Dual-core desktop CPU bout: AMD vs. Intel

You may recall a few months back when AMD took out full-page newspaper ads to challenge Intel to a dual-core server duel. Intel declined to take up AMD on its offer, but the challenge got us thinking: what would the results of a dual-core desktop CPU fight look like? Many people equate Windows PCs with Intel Pentium processors (and soon will likely be doing the same with Macs), but we've seen dual-core CPU AMD systems power ahead of dual-core Intel-based PCs on more than one occasion.

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Insights into Effective Decision Making

Leaders are central to the development of an environment that encourages effective decision making. As CCL discusses in their article “Unbalanced Influence: How Myths and Paradoxes Shape Leaders Myth of Effective Decision Making“. The article discusses how some leader feel that decision making is their right and their responsibility, where “the belief that a decision made at the top level will resolve a problem, crisis or opportunity has lured many leaders astray…” It’s important that leaders help their organisations and teams, to make effective decisions. Keeping decision-making as the exclusive right of the leader negatively affects the leader and organisation as follows:

• Be fickle about a team approach. They value teamwork when it suits them, but then go solo when they want to make a decision.
• Be more focused on time and “making” a decision than the decision-making process.
• Limit input. They shut down group discussion too quickly or set rules about what may or may not be considered.
• Impose undue pressure to act.

Leaders need to focus on creating an environment that support a robust decision-making process, rather than to focusing on making the decisions. To help in the development of a robust decision-making process, the article makes the following suggestions that can help leaders step away from the decision and to take a view of the bigger picture:

• Try again. One of the greatest inhibitors in an organization is the assertion, “We already tried it and it didn’t work.” Experience can be a double-edged sword.
• Slow it down. A quick decision isn’t always the best decision. Get in the habit of asking, “Why do I (or we) have to make this decision now?” Who or what is influencing or pressuring you to make a decision?
• Operate at the edge of chaos. Create an environment where looking at multiple scenarios and alternative solutions is routine. Recognize that new circumstances and complexity change the operating reality. Allow freedom to discover both good and not-so-good ideas. Create a culture where the only bad decision is the one not made (as opposed to the one not made by you).
• Ask questions. Listen to answers. Seek advice from people who don’t behave or think the way you do. Get the ideas of people who have different expertise and perspectives - and listen.
• Let go of your ego. This may be extremely difficult, since self-confidence and a strong ego are often factors in executive success. But releasing the need to be in control, to be right or to have all the answers will foster better decisions and build organizational capacity.
• Get support. Find a coach, colleague or friend who can relate to your world and help you make changes. Ask yourself, “Who is able to fully comprehend the issues and stress I face? Who can help me see how my influencers are coming into play? Who can help me see myself more clearly?”

Creating an environment that results in robust decision making is one of the tasks of the leader as social architect. How effective is your decision making process. Are you a leader that’s created a decision-making bottle neck at the top?

Three criteria for defining a worthwhile goal

Leaders set goals that inspire and challenge. Goals energize people when they are well defined, provide meaning and give direction. Sadly leaders often set goals that are ambiguous, unrealistic and uninspiring, for example “providing a superior return to shareholders”. So how do leaders go about defining a worthwhile goal? In the book “A Bias for Action” by Heike Bruch and Sumantra Ghoshal, which I’ve just finished reading, provides the following criteria for defining worthwhile goals:

• Concrete: Concrete goals make it clear what the various components other make up the goal, the challenges that need to be faced and overcome to achieve it. There is a good understanding of the tasks that need to be completed to achieve the goal.

• Meaningful: People have to believe that the goal is worth the effort, that the goal is necessary to make a difference.

• Challenging: The goal should stretch us whilst not so overwhelming that it paralysis action. If goals don’t seem to be achievable they are quickly abandoned. Worthwhile goals are personally challenging.

When these three criteria underpin a leader’s goals, they help increase the level of commitment people give to the attainment of the goals.

• Are your goals concrete and well defined?

• Do you personally identify with your goals? Is it a worthwhile pursuit?

• Is your goal personally challenging? Will it stretch you whilst not overwhelming you?

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The 6 Drivers of Organisational Change

An interesting set of six drivers of organisational change, based on a discussion panel on change that I found interesting and worth sharing. The six drivers of change identified by the panel are:

• The need for a crisis or some kind of “burning platform” to motivate transformational change

• A clear vision and strategy … that allows room for iteration

• A recognition that transformation is a multi-year journey

• A need to put the customer or consumer in the center of the transformation equation

• The critical importance of demonstrating to skeptics that different actions can lead to different results

• The need to over-communicate to employees, customers, stakeholders, and shareholders

These are great insights into organisational change, which typically is a tough leadership challenge with a high failure rate. Good points to include in your change checklist….!

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Ambani Brothers and Mittal to Purchase Europe

Incredible India - Mukesh and Anil Ambani Join Forces, Team up with Lakshmi Mittal to Purchase Europe...... hmmm.... I did not know it was on sale......

read more | digg story

Windows XP SP3: A quick, painless upgrade

On Monday, Microsoft released to manufacturers (RTM) the final code for Windows XP SP3. The upgrade provides support for WPA2 and the Peer Name Res

read more | digg story

Seven Keys to Better Forecasting

Forecasting Keys

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Forecasting

What is Forecasting?

Forecasting is a systematic effort to anticipate future events or conditions. The most well known type of forecast may be that of the meteorologist who prepares daily weather forecasts that help us decide how to dress each day and whether to take an umbrella when we leave for work in the morning. Other common forecasts are those that anticipate future economic conditions, traffic patterns, and even the size and number of classrooms that will be needed in local schools.

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Seafood and it's Health Benefits

Seafood is consumed in large quantities in Japan and other parts of Asia. Consequently they suffer far less of certain cancers and diseases and the link with seafood is confirmed. Here we tell you those benefits and why you should involve seafood into your diet.

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