Friday, April 20, 2012




A Smarter Way to Network.- Successful executives connect with select people and get more out of them

Opinion by : Tarshant Jain
  • The old adage "It's not what you know, it's who you know" is true. But it's more nuanced than that. In spite of what most self-help books say, network size doesn't usually matter.
  • In fact, we've found that individuals who simply know a lot of people are less likely to achieve standout performance, because they're spread too thin.
  • Political animals with lots of connections to corporate and industry leaders don't win the day, either.
  • Yes, it's important to know powerful people, but if they account for too much of your network, your peers and subordinates often perceive you to be overly self-interested, and you may lose support as a result.
  • The executives who consistently rank in the top 20% of their companies in both performance and well-being have diverse but select networks
  • High performers, we have found, tap into six critical kinds of connections, which enhance their careers and lives in a variety of ways.
  • Identified a four-step process that will help any executive develop this kind of network.
    • Analyse-Start by looking at the individuals in your network. Where are they located--are they within your team, your unit, or your company, or outside your organization? What benefits do your interactions with them provide? How energizing are those interactions
    • Delayer - Once you've analyzed your network, you need to make some hard decisions about which relationships to back away from.
    • Diversify - Now that you've created room in your network, you need to fill it with the right people
    • Capitalize - Last, make sure you're using your contacts as effectively as you can
  • A network constructed using this four-point model will build on itself over time. In due course, it will ensure that the best opportunities, ideas, and talent come your way.    
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Leadership in Cloud Computing Era

Opinion by : Tarshant Jain
  • Today, cloud computing’s powerful potential both to enhance business performance and to increase technology’s accessibility for consumers has caused companies to embrace it on an unprecedented scale.
  • By permitting unprecedented mobility for workers, increased scalability and speed of deployment for organizations, and the potential for greatly reduced capital expenditure costs, cloud computing is changing the way that companies do business.
  • It is also evolving the requirements for the leaders of companies that seek to both access and provide a growing variety of cloud services
  • As it changes the landscape of business, cloud computing is also changing certain leadership roles within organizations
  • The CIO has changed over the last several years from an IT position to a business leader position
  • CEOs and CFOs are getting more involved as they see opportunities to cut IT infrastructure costs and make technology into a competitive advantage
  • Sales and marketing roles are also evolving in the new cloud environment. Sales departments are changing their approach because of the lower margins associated with cloud service offerings and because of the need to focus on customer acquisition and retention in what are typically subscription-based or pay-as-you-go billing models
  • The Seven Key Competencies for Cloud Leaders
    • Broad technology and business savvy
    • Agility.
    • Openness
    • Financial acumen
    • A consumer and service orientation
    • An innovation mindset
    • Vision.
  • While cloud computing promises to make technology invisible and its advantages accessible to anyone anywhere, getting there will take highly visible leadership and considerable IT skills on the part of companies in the cloud.
  • Given the tremendous business and commercial potential of cloud computing, this human capital challenge is one that an increasingly number of companies are more than willing to take on. 
                                                                                                                                          Spencer Stuart

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