Quản Trị Theo Hướng Hiệu Quả

Trách nhiệm đầu tiên của giám đốc doanh nghiệp là: cố gắng đạt hiệu quả kinh tế tốt nhất từ các nguồn lực sẵn có hoặc khả dụng.
Đặt ra 3 câu hỏi để quản trị hiệu quả:
1. Công việc của nhà quản lý là gì?
Đó là hướng các nguồn lực và nỗ lực của doanh nghiệp vào các cơ hội tạo ra những thành quả có ý nghĩa về mặt kinh tế.

2. Vấn đề chính của công việc đó là gì?
Hiệu năng là làm việc một cách đúng đắn, hiệu quả là làm đúng việc.
Điều cần làm là (1) cách xác định phạm vi của hiệu quả (2) phương pháp tập trung các nguồn lực vào đó.

3. Đâu là nguyên tắc để xác định và phân tích vấn đề đó?
Doanh nghiệp là một hiện tượng xã hội và tuân thủ Pareto.
Trong khi 90% kết quả được tạo ra từ 10% các sự kiện đầu tiên, thì 90% chi phí phát sinh từ các sự kiện còn lại- các sự kiện không mang lại hiệu quả.

(Peter Drucker)

Price Product Service – Product Manager’s Experience

Price Product Service Product Manager Experience

Here are some things I learned as a Product Manager:

1. No matter how good your product is, if you price it too low, people will think it is junk.
2. It’s alot easier to start with a high price and then lower it than it is to raise a low price to a higher one
3. Good service sells mediocre products
4. Subscription services bring in revenue for eternity but the product only sells once
5. Service reputation can make or break a product

6. You can often get away with making a mediocre product but you can almost never succeed providing a mediocre service
7. You can sell the product for a much lower price if you REQUIRE a service contract when the product is purchased.
8. You can advertise a much lower price for a product with required service and just add the service subscription as an “afterthought” to the sale and most people will pay attention only to the product price
9. If the product is too light people will think it’s not worth the price – IBM once added lead blocks to the product to make it heavier because customers associate weight with value
10. A good quality case can cover up for cheap components and everyone will be fooled.
11. The logo and reputation of the company command a far higher price than the product itself
12. Customers will almost always purchase a mediocre product with good service over a much better product with insufficient service
13. Never underestimate the value of a good salesman

14. Cheap products with lots of low cost accessories make for great profit margins
15. Never underestimate the vanity of the customer — the cache, appearance and presentation of the product will sell it if it makes the customer feel important
16. The price is never the price. Always build in room for discounts, including the “extra special” discount for that difficult customer
17. You can control only two of the three things needed to bring a product to market — cost, features or time to market. Choose wisely.
18. Never understimate the value of word-of-mouth advertising.
19. Short term solutions have long term impacts
20. Build a product with migration to the next version in mind. Migration services lock the customer into your product.
21. Don’t be fooled by volume — there’s an adage that says, “I lose a little on every unit I sell, but I make it up in volume.” Revenue is NOT profit.
22. The biggest cost of selling any product is the labor required to sell it.
23. Cut your losses on a losing product and move on – money in hand today is better than hoping for a big sale tomorrow. Products get old and todays cutting edge product is tomorrow’s blunt instrument.
24. “Just in time” manufacturing is only effective if you can deliver “just in time.”
25. The sale doesn’t end when you cash the check – you want the customer to come back tomorrow too.
26. The product is NEVER the product — the solution is the product. Customers want solutions, not products.
27. Don’t be lead around by the nose by what the competition is doing. You can’t ignore them but don’t follow them either
28. If the competition has a much better product, change the playing field, not the price

29. Gross margin is determined by the equation Actual Sales Price – Cost/Actual Sales Price. Determine your minimum margin required to cover all costs before determining price. This may require forecasting your sales volume and give you the target you need to be successful.
30. The price is always lower at the end of the month than at the beginning and always much lower at the end of the quarter than at the beginning. The best deals happen at the end of the fiscal year.

Management Mistakes


Management Mistakes

Below are some mistakes I made as a new manager or have seen other new managers make. Experienced managers still make some of these mistakes, though hopefully fewer:

Performance Management
Being slow to deal with performance issues – Smoke becomes fire. If you take note of performance issues early you can give gentle corrective feedback. If you’re too slow to notice you have to give stronger feedback, and the performance issues may be harder to reverse.Not documenting poor performance – Documenting poor performance via email helps employees understand the gravity of the situation (“This email summarizes the discussion we just had”) and it is also helpful to have on hand if it comes time to terminate the employee.Not documenting good performance – Documenting good performance via email, to the employee alone or to a wider audience, is a great way to recognize their contributions to the team and company. It’s also a good habit to regularly document good performance of team members for your own purposes, so you can remember what you want to praise them for at annual review time.

Career Development
Not getting to know your employees – It’s great to know the names of all your employees’ kids. It’s even better to know the type of work each employee most likes to do, their particular pain points within the team or company, what their career objectives are (depth, breadth, management), or why they might be thinking about taking a different job or moving to a different company. You need to develop a rapport and level of trust with each employee before they’ll start to share these things with you.Not paying attention to your high-performing employees – If you’re very satisfied with how an employee is performing you need to turn the tables and invest in making them more satisfied with their job. Find ways for them to do more of what makes them happy and less of what doesn’t.Not investing in developing your employees – Every employee needs to be developed, either to support the career development (and retention) of strong performers or to improve the performance of weaker employees. Every year you should be trying to raise the level of performance of every employee.
Thinking too small – A successful leader is going to create growth and opportunity for their team. A leader who thinks small is unlikely to do either. Instead of planning how to grow your business 100%, plan how to grow it 10x or 100x.Not explicitly allocating resources – Explicitly managing resources means prioritizing projects, specifying how many (or which) resources will work on each, and in what order. Highly effective teams may be able to self-organize extremely well. New managers give less effective teams too much freedom to self-organize, leading to sub-optimal resource allocation.Poor delivery of unpopular decisions – The difference in how employees receive unpopular decisions often depends on how those decisions are delivered. The more important, or more unpopular, the decision, the greater the need to manage its delivery. In my experience, the best way to deliver unpopular decisions is at a team meeting where you have ample time to give the reasoning behind the decision and take Q&A. Good managers explain why the decision is made. Bad managers say, “Because the boss said so.”Being slow to resolve team pain points – New managers don’t pay attention to or understand their team’s pain points. Good managers are always tracking their team’s pain points, devising strategies to reduce or resolve them, and then moving on to the next pain point.
Not investing in sourcing – Good managers source candidates themselves through their personal networks and take ownership over sourcing in other ways, treating any candidates that the recruiting department sends their way as gravy. Inexperienced managers are satisfied with whatever recruiting sends them.Lazy recruiting – Good managers act quickly on any recruiting activity. They review resumes as soon as they come in, make time in their schedules for phone screens, sell their positions to candidates, make quick hiring decisions, and are aggressive in getting from offer to acceptance. New managers act more slowly. They trust the recruiting department to brief candidates on the position and handle other candidate communications. Lazy recruiting loses candidates to other companies or internal teams.Reactive sourcing and recruiting – Bad managers wait until they have an approved position and a job description up on the company’s website. Good managers are always sourcing and recruiting, and may be chatting up a prospective candidate today about a position they may not have open for a year or more.

Not being clear on the requirements of the role – Inexperienced managers don’t spend time thinking about exactly what they need from a new hire. They hire generic candidates with generic skills. Good managers have a more narrow profile in mind, which helps them write stronger job descriptions and generate more qualified candidates.Lowering the bar – Inexperienced managers have low standards, or lower their standards, in an effort to make a hire. Good managers know that they’re much better off keeping a high bar and waiting for the right candidate.
Organizational Development
Letting dotted lines proliferate – It sucks to have two bosses. Good managers seek to have clear lines of authority and prevent their employees from getting caught in the middle between competing bosses. Inexperienced managers let other managers carve out chunks of their resources.Letting the team get swamped – Inexperienced managers keep piling more and more work on the team. Experienced managers either grow the team size to handle the increased load, or deflect the increased work. It takes an experienced manager who’s earned the trust of leadership to push back effectively, or to effectively justify why the team needs more headcount.Being reactive – Inexperienced managers need their bosses to tell them when their team is over or under-resourced or unbalanced. The team might have too few or too many resources, or it might be heavy or light on a certain role (e.g. QA:SDE ratio) given the other resources on the team. Experienced managers are anticipating how the needs of the team are going to change over time and then working proactively working to adapt their org’s size and structure.
Taking the credit – New managers let themselves take credit for their team’s work. Good managers attempt to redirect kudos and credit onto their team, or ideally, individual team members.Forwarding the blame – New managers pin the blame on team members. “Joe was out of the office and wasn’t able to finish this in time.” Good managers put the blame on themselves and understand that any failing within the team is a failing of the leader.

The Halo Effect Book Review – Phil Rosenzweig

The Halo Effec - Phil Rosenzweig

“The Halo Effect Book Review – Phil Rosenzweig

Read the Profile of the first female billionaire Nguyen Thi Phuong Thao (the owner of Vietjet Air) in the newspapers all see the details: “One day of the female billionaire starts at 5 am and ends at 2 pm. both of you go on business with … ”

Ms Nga (owner of SeaBank) is a very detailed and dedicated person who works with the staff and works with “extremely high” intensity.

The pressure of a big CEO’s job, which only sleeps for 3 hours / day, only supersedes. Writing so as to encourage young people to be enthusiastic & determined to fight in the work is true, but through that, to explain the success of Thao / Nga, I think there is little basis.

I personally know many of you are very successful, taking a nap until 3pm.

The desire to succeed & know the way to that is a legitimate wish. Of course, to know about the success of the starting point must study the successful people. So the book of enrichment is higher than the mountain, confused about which books to name …

It’s fair to say that there are really good books, like “7 Habits of Highly Effective People” by Stephen R. Covey; was voted by Forbes magazine as one of the best self-help books of all time.

Surprisingly, after nearly 30 years since publication with many millions of elite readers around the world, it seems that people do not become “successful” or “effective” than before.

The main problem with self-help books is to confuse causes and results. Studying and observing successful people, we see that they have many manifestations and characteristics: hard-working people, big-thinkers / think-ups, successful people who use things, successful people read books, people success or play with other successful people ….

But to draw conclusions and formulas to guide “juniors” not yet successful, the question needs to be asked: what creates what?

By sleeping only 3 hours / day that Ms. Thao created Vietjet, or because the work of a CEO made her only 3 hours / day to sleep?

“Think big” is it successful or successful, then is it possible to think big / think far away?

His success thanks to “relationship” with many successful people; Or is it successful, so is it possible to play with “big dogs”?

There are many scientific studies showing that college students make more money than those who only finish level 2 / level 3. Poor people also have to run for Teo to go to university. It is too obvious, everyone can see that the majority of universities are richer than universities … But the nature may be because people who enter university are more intelligent, so later they will earn more money. , not by university. You don’t go to college, but because there’s a smarter / faster nature than those who still make money or succeed.

Recently, a sister confided on social media: “Everyone tells girls to be confident and beautiful. But people must be beautiful to be confident! ”.

In the sky, I realized how much time it would take to catch up early as this sister

Phil Rosenzweig wrote a great book: “The Halo Effect”

Phil started with the question, why did so much effort work on successful companies to learn lessons and experience for corporate governance? But the practical effect is very limited.

Some projects such as: In Search of Excellence, Good to Great … are very famous in the management / business leaders. These works are all years of research, in thousands of big and successful companies in the world, drawing and summarizing the “best practices” that these players / stars are implementing.

These books have been and are still bedside books for CEOs; A lot of seminars, workshops … for senior leaders from Europe to Asia. But sad reality is not only for companies that apply but not many people become “excellence”, but even the list of “great companies” is listed in these studies … only 5-7 years after some The word “great” goes “good”, most don’t even get “good” & disappear.

The organizational structure is still the same, strategy / strategy is unchanged, human / leadership is intact … even experience and many aspects are even better. So what is the reason for the failures?

These classics largely summarize the organizational causes of good or great thanks to several factors such as:

• Good leadership (charismatic leaders; leader who “eat last”)
• Good culture (strong culture)
• Interested in people (care deeply about employees & customers; decide who first and then What or How ….)
• Good strategy (good strategy)

Phil Rosenzweig points out that the main problem of these studies is The Halo Effect. The authors focused on studying successful companies, but if they took the time to study even those that failed, they would see a lot of “failure” that had those characteristics.

Google, Apple … often voted as “best place to work”: Lamborghini parking lot, lunch canteen with michellin chef serving Sushi; There is a gym and sauna area near the office … Thanks to the concern that people are great or by giants / hands, can they be interested and attract many talented people? That is a more thorough question.

Seeing a phenomenon that appeared and repeated several times since then deduced some kind of causal relationship … it was probably a bit hasty. Just like when doing statistics, seeing GDP growth and increasing the number of prostitutes (perhaps due to the impact of rising spending on entertainment needs) – the conclusion that prostitution is the source of prosperity (once there is debate among UK economists.

If “self-help” and best-sellers are mostly affected by “Halo Effect”, what is the secret and the way to long-term success for individuals and organizations?

Invite the doctors to read The Halo Effect, or take the time to wait for Meraki in another future review section.

(From Meraki)