China’s digital transformation

Posted in Aktuellt, Allmänt, Thailand / Asia on August 6th, 2014 by admin

As individual companies adopt web technologies, they gain the ability to streamline everything from product development and supply-chain management to sales, marketing, and customer interactions. For China’s small enterprises, greater digitization provides an opportunity to boost their labor productivity, collaborate in new ways, and expand their reach via e-commerce. In fact, new applications of the Internet could account for up to 22 percent of China’s labor-productivity growth by 2025.

Yet the Internet is not merely a tool for automation and efficiency; it also expands markets rapidly. Greater adoption of web technologies in China could lead to the introduction of entirely new products and services if government and industry take the right steps to maximize the potential (exhibit). A new report from the McKinsey Global Institute (MGI), China’s digital transformation: The Internet’s impact on productivity and growth, projects that new Internet applications could fuel some 7 to 22 percent of China’s incremental GDP growth through 2025, depending on the rate of adoption. That translates into 4 trillion to 14 trillion renminbi in annual GDP in 2025.

chinaThat 10 trillion renminbi gap between the two numbers represents the economic growth at stake. The low end of the projection assumes that the country’s current trajectory continues, with adoption of Internet applications increasing at a moderate pace, under existing constraints. The upper end assumes that China builds a supportive policy environment, individual companies move decisively, and workers adapt to the demands of a more digitized economy.

The MGI report focuses on a set of Internet applications that could penetrate more deeply across key sectors of the country’s economy, including big data; improved demand forecasting, online sourcing, and marketing; Internet banking and payment systems; the Internet of Things; and e-commerce. The six sectors analyzed in the report are already beginning to undergo sweeping changes.

In consumer electronics, for example, the critical factors will be growth in connected devices (such as smart home appliances and Internet TVs) and online media content. China’s fledgling used-car market has enormous room for growth if powered by e-commerce. Chemical companies can use the Internet to enhance their R&D capabilities, enabling collaboration with customers and external experts. In financial services, online money-market funds, discount brokerages, and third-party online marketplaces have already begun to emerge. Chinese home buyers and renters increasingly search online to find the property that’s right for them. More broadly, the Internet is reshaping the market for commercial real estate as e-tailing decreases the need for retail space and increases demand for modern warehousing. And in healthcare, web-based tools such as electronic health records and clinical decision-support systems can elevate the quality of care and play a critical role in making the system more efficient and cost effective.

Increasing digitization is forcing companies across all industries to rethink their operations and become more customer-centric. Owners and CEOs will have to be deeply engaged as they make decisions that can radically affect how their companies do business. Industries will face increasing talent shortages, and larger companies may respond by making targeted acquisitions of tech firms.

From a policy perspective, China’s government faces multiple challenges in harnessing the Internet for economic growth. Building out networks is crucial to bringing more of the population online and facilitating the adoption of new Internet applications, while a balanced set of regulations for data sharing could remove constraints on the adoption of big data. Increased business usage of new Internet applications is likely to have a neutral or slightly positive impact on the total number of jobs—but a more striking effect on the composition of the labor market. The economy will need fewer workers for routine activities that can move online, while demand will increase for workers with digital skills. Government and industry can ease this dislocation by ensuring that training programs are available to help workers continually refresh their skills. China can also adapt school curricula to build digital literacy and create a true education-to-employment pipeline.

Beyond creating economic momentum for China, the Internet will enable growth based on productivity, innovation, and consumption. It will sharply intensify competition, allowing the most efficient enterprises to win out more quickly. The impending shift toward the Internet across key sectors of the economy will pose some risks and disruptions, but it can ultimately support China’s goal of creating a more sustainable model for growth.

Source: McKinsey.com, July 2014
About the authors: Jonathan Woetzel is a director of the McKinsey Global Institute, where Yougang Chen is a principal, Michael Chui is a partner, and Elsie Chang and Jeongmin Seong are senior fellows; Gordon Orr is a director in McKinsey’s Shanghai office; Alan Lau is a director in the Hong Kong office; and Autumn Qiu is a consultant in the Beijing office.
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Bli förbannad på rätt sätt

Posted in Aktuellt, Allmänt, Leadership / Ledarskap on August 4th, 2014 by admin

När du är arg – släpp ut ilskan. Det ska ju vara så bra för kropp och själ. Eller?

Hur ofta har man inte hört att det är skadligt för hälsan att hålla inne med uppdämd ilska. Argsinta får rådet att lätta på trycket genom att till exempel slå till en kudde eller vråla ut vreden. Annars skulle den koleriske kunna riskera magsår eller hjärtproblem.

BBC har tittat hur det egentligen förhåller sig.

angry 2Vad gäller magsår finns inga vetenskapligt belagda samband med hur ilska uttrycks. De flesta magsår orsakas av en bakterie eller långt bruk av antiinflammatoriska läkemedel.

Bilden är mer komplicerad för kopplingen mellan ursinne och hjärtproblem.

Utsläppt ilska medför fysiska reaktioner. Hjärtslagen ökar och blodfetter utlöses. Det förhöjda blodtrycket kan leda till små skador och ärr på kroppspulsåderns väggar. Ett friskt hjärta hanterar detta, men för den som redan har hjärtproblem ökar risken.

En studie från University of California har visat att de som regelmässigt blev arga löpte tre gånger större risk för hjärtattack.angry 3 Enligt en studie från University of East London lider personer som uttrycker sitt raseri mer av hjärtåkommor än dem som inte skriker i vredesmod.

Å andra sidan, flera andra studier indikerar inget samband mellan ilska och hjärtsjukdom.

angry 1Det är möjligt att svaret ligger i hur raseriet yttrar sig. Kanadensiska forskare fann att män som fick ut ilskan på ett konstruktivt sätt, genom att försöka att få något gjort, löpte mindre risk för att utveckla hjärtbesvär.

För kvinnor var det ingen skillnad. Men för båda könen gällde att en argsint person som skyller på andra och rättfärdigar sitt eget beteende ökar sin risk.

BBC drar slutsatsen att det antagligen inte vållar någon större skada att hålla ilskan inom sig – eller att tillåta sig ett och annat vredesutbrott.

Källa: DN.se, 4 augusti 2014
Av: Lars Pedersen, TT
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How managers motivate employees

Posted in Aktuellt, Executive Coaching, Leadership / Ledarskap on August 3rd, 2014 by admin

Managers can motivate employees with words and actions

What can managers do to motivate employees? The reality, when you talk about how to motivate employees, is that employees are motivated. The manager’s challenge is to figure out how to tap into that motivation to accomplish work goals. Fortunately, the manager controls the key environmental factors necessary to motivate employees.

motivation cThe most significant factor, that the manager controls, is his or her relationship with each employee. The second most important factor in a manager’s ability to motivate employees is creating a work environment and organizational culture that fosters employee motivation and engagement. Here’s how managers can motivate employees.


Seven ways managers can motivate employees – Today

No matter what climate your organization provides to support your ability to motivate employees, you can, within the perimeters of your areas of responsibility, and even beyond, if you choose to extend your reach, create an environment to motivate employees. You can, daily, take actions that will increase employee satisfaction. These are the seven key actions you can take to motivate employees – today.

Employee motivation is a continuing challenge at work. Particularly in work environments that don’t emphasize employee satisfaction as part of an embraced and supported overall business strategy, supervisors and managers walk a tough road.

On the one hand, they recognize their power in drawing forth the best employees have to offer; on the other, they feel unsupported, rewarded or recognized themselves for their work to develop motivated, contributing employees.

My word to managers? Get over it. No work environment will ever perfectly support your efforts to help employees choose motivated behaviors at work. Even the most supportive workplaces provide daily challenges and often appear to operate at cross purposes with your goals and efforts to encourage employee motivation.

The worst workplaces for employees? Let’s not even go there. They struggle to engage a fraction of their employees’ motivation and desire to contribute. They never obtain their employees’ discretionary energy.

No matter what climate your organization provides to support employee motivation, you can, within the perimeters of your areas of responsibility, and even beyond, if you choose to extend your reach, create an environment that fosters and calls forth motivation from employees.

First Two Opportunities to Influence Employee Motivation

You can, daily, take actions that will increase employee satisfaction. Recommended are actions that employees say, in a recent Society for Human Resources Management (SHRM) survey, are important to their job satisfaction. Management actions in these areas will create a work environment conducive to employee motivation.

Additionally, in determining the areas in which to provide employee motivation tips, here are key ideas from readers about how to motivation bincrease employee motivation and employee job satisfaction.

Four of the five most important considerations in employee motivation: job security, benefits (especially health care) with the importance of retirement benefits rising with age of the employee, compensation/pay, and safety in the work environment are discussed in an article that addresses issues that are company-wide and rarely in the hands of an individual manager or supervisor.

Specific Actions to Increase Employee Motivation

These are seven consequential ways in which a manager or supervisor can create a work environment that will foster and influence increases in employee motivation – quickly.

Communicate responsibly and effectively any information employees need to perform their jobs most effectively. Employees want to be members of the in-crowd, people who know what is happening at work as soon as other employees know. They want the information necessary to do their jobs. They need enough information so that they make good decisions about their work.
•Meet with employees following management staff meetings to update them about any company information that may impact their work. Changing due dates, customer feedback, product improvements, training opportunities, and updates on new departmental reporting or interaction structures are all important to employees. Communicate more than you think is necessary.

•Stop by the work area of employees who are particularly affected by a change to communicate more. Make sure the employee is clear about what the change means for their job, goals, time allocation, and decisions.

•Communicate daily with every employee who reports to you. Even a pleasant good morning  enables the employee to engage with you.

•Hold a weekly one-on-one meeting with each employee who reports to you. They like to know that they will have this time every week. Encourage employees to come prepared with questions, requests for support, troubleshooting ideas for their work, and information that will keep you from being blindsided or disappointed by a failure to produce on schedule or as committed.

Employees find interaction and communication with and attention from senior and executive managers motivational. In a recent study by Towers Perrin (now Towers Watson), the Global Workforce Study which included nearly 90,000 workers from 18 countries, the role of senior managers in attracting employee discretionary effort exceeded that of immediate supervisors.
•Communicate openly, honestly and frequently. Hold whole staff meetings periodically, attend department meetings regularly, and motivation acommunicate by wandering around work areas engaging staff and demonstrating interest in their work.

•Implement an open door policy for staff members to talk, share ideas, and discuss concerns. Make sure that managers understand the problems that they can and should solve will be directed back to them, but it is the executive’s job to listen.

•Congratulate staff on life events such as new babies, inquire about vacation trips, and ask about how both personal and company events turned out. Care enough to stay tuned into these kinds of employee life events and activities.

Provide the opportunity for employees to develop their skills and abilities. Employees want to continue to develop their knowledge and skills. Employees do not want jobs that they perceive as no-brain drudge work.
•Allow staff members to attend important meetings, meetings that cross functional areas, and that the supervisor normally attends.

•Bring staff to interesting, unusual events, activities, and meetings. It’s quite a learning experience for a staff person to attend an executive meeting with you or represent the department in your absence.

•Make sure the employee has several goals that he or she wants to pursue as part of every quarter’s performance development plan (PDP). Personal development goals belong in the same plan.

•Reassign responsibilities that the employee does not like or that are routine. Newer staff, interns, and contract employees may find the work challenging and rewarding. Or, at least, all employees have their turn.

•Provide the opportunity for the employee to cross-train in other roles and responsibilities. Assign backup responsibilities for tasks, functions, and projects.

Employees gain a lot of motivation from the nature of and the work itself. Employees seek autonomy and independence in decision making and in how they approach accomplishing their work and job.
•Provide more authority for the employee to self-manage and make decisions. Within the clear framework of the PDP and ongoing effective communication, delegate decision making after defining limits, boundaries, and critical points at which you want to receive feedback.

•Expand the job to include new, higher level responsibilities. Assign responsibilities to the employee that will help him or her grow their skills and knowledge. Stretching assignments develop staff capabilities and increase their ability to contribute at work. (Remove some of the time-consuming, less desirable job components at the same time, so the employee does not feel that what was delegated was “more” work.)

•Provide the employee a voice in higher level meetings; provide more access to important and desirable meetings and projects.

•Provide more information by including the employee on specific mailing lists, in company briefings, and in your confidence.

•Provide more opportunity for the employee to impact department or company goals, priorities, and measurements.

•Assign the employee to head up projects or teams. Assign reporting staff members to his or her leadership on projects or teams or under his or her direct supervision.

•Enable the employee to spend more time with his or her boss. Most employees find this attention rewarding.

Elicit and address employee concerns and complaints before they make an employee or workplace dysfunctional. Listening to employee complaints and keeping the employee informed about how you are addressing the complaint are critical to producing a motivating work environment. (These are employee complaints that readers identify as regularly occurring in their workplaces.)

motivation dEven if the complaint cannot be resolved to the employee’s satisfaction, the fact that you addressed the complaint and provided feedback about the consideration of and resolution of the complaint to the employee is appreciated. The importance of the feedback loop in addressing employee concerns cannot be overemphasized.
•Keep your door open and encourage employees to come to you with legitimate concerns and questions.

•Always address and provide feedback to the employee about the status of their expressed concern. The concern or complaint cannot disappear into a dark hole forever. Nothing causes more consternation for an employee than feeling that their legitimate concern went unaddressed.

Recognition of employee performance is high on the list of employee needs for motivation. Many supervisors equate reward and recognition with monetary gifts. While employees appreciate money, they also appreciate praise, a verbal or written thank you, out-of-the-ordinary job content opportunities, and attention from their supervisor.
•Write a thank you note that praises and thanks an employee for a specific contribution in as much detail as possible to reinforce and communicate to the employee the behaviors you want to continue to see.

•Verbally praise and recognize an employee for a contribution. Visit the employee in his or her work space.

•Give the employee a small token of your gratitude. A card, their favorite candy bar, a cutting from a plant in your office, fruit for the whole office, and more, based on the traditions and interaction in your office, will make an employee’s day.

Employees appreciate a responsive and involved relationship with their immediate supervisor.
•Avoid cancelling regular meetings, and if you must, stop by the employee’s work area to apologize, offer the reason, and immediately reschedule. Regularly missing an employee meeting send a powerful message of disrespect.

•Talk daily with each employee who reports to you. The daily interaction builds the relationship and will stand for a lot when times are troubled, disappointments occur, or you need to address employee performance improvement.

•The interaction of an employee with his or her immediate supervisor is the most significant factor in an employee’s satisfaction with work. Practice just listening. Encourage the employee who brings you an idea or improvement. Even if you think the idea won’t work, that the idea has been unsuccessfully tried in the past, or you believe your executive leadership won’t support it, this is not what the employee wants to hear from the supervisor.

And, it’s not in your best interests for employee motivation to put the kibosh on employee contributions and ideas. You’ll tick them off, deflate them, and make their thoughts insignificant.

Think creatively about how you can explore the idea, support the employee in his or her quest to try out the innovation, provide time for experimentation, and more. Encouragement brings payback in positive employee motivation.

•Remember that your nonverbal communication communicates more expressively than the words you use to convey your honest response to employee thoughts, concerns, and suggestions. Pay attention, ask questions to further elicit information, and focus on understanding the employee’s communication. Lose your reactions: shrugged shoulders, rolling eyes, or partial attention are insulting and degrading.

•The supervisor’s relationship to reporting staff is the single most important factor in employee retention. Stay on top of what your staff needs and wants to provide a work environment for employee motivation.

Employee motivation is a common interest from supervisors and managers who are responsible to oversee the work of other employees. You can increase your efforts to improve employee motivation. The big seven actions and behaviors that you can make happen every day for employee motivation are covered in this article.

I’m willing to make a serious bet that, if you pay constant attention to these significant factors in employee motivation, you’ll win with motivated, excited, contributing employees. Can work get any better than that for a manager or supervisor?

Source: About.com, July 2014
By: Susan M. Heathfield
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