SHOBHIT PANT OFFICIAL

Avoid micro-management at all costs "I recently flipped through the declassified 'Simple Sabotage Field Manual', published in 1944 by the US Office of Strategic Services, the predecessor to the CIA. It lists numerous strategies that saboteurs in business environments can use to derail progress. Surprisingly, many of those tactics are being used in offices around the world today! "For instance, the manual instructs saboteurs who have infiltrated organisations to "insist on doing everything through channels. Never permit short-cuts to be taken in order to expedite decisions". "It also advocates for being extra cautious and advises that every decision be referred to committees. Managers are advised to "Multiply the procedures and clearances involved in issuing instructions... See that three people have to approve everything where one would do." These instructions might sound outdated, but they’re timeless. 2. Make your ideas fit on the back ...

Find out what schismogenesis means (because it will save your relationships).  Brands are fragile. They are subject to the laws ofschismogenesis. This is a term from anthropology. It means that relationships are not stable. Brands work according to the same law. Brands are always moving—up, up, up or down, down, down. But once the dark winds are in your sails, it is almost impossible to break their hold. Think cadburies, #Maggi, or Pantaloons . How do you know where your brand is headed—up or down? Learn how to use quantitative metrics, such as BCG’s Brand Advocacy Index, which records your percentage of supporters and critics. Track them like the third leg of your P&L—revenues and profits, share of the properly defined universe, and advocacy. If you are not improving, you are in decline.

We naturally want to avoid the challenges of planning, planting, and cultivating something new. We prefer to enjoy a bountiful harvest after we have worked hard to create something—a relationship, a career, or a project. If we have invested greatly in what is already becoming old and will inevitably fade away, we will resist the process of imagining what else could be brought into being. As a businessman, I’ve enjoyed successes and many harvest times. But I have also had to cut back my operations here and there. I had to plan something new. Fear that I didn’t know what to do, that I might make a mistake, tempted me to look back, but I knew I had to look forward. Paradoxically, being forced to do things with fewer people and resources often led to new ways of doing things. Those changes, in turn, led to insights into even more efficient and effective methods for getting things done. I have learned that there can be unseen options, so it is important not to resist a dow...