Change management is a natural process following mergers and acquisitions. From the Board to operations, people are required to realign themselves with the new founded entity. The process may involve reshaping, restructuring, new hires, as well as disengaging personnel, regardless of the length of their tenure or contract. These changes are not only smart but essential – as separate entities objective and goals would have been different but as one merged entity, business needs must be redefined across the board.

Most times change management is a challenge. People fear the unknown and act to preserve their interest and long-held authority within an enterprise by resisting change. The reality though is shareholders’ interest boil down to bottom-line: profitability. Rightfully so since it is their dollars on the line when businesses bear losses. Those losses, or gains, are directly attributed to how and who run the shows, from the Board of Directors to senior executives to rank and file. As owners, shareholders appoint the Board and entrust them with certain authority to execute in the best interest of the entity – ideally. Unfortunately, too often, that is not what transpires in reality, as we have seen with AIG, GM, Goldman Sachs and Morgan Stanley and Fannie Mae and Freddie Mac, to name a few.

The question then is what steps should shareholders take to protect their interest and essentially, the business? How are they assured that past mistakes will not be repeated by the Board and their executives? Owners are not involved enough to ensure success, regardless of the reason(s). On the other hand, executives who are hired and entrusted with the well-being of an enterprise must make executive decisions that exclusively benefit the business. If that process require re-aligning their own positions and/or compensations, engaging independent entities for objectivity and proficiency and/or new hires as well as disengaging people, so be it.

People mistakenly credit their positions more than what they really are. The longer a position is held, the more that misconception. Extremely few people are indispensable in the working world. The sooner people grasp this concept, the stronger and more efficient the work force will be. Carl Icahn said it best -

…….. managers have been awarded lavish retention bonuses. In my view, very few managers are irreplaceable, especially in this economy.

On the other hand, shareholders may boost their work force by assuring easy access to them by all on board, be it at AGM or direct discreet communication without the fear of retaliation and/or loosing their jobs. Not the complaint department, where it’s essentially handled by legal to avoid lawsuit, but direct access to share ideas and/or to present business proposition for profitability. Wouldn’t owners (shareholders) be open to ways their business may reach greater heights by accelerating performance, doing more with less (cutting cost), boosting efficiency? As a shareholder, I would.

Mergers and acquisitions bring forth complex problems because the competition within is doubled to protect own self interest – human nature. Shareholders must be more involved, demand more answers – at least during the months following the acquisition. One greatest tool to their advantage is technology – it should be used to strategize, partner and execute.

Tags: acquisition, AIG, Business, change management, enterprise, entity, Fannie Mae, Freddie Mac, GM, Goldman Sachs, mergers, Morgan Stanley, owners, shareholders, Technology
Posted in Best Practices, Business, Technology |

Like many others, I too am sometimes confronted with the dilemma to push back or to let things slide, more when it involve livelihood, not mine alone but an entire team of people and their dependents, so on and so forth. Push back demonstrate how strong or weak you are in the business world as interpreted by both proponents and opponents. My motivation, however, is slightly different and simple: not putting up with nonsense, whatever that maybe. Donald Trump said it best -

It’s smart to know when to push back. Competitive edge is not merely an attribute but essential in business. If you allow yourself to be walked over once, be assured that will become your signature and you simply will not survive.

Learn from the best, be it Icahn, Trump, Jobs, or whoever, regardless of their life philosophy. Their commonality? Experience and success. If that is your objective, then learning from them is smart, even if that means making executive decisions contrary to your own advisors’ and team executives’ opinion.

Why think small, when you can think big? Learn the art of push back and be a success.

Tags: Business, Donald Trump, Icahn, Jobs, push back, think big
Posted in Best Practices, Business |

The most important step in forming  a business relationship is the first encounter or meeting. There are basic rules of business etiquette that should be maintained to determine the outcome of that meeting. In an increasingly global market, mannerism displayed will either make or break a relationship. The few pointers below may seem common sense, but surprisingly, often times they are ignored.

FIVE GLOBAL BUSINESS ETIQUETTE FOR SUCCESS

Addressing Others Whether first encounter or meeting in a board room, address each other with respect and courtesy. Regardless of age, number of years in the working world, race, gender, language, culture, customs, each participant in a meeting is equal. The reason is simple – each person brings something unique to the table and deserve equal respect and recognition, without which a healthy relationship cannot be built. Think Steve Jobs and the “Google Guys”, Sergey Brin and Larry Page. All three men are no less than the other even though Jobs launched his business when both Page and Brin were just babies. Innovation, sustainability and success are not bound by age, gender or culture, but by imagination, creativity, intelligence and adaptability. Addressing one another with that equal footing will help to form a strong relationship, leading to mutual success.

Communication Clear and concise communication is another fundamental element. In a global world it is necessary to understand and effectively communicate your message that is easily understood in diverse countries and cultures. Body language alone convey 75% of the message. Communication errors between generations are common. As explained above, age or experience does not automatically give an individual the right to offer advice by default. When doing so, the message can be seen as arrogant and condescending. As a receiver of that unwanted advice, the best solution is to thank the person, regardless whether it’s relevant or not, and excuse yourself. By doing so, you will avoid unpleasantness and maintain civility.

Accepting, Adapting and Sensitivity When conducting business in an international setting, cultural differences will no doubt be visible. However, the focus should be the business at hand and not different ways – be it accent, directness or politeness, aggressive or passive ways, so on and so forth. I would say this is the most basic attribute in conducting business in global setting – that is if you want to stay one step ahead of the curve. A South African diplomat once shared how accepting and respecting other cultures helped her grow, personally and professionally. I learned that it is the culture in certain part of Africa (memory fails to recall exact country) where hands are wiped on the skirts of table cloth after a meal. Imagine what your reaction may be without that vital information if you were to conduct business in that country. The trick is to learn, understand, accept and be sensitive to these different cultures, not make the other person(s) adapt to your ways. Keep it simple and open.

Confident, Yet Humble It is important to know your abilities and expertise. That knowledge will result in presenting yourself with confidence and authority. Both maybe achieved with humility: you know your niche market but at the same time are humbled by your achievements. Sometimes confidence maybe mistaken for arrogance, often times among competitors than prospects. If that is so, instead of being offended, regard it as a compliment, to quote a mentor. No matter where success leads, a little humility will always go a long way. More doors will open up when confident and humble than when confident and arrogant.

Keeping Cool Tempers are bound to flare in any business setting, often caused by competition, stress, demand and other internal and external factors. Regardless of the situation, keeping cool is smart. However, sometimes it’s easier said than done. One of the easiest way to avoid a direct conflict is to end unproductive conversations and/or meetings. That will allow all involved to cool off and meet at a different setting. Productivity thrives in harmony as do ideas and solutions. Open and transparent suggestions will lead to possible solutions. Repetitive discussion of problems without offering solutions is counterproductive and will plummet morale, decreasing productivity regardless of culture, industry or setting.

Applying these simple and yet powerful etiquette will brand you as a sharp and savvy global businessperson. What business manners are important to you and what would you want others to implement? Share your thoughts.

Tags: Business, communication, culture, etiquette, global, google guys, larry page, manners, sergey brin, steve jobs, Sustainability
Posted in Best Practices, Business |

Oh boy. Looks like I’ve hit a nerve by taking Startup Riot as an example under “Ambiguity” category in my last post. I confess I’m flattered that my two cents caused such a stir. Thank you for listening and for expressing your views. But, I’ll attempt to clarify a few points in order to eliminate any confusion and/or anger for daring to be vocal. Hopefully, comments with profanity will not need to be moderated – it’s not asking too much to be civil even in disagreement. Is it?

Firstly, I or my company, Simply Web, Inc. does not in any way benefit commercially from Atlanta technology startups scene. It simply isn’t our market – Startup Riot being one of them. Neither am I affiliated with any of the startups and/or individuals mentioned. My personal interest in technology leads me to attend startup events nationwide – call it a hobby. Some of the best minds can be found in these unstructured events which often lead to innovation, another of my passion.

So, if I’ve no vested interest why the write-up? Because, that allows me to be objective but, more importantly, I’d like Atlanta to lead technology innovation in the Southeast. The chance of that is slim when closed door policies, unfairness and/or favoritism are practiced. It is very easy to agree or be popular – it takes courage to voice difference. Criticisms are designed for improvement and not personal attacks – unless you choose to take it so. Or, just ignore.

Apart from the comments, I was made aware that there apparently is a huge buzz around my post on Twitter. Since I don’t know who or what they are I cannot address them. But, debate is always welcome – it illustrates enough people are listening.

THEOLOGY

a) Established: Both TAG (Technology Association of Georgia) and TechLinks newsletters used to include Breakfast Bible Study (or similar) serieses. Since I’m not a reader of newsletters any more because of time constraint, I’m not sure if it’s still practiced. Religion should not be included in technology scenes. b) Startups: Founders of various organizations often mention religious services – church services, High Tech Breakfast, Bible breakfast meetings, etc. What a person does during his or her personal time is private, but, when wearing a company and/or organizational hat, he or she must be neutral. That takes me back to my original question: what does religion have to do with technology? Nothing.

Conclusion: Religion is heavily embedded in Atlanta technology scene. It’s a fact – I’m often asked about my faith first in these gatherings, before any conversation starts. I’ve not encountered the same in tech scenes in other cities. Not only is the question rude but is irrelevant. Although I’ve adapted to these ignorant questions, these practices simply cannot continue for the community to lead.

UPDATE: I was asked by the executive editor of a local tech blog if they could post a rebuttal I may write in response to the buzz created by my last post. I agreed but was vetoed by their CEO and editor, one of the five reason being -

3) How exactly does the South’s Christian-slant on religion hurt our (technology hub’s) international stance and talent pool?

Does any one else in the Atlanta tech scene see a problem with that question itself? It should be noted here my suggestion was to exclude any and all religion (non-religion) from tech scenes simply because, again, religion has absolutely nothing to do with technology. If no one else can see the danger in bringing religion (and politics) in the tech scene, then we have much bigger a problem than I thought and much work lies ahead to eliminate those challenges.

AMBIGUITY

Startup Riot

a) I initially took an interest because I was told, repeatedly, that it was THE Atlanta tech startup event to attend. b) Some of the people attending were from the service industry. At the same time, it came to my attention that many people from the exact same industry (staffing companies, angel investors, seed funding, social media, marketing/sales) were not allowed. c) Not knowing much about the event/organization or organizers, I turned to their web site to learn more. Sure enough there was a “Who can’t attend” section with service industry excluded. Having confirmed unfair practices, I simply chose not to participate. d) Why was Startup Riot an example? That was the first event that came to my mind, perhaps because it had taken place recently as were the complaints made. e) Why did I hear alarm bells? If that was THE event where double standards were practiced, then we have a problem. Something must be said – who better to say it than someone who is neutral and has nothing to gain? f) Why the public post? To quote someone (?) at a conference call with SAP, “if you see unfair practices, raise your hand and scream, if discussion through private channels doesn’t work“. Numerous private conversations with influential people didn’t receive as much attention as this blog did. Perhaps going public is needed for change. g) This event/organization is merely an example of what’s ailing startup tech community in Atlanta. Some organizers doing it right are user groups/barcamps – Atlanta Web Design Group, Atlanta Mobile Developers Group, Atlanta PHP User Group and many others.

As I mentioned in earlier post, more pointers are forthcoming. Why? Perhaps I want to share my experience and my observations because I myself was a startup once and know the challenges all too well. Unfortunately, not much mindset has changed in the last three years or so. It will happen – it’s simply taking a little longer than I had predicted.

Tags: Atlanta Mobile Developers Group, Atlanta Web Design Group, startups, TAG, tech, TechLinks, Twitter
Posted in Best Practices, Technology |

Remember Enron? More recently AIG? What did these two corporations have in common? Corruption and ethics violation.

Corporations do not collapse overnight. Corruption start in small doses, a little stealing here and a little stealing there. Very soon, that appetite for greed and total disregard for corporate standard of business conduct consume the greedy, dragging down the corporation along the way. These violations always occur at the top of the ladder. Unfortunate but history tells us so. Violation of ethics and corporate compliance should be stopped early.

Most companies formulate policies, often known as corporate compliance and ethics guidelines, that pretty much is – or should be – the backbone of a corporation. These policies set standards for internal employees as well as relationships with vendors and partners. Many companies take these guidelines seriously providing seminars and training employees to practice business standards set forth.

When a senior vice president of a publicly traded corporation is entrusted with added responsibility of overseeing  specific operations and performance, it becomes her responsibility to engage teams most suited for a specific job in the best interest of the corporation she serves. But when she engages or exerts influence so that her husband is hired, it’s a conflict of interest. Furthermore, she stands to receive direct financial gain by giving or influencing her husband to get the job. If that step involved zero opportunity for other competitors then the misconduct is much more serious and should be investigated, at the least. But the most obvious? You simply cannot, and should not, hire your spouse if you don’t own the company.

It is healthy to have competition and for corporations to practice equal opportunity. But, when privileged information is stolen under false pretense, it is not a competition. It’s dishonesty and playing dirty.

Recently, I evaluated and had lengthy discussions with a former executive of perhaps one of the largest corporation and the most recognized brand in the world. Learning of my intention, one of my well wisher advised me against engaging him. My advisor thought he was not a good fit for us and reminded me that his wife was our competitor. However, the gentleman assured me that our and his wife’s space were very different – our focus is on large corporations, his wife’s on small to mid sized market. With that clarification and verbal assurance, I briefed him on a couple of companies I had studied. Little did I know he was sharing my privileged information with his wife. Worse still, he encouraged his wife to pursue the very companies that he was gathering information from me, under the false pretense of working for us. Mind you, this is the same gentleman who once ran an IT division for one of the largest corporation. It gets more interesting: one of the employee of his wife is the husband of the senior vice president, mentioned above, whose office has the direct authority to oversee the hiring as mentioned earlier.

Oh, what a tangled web we weave, when first we practice to deceive!

Looking back I feel sorry for him, even though he was dishonest and demonstrated poor integrity. Without a corporate title, the person that is left behind is the true nature of an individual. When that proves to be devoid of basic human decency, it is a very sad image. Here was a man who received very handsome severance package, has a daughter nearly my age, betrayed my trust and cheated a very young company, all for some instant profit? Monetary gain is fleeting – money disappear as quickly as they appear – but the reputation you leave behind and the impact you have on people, will follow you to your grave. After 20 to 25 years in the corporate world, last many years holding executive positions, should have left him with dignity, honesty and self-respect. But, he failed to reveal any of those traits. What can be sadder than that?

Businesses are run by people. The success, or failure, are the result of the conducts of those same people. Without executing ethics and best practices, I doubt any corporation can survive. It is to my advantage that I’m rational, objective and practice zero favoritism at work – running a very small company compared to that corporation – so much so that my inner circle of people feel they need to watch my back, since I myself don’t do it, as someone put it recently, while friends are sometimes offended when we hire the best person qualified over them.

And what about that senior vice president? She violated the Corporate Standard of Business Conduct of the very company she serves as stated on that policy in Section 4 and 5 of certain pages.

Is business ethics really a gray area as the sage, above, claims or is it simply good for our business?

Tags: AIG, Business, compliance, Enron, ethics
Posted in Best Practices, Business |