parephrase work

Business Principles for Success

How we got to how, we started to ask questions concerning what we hold most dear, if those values match with the world we live in. We started embracing social networking technology at around the end of the twentieth century. Due to the growing popularity of these social sites, like twitter and Facebook, a continuous number of scandals were brought to light and exposed global business. For instance, reporters for renowned media houses inventing stories, scandals in churches, uncouth behaviour by athletes, and actually most icons in every level of society were deemed vulnerable.

How you did something and what you did, suddenly following rules was no longer sufficient. In this hyper-transparent and hyper-connected world, it is not sufficient to just do it; it is a must to do it right.

What you did, the impact of these trends is immense and you need to think critically and make the necessary changes. The people who were leading in the twentieth-century had differentiated themselves in the capitalist enterprises by what they did. For instance, the ones who had come up with great inventions and patented them generally won. Those who did not were pushed out of existence. The spoils went to “innovating in what”, all publicity is concentrated there and the protection of the government is focussed in that direction. This is simply how CEO’s came to be in the cover page of Forbes magazine.

How we do what we do, you can control your behaviour. For instance if you reach out and start inspiring others around your whole global network you will win. Whenever you deliver a good customer experience, you win. There is tremendous variation when it comes to human conduct. Opportunity exists where there is a wide spectrum of variation.

How we think, this more like focusing on what you should do rather than what you can do. We should consider re-examining the fixed rules, they often hold us back. Most of us secretly love this rules because they tend to be efficient and overtly fair. The industrial age capitalism sits on efficiency as its foundation. For instance, a good number of democratic societies adhere to voting rights based on age. Yet we understand that age does not always match to a person’s sense of civic duty or even maturity. These qualities do not stand a better chance to judge if a person is qualified to vote. The way we rely on rules burdens us and we are rendered unable to think outside the box. We tend to run to books while we need to solve problems. The law states that we can, we end up doing that. But the question is, should we.

Thinking is guided by values, breaking rules doesn’t qualify as creative thinking. A system like democracy in America tends to work as a social contract because the country believes in sharing a set of values rather than by a set of rules. Constitutions appear to be powerful documents since they consists values and principles e.g. fairness, free expression, enfranchisement, rule of law, and pursuit of happiness for the people governed by it. As new situations arise, the core values can be interpreted in a different way and applied. Furthermore, the only way to long-term success is not in breaking rules but in working with the rules to harness the power of values.

How we lead, it is not about acting out power over people but creating waves through them. The nature of leadership is a matter to rethink about. The reason is that nowadays ideas and information have become infinite. Information can no longer be hoarded, channels like Google gives them for free. When you think of how, as a leader you should change your leadership habits from “command and control” to “connect and collaborate”. The only ways for human conduct to be directed are through motivating, inspiring or coercing.

How we behave, our chances in building long-term success is based on how others think of us. The business world is more transient, faster, more fluid, and more spread out than ever before. Technology has an overwhelming capacity to transmit information and also to connect us instantly and more so cheaply thus binding us together like it never happened before. Interdependence conditions are created very highly compared to how geography was bounding us together. The sum of all HOWs is reputation, this means standing for what is trusted to us, and how others have experienced us, our accomplishment track record and our hard earned esteem.

How we govern ourselves, companies should learn how to govern their employees through corporate culture. This does not mean that employers should let down their guard and allow the employees to do as they please. Self-governing freedom brings people together in the stated values and the will to attain common goals. For instance, if you have made it in constructing a corporate culture which is positive and one that binds people in coming purpose, then that is considered as long-term competitive advantage. This means that it is impossible to copy a culture. The total experience of any team of people creates a narrative which is unique, a living story. How people connect, solve problems, refine old ideas or create new ones, and eventually overcome adversity constructs the synapses that determine if an organisation will thrive or die. Two groups cannot conglomerate experiences the same way.

What you do does not set you apart from others; how you do what you do is what counts. Again service and hospitality are the greatest elements of success. Other people tend to think that reputation and trust do not lead to success, but they are actually the hard currency of success. In a transparent, connected and dialogic society world, proxies of service are looked past and more focus is put on people and companies which they do business with interact and engage. It all depends on how their customers/clients feel.

References

Seidman, D. (2011). How: Why how we do anything means everything. John Wiley & Sons.