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Articles & Reports |
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Simitri is committed to sharing with our clients the latest thinking in terms of training, coaching and consulting. Below are some articles which may be of interest to you.
If you are interested in having Simitri write articles for your internal publications, please contact us at
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Managing Business Risk
If there is one positive to be taken from the global financial crisis, it is the reminder that the world of business offers no guarantees. Two years ago, when markets were soaring and profits seemed all but certain, executives tended to think any new product or service would be a surefire hit and that steady long-term growth was a given. They underestimated or, in some cases, appeared to ignore the element of risk.
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Best Possible Solution
In the world of business, it is important to be seen to be moving with the times. That's because a big part of running a successful enterprise is to show shareholders, clients, employees, partners and potential investors that the organisation is up with the best, forward looking and always in search of improvement.
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Problem Solving
In most organisations, when a new or unexpected problem comes to light, the reflex actions is to call a meeting. On the assumption that communication will spark ideas and diverse input will lead to results, a varied selection of company's great and good will gather in the boardroom, hunker down around a conference table, or drag a few extra chairs into the manager's corner office.
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From Trends to Business Opportunities
Whether you call it product development, strategic planning or sales forecasting, in the end, it comes down to the same thing: to be successful over time, businesses need people who can see the future. They don't have to ge geniuses or visionaries in the mould of Thomas Edison, Henry Ford or Bill Gates. And they certainly don't need to come up with vacuous "vision statements" about having a passion to server customers and be the best. What every business does need, and always will, is individuals who can see what's coming next.
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Understanding Your Competition
If you ask any business executive to name a few direct competitors, the chances are they will rattle off at least three or four with no trouble at all. But then ask the same person what the differentiates their company from the competition and the answer will usually be far less definite.
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Developing Your Value Proposition
What is a value proposition? It seems like a straightforward question. However ask any number of sales and marketing executives to define their product's value proposition and often they have a hard time coming up with a clear, concise and compelling message.
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Know Your Customers
In 1906, when Vilfredo Pareto noted that 20% of Italy's population owned 80% of the country's property, he had no way of knowing how widely his observation would apply to business. Since then, the Pareto Principle or the 80-20 rule, as it is usually known, has proven sufficiently flexible to turn up in all kinds of business scenarious and has become an accepted part of global management thinking.
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The Five Forces
At some point in every successful business career, a discernible change in personality and behavior must take place. It is not a question of Jekyll and Hyde or Clark Kent to Superman, just that the time inevitably arrives when the approach and outlook appropriate for the taking the first few steps on the corporate ladder will no longer do.
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Adding Value
In a world of business, if you don't have an opinion; one thing is certain: you won't get very far. Whatever your role, be it employee, supplier, service provider or adviser, whoever is paying you will expect value for money and, in their eyes, that will include ideas, suggestions and clear evidence that your grey matter has been fully engaged.
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Emotional Intelligence
The culture of any organisation is essentially a combination of two key components - management and leadership. The style and principles adopted in these distinct areas shape how employees think and act. That affects how they prioritise and execute day-to-day responsibilities and how they behave in their dealings with internal and external contacts. Management is more task-focused. It is concerned with running efficient operations, implementing agreed strategies, solving problems and consistently producing results.
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Emotional Self-Control
Many senior executives will assure you that to seal the deal, you must have a strong personal relationship with the person you are doing business with. They emphasise the importance of the handshake, face-to-face communication, and knowing what makes the other person tick. For people in sales, business development or in deal-making roles, this can mean spending much time away from the home base, chasing up new contracts or maintaining old ones.
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Emotional Management of Others
Advances in technology have had a phenomenal impact on the business world. Global systems, broadband links and third-generation telecommunications have given ready access to vast
quantities of information and completely transformed the way companies operate.
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Emotional Self-Management
A leading Hong Kong company held its annual conference to review performance and map out future strategy. During a breakout session on the second day, groups drawn from different departments were given time to brainstorm about an assigned topic, after which they were to give a short presentation summarising their ideas and conclusions.
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Emotional Awareness of Others
Sometimes a boss has to deliver bad news. It is not part of the job description, but it is part of the job, and the way it is done says a great deal about the leadership style and overall competency of the person in charge. Depending on the organisation and context, what constitutes bad news can be one of many things.
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Emotional Decision Making
Something is stirring in the corporate world as companies finally start to recognise the paradox they have created. On the one hand, they have invested millions in computer-operated voice response systems, reducing customers and business processes to a series of acronyms and numerical codes. On the other, they wonder why clients complain so loudly about impersonal service and the inability to "just talk to someone".
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Emotional Expression
Allowing for a few changes of detail, many executives will no doubt recall a formative experience like this. Late one Friday afternoon an e-mail arrives from someone high up in the organisation. The tone is uncompromising, and the content comes as a complete surprise. The message states that, by Monday morning, a financial analysis and marketing plan is needed for the possible launch of a new product, which another division has been working on.
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Emotional Self Awareness
The famous American banker J.P. Morgan once said that people make decisions for two reasons: the good reason and the real reason. The truth of this observation is immediately obvious if you ask any business executive in Hong Kong to explain why they chose one course of action over another.
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Seven Facets of Emotional Intelligence
When trying to identify what makes someone a great leader, one can look into everything form their upbringing and education to their work experience and contacts. In most cases, what really makes the difference gets overlooked. There is no mention of it in the standard resumes and it’s usually skirted over in personal profiles. However, close investigation often reveals that what sets certain individuals apart is their emotional intelligence, or EI.
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