the
personality of each client isn’t straightforward, notes Hamish Angus,
managing director of ScotiaMcLeod.

“If you put four HNW clients in a room, you will get four different sets
of needs. The key is to provide highly personalized and tailored advice
with a collaborative approach, to bring together a team of financial
experts at the table with the clients’ other professional advisers, such
as tax accountants and lawyers, to provide creative and customized
solutions on an ongoing basis and give clients alternative solutions.”
bespoke  financial_advisors  generating_strategic_options  high_net_worth  investment_advice  investors  personalization  wealth_management 
october 2010 by jerryking
Provide true value or advisers are 'toast'
April 12, 2010 | G & M | DAN RICHARDS. "punctuated
equilibrium" is working its way through the fin. industry. The late
scientist, Stephen Jay Gould, identified this concept. His insight was
that while change is a constant, the pace of change isn't - for
millennia, species have gone through centuries of slow, almost
imperceptible change, interspersed with short periods of incredibly
rapid and intense shifts. In the last 30 yrs, most industries have had
to adapt to an entirely new set of rules. Change agents like Wal-Mart,
Costco, & Amazon.com have reshaped retailing. Mfg has been
transformed by globalization & China. The Web has decimated the
traditional biz model for newspapers. Svcs. have seen the effects of
off-shoring. The investment industry is going through that same epochal
transformation. Defining tomorrow's winners is their ability to
demonstrate clear, compelling, discernible value: not a plan itself, but
what a plan accomplishes, and the communication of what the plan achieves.
financial_advisors  Dan_Richards  indispensable  competitive_landscape  generating_strategic_options  adaptability  Charles_Darwin  evolution  value_creation  theory_of_evolution  financial_services  disequilibriums  change_agents  constant_change  value_propositions  Communicating_&_Connecting  accelerated_lifecycles 
august 2010 by jerryking
Be The Advisor Who Helps Business Owners Respond To Change
Dec 1, 2008 National Underwriter | Life & Health | by John H Brown.

The US and world economies are changing fast. As an advisor to business owners, you know that, as a group, they are not as uneasy about the stock market's wild fluctuations as are the rest of your clients. You must reach out to your business owner clients. It is your job to understand that owners can still achieve their goals, to implement the strategies necessary to reach those goals and to share that information with your clients. Once business owners are clear about their objectives, you can evaluate the business and personal financial resources available to fund those objectives. Central to any company's planning is the need to motivate management to attain specific performance standards, such as meeting budget or reaching a specific sales goal or perhaps a departmental profitability objective. The current financial storm is not life threatening for most of your business owner clients -- if they respond.
ProQuest  financial_advisors  small_business  JCK  entrepreneur  passions  passion_investing  impact_investing  indispensable  owners  generating_strategic_options  objectives  control_systems  rewards 
february 2010 by jerryking
The Digitalization of the World - Adam Smith, Esq.
11 January, 2010 | Adam Smith, Esq. | post by Bruce MacEwen.
"Education, as a role for us, should I hope be obvious. We educate our
clients, " and "We don't just rent this knowledge out to our clients, we
should impart it so it becomes their own.
Financial/medical advisers are people to whom we entrust (one hopes) our
every secret, hope, and fear. We should serve the same function. ... We
should be able to provide them with various roadmap's, decision trees,
alternative ways of pursuing their objectives, with lesser and greater
ratios of return and reward. Hands-on personal care? Yes, because there
is no substitute for being there. The more amazing technology and
collaboration-at-a-distance becomes (what the Web, ultimately, is all
about), the more important face to face personal meetings are. The more
people you know "virtually," the more you want to meet them in person."
Bruce_MacEwen  JCK  client_management  inequality_of_information  trustworthiness  knowledge_intensive  management_consulting  indispensable  professional_education  digital_life  teaching  decision_trees  ratios  roadmaps  risk-assessment  strategic_thinking  risks  face2face  personal_meetings  personal_touch  generating_strategic_options  client_development  expertise  digitalization 
january 2010 by jerryking
Rummy's war
Apr 5, 2003 | The Globe & Mail. pg. F.1 | Barrie McKenna & Doug Saunders. "In the highest reaches of power, the people who have
influence are the ones who bring the president solutions, not problems,"
the former White House insider explained. "When Rumsfeld says we are
going to overthrow the Taliban and I don't need 100,000 troops to do it,
and it happens, that adds to your influence."
Donald_Rumsfeld  profile  rules_of_the_game  Doug_Saunders  Iraq  indispensable  influence  problem_solving  generating_strategic_options  solutions  solution-finders 
december 2009 by jerryking
Dear Graduate...
JUNE 19, 2006 | Business Week | By Jack and Suzy Welch. (1) As
an ambitious 22-year-old readying to enter the corporate world, how can I
quickly distinguish myself as a winner? -- Dain Zaitz, Corvallis, Ore.

One gets ahead by over-delivering. Start thinking big. Go beyond being the grunt assigned. Do the extra legwork and data-crunching to give [clients] something that really expands their thinking—an analysis, for instance, of how an entire industry might play out over the next three years. What new companies and products might emerge? What technologies could change the game? Could someone, perhaps the client's own company, move production to China?

(2) Revenue growth is at the top of my to-do list. What should I look
for in hiring great sales professionals? -- John Cioffi, Westfield, N.J.
questions  hiring  recruiting  Managing_Your_Career  advice  Jack_Welch  strategic_thinking  anticipating  new_graduates  chutzpah  movingonup  overdeliver  Pablo_Picasso  individual_initiative  generating_strategic_options  independent_viewpoints  thinking_big  game_changers 
november 2009 by jerryking
reportonbusiness.com: Best to deliver bad news facts
February 18, 2009 G&M column by SUSAN PINKER. When it
comes to bad news, we first protect ourselves, and then we protect
others through "Denial". When there's really bad news, there's reliable
evidence that it really is best to face the facts. First, you have to
know what the bad news is, what the outcomes are, what the percentages
are," Dr. Feldman says. "Then you have to give people options. You have
to give them some power - ideas about how they're going to manage
because you don't just leave them hanging there. You have to hold out
some hope."
anomalies  base_rates  Communicating_&_Connecting  crisis  difficult_conversations  forecasting  generating_strategic_options  guessing  managing_people  predictions  probabilities  ratios  Susan_Pinker  face_the_facts  bad_news 
february 2009 by jerryking

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