Louis Trichardt SACCI Newsletter June 2015


What a privilege to again have the opportunity to share with you commonalities, in business, which is the main reason why we are a ‘community of business’ within a formalized environment; hence the existence of the business chamber.
But is that a true assumption? Or is that how it should be? How we define business should impact on how we act, respond, generally behave and interact. Or is there other ‘drivers’ outside business? The definitions of vision, mission, philosophy, ethos and purpose need to be challenged by this question:

Once accomplished, does success stimulate organizational and personal wellness and sustain universal well-being?

Therefore, the business of business is also business and not only business. If it is not fundamentally business, then it is irresponsible. If it is only business, then it is a tragedy and it typically does not survive.

Do you recall; thirty years ago people at enterprise level (employees) were called labour. Ten years later they were referred to as manpower. Ten years after that people became human resources.

Currently employees are referred to as intellectual capital. Systems co-create all the time. Without having the broader context we also tend to believe in that what is the most digestible or less confrontational. And with this comes ‘myths’ which we over time might have accepted as fact that impacted and still influence our decisions and strategy.

In a research project done by Jim Collins and Jerry Porras (over six year period) at Stanford University School of Business they took truly exceptional (visionary highly successful) and long-lasting companies and compare them with their top competitors. They identified 12 common myths that we come to accept over time as factual. (I will only address two (2) now and the rest in the following news letters).

Myth 1: It takes a great idea to start a great company.

The reality is starting a company with a great idea might be a bad idea. Very few of the top visionary companies began life with a great idea. In fact, some began life without any specific idea and a few even began with outright failures. Furthermore, regardless of the founding concept, the visionary companies were significantly less likely to have early success than the comparison companies in the study. It is really a case of the parable of the tortoise and the hare; the top visionary companies often get off to a slow start, but win the long race.

Myth 2: A top (visionary) company require great and charismatic visionary leaders.
The study found that a visionary leader is absolutely not required for a visionary company and, in fact, can be detrimental to a company’s long-term prospects. Many of the most significant CEO’s in the history of visionary companies did not fit the model of the high-profile, charismatic leader – indeed, some explicitly shied away from that model. They concentrated more on architecting (building) an enduring (that cares and grow) than in being a great individual leader. They were more clock builders, not time tellers.

We continue with the other myths in our next newsletter. I trust that you found this informative and helpful.
A reminder; you are important for the people around you, we need your contribution in going forward. See you at our next meeting.
Another reminder:

Don’t be so serious- Have fun!

 



2015-06-03






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