Elon Musk is without question one of the most visionary, daring and fascinating entrepreneurs, in our lifetime. He is perhaps the apotheosis of visionaries’ of a least the last 100 years. However, Elon Musk is clearly playing a dangerous high –risk game. The overall purpose of this article is to examine some aspects of Elon Musk’s leadership and the nature of organizational “growing pains.” A related purpose is to suggest what Must and Tesla need to do to deal with its “Growing Pains.’”
For more than 25 years, the "Balanced Scorecard" has become widely discussed and applied. However, the approach popularized by Kaplan and Norton, is fundamentally flawed and successful applications, like the Unicorn, are rare.
This article is part one of a two-part series on the Balanced Scorecard. Part one is a critique of the Balanced Scorecard, and part two will address how it can be fixed and made more useful.
There has been increasing interest in the concept of "Employee Engagement." The term itself has an intuitive appeal with positive connotations. However, the concept of engagement has not been defined in a generally accepted way. The purpose of this article is to provide a framework that can be useful to managers as well as researchers to understand the nature and potential value of the construct of employee engagement as well as the status of current methods for measuring engagement.
The terms "Alpha" and "Beta" are commonly used by invest professionals. The term "Beta" refers to the relationship between risk or risk and return: the greater the risk (of loss) the greater the expected return and vice versa. "Alpha" is the term used by investment professionals to indicate a differential or incremental value of a company that is unrelated to Beta. This article examines how our frameworks and methods can assist companies in developing incremental Alpha for their own business enterprise! For example, we helped Starbucks create its management systems.
There are companies which are champions or masters of corporate culture management. These include Starbucks, Ritz Carlton, Johnson & Johnson, and Huawei. There are also companies whose management of corporate culture is so mangled and or dysfunctional that they are "corporate culture losers"! Some corporate culture losers are just "highly dysfunctional" and just do not manage corporate culture well. Examples included Uber and, United and Sears. Other companies have cultures that are toxic or even approaching true evil. We call these companies a culture "Frankenstein," because they are creations that are true monsters.
What does a dysfunctional family business look like? Although there are always individual differences, The Los Angeles Lakers ("Lakers") provide a classic example of a dysfunctional family business in action. Not only are the Lakers in decline as a basketball team, but there is a classic family civil war going on among members of the Buss family-and there is nothing "civil" about it!
Once upon a time, the pejorative definition of an entrepreneur was someone able to grow a business meteorically-- but then watch it fail! This description characterized many once high-flying entrepreneurs.
Uber is a potentially a contemporary version of this phenomenon: spectacular rapid entrepreneurial success followed by equally spectacularly rapid failure. By any standard, the success of Uber has been truly spectacular. The company has created a global footprint and served as a disruptor of more traditional businesses ranging from taxi service to car services. However, recent events at Uber indicate a clear and present danger to the company.
There is increasing recognition that most of current management theory is weak or empty. The weakness of most of current management theory results from a very simple cause: the failure to apply the scientific method of empirical research to the creation and testing of management concepts, frameworks, methods and tools.
Huawei Technologies Co. Ltd (known more simply as "Huawei") is an extraordinary company by any standard. Its development and success rival any of the classic entrepreneurial stories of Apple Computer, Starbucks, or Amazon. The reason for this article is not to describe Huawei's success per se; but because the things that Huawei did is available to all companies regardless of their size or stage of growth.