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April 2024
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BRICOLEUR VERSUS PLANNER2/11/2021 Are you a bricoleur or a planner?
Do you look at your fridge and make do with what you have or do you list down what you don't have and have a trip to the grocery? Do you look at what's already working in your organization and build from your bench strength or you're always looking for some best practice out there and apply it across the board? Do you have a tendency to conform to the standards of 'doing things right' or your organization create your own good practice consciously? In resource-scarce and start-from-scratch organizations, bricolage is not just pragmatic but it helps managers and leaders get on with their agenda. They shun the demand to be 'follow the dream' with more inputs, but understand that their paths can lead them to second-best options. In a perfect environment, the best planners win. In a non-perfect world, the bricoleurs and improvisers get things done and accumulate rapid success with less. Talent, creativity, and improvisation are great combinations in times of crisis and ambiguities. Know yourself and the connections, networks, knowledge, and resources that you have at your disposal. Dig in deep and marvel at what you can achieve, now.
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AFRAID OF TOO MUCH RISKS?6/8/2020 There are two kinds of risks: risks you can take and risks that you can't and shouldn't.
We are prone to face risks everyday. When we drive to work everyday, we face risks because bad drivers are out in the road too. When we go to the dentist or massage therapists, we take the necessary risks of getting a bad fill or getting an achy spot. In any decision, it has its own attendant risks. Risks can be mitigated, can be reduced to mere nuisance or annoyance, and can be completely subverted, that there is no way that it becomes an obstacle or a hindrance to an action. We take daily precautions in our COVID-19 life nowadays, actually over-precaution-bordering on paranoia and panic. Organizations must be clear about what risks they can take, risks they can't and shouldn't and risks that are not actually risks-just part of doing business in this new climate. Anything that is described as risks these days are not really risks at all. It is likely fear. The sad fact is that many have been prone to close their doors and windows, turn off their lights and cover themselves with blankets. They treat experts as outsiders that can be carriers. I understand that we live in a litigious society and in this pandemic, everyone is a suspect. But the world continues to move forward. If you don't want to do business, just close the shop instead of making double messages. Where exactly is the danger in remote activities?
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WHEN THIS IS OVER4/15/2020 A few weeks now with the lockdown and social distancing, your organization should be gearing up to 'when this is over' scenario.
The Canadian government has expressed that these measures wont be lifted until a vaccine is available for treatments. It could take a few more weeks, which to me is a good precautionary step and a good way also to express that it would soon be over than later. Now is the time to look at your mitigation measures and adapt to the recovery and stabilization phase once measures are lifted. Businesses can start operating again, events/conferences can be held, travel bans are lifted, and slowly things will get back to the new normal. When this thing is over, here are some of the questions you may think about: 1) In these few weeks, what did you find about your organization in terms of coping up, being resilient, and taking leadership? What surprised you the most? 2) What opportunities are you maximizing and sustaining in the new order to become a better organization? 3) What practices, systems, and mentalities need to be discarded in order to give way to the new configuration? 4) What capacities are needed/strengthened to continue your market edge and leadership? It is reported that there are million job losses in Canada for the past few weeks due to the economic shutdown. There will be more catastrophic impacts to be documented in the next few months down the road. This is not the time to have a 'wait and see' attitude. You need to 'build back better' by starting now and assuming a clear and well-defined strategic position towards recovery. |