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090 – We are all managing capitalism now, so let’s agree to fix it

If you are a manager of an organization, whether business, government or non-profit, you currently have a hand in managing capitalism. In a very real sense, you are the visible hand of managerial capitalism. Free market capitalism is long gone. Adam Smith’s invisible hand of market forces is largely absent today, except where commodities are … Continue reading 090 – We are all managing capitalism now, so let’s agree to fix it →


089 – The Keys to Firm Survival

Given the significant pressures on firms in the real world, what do we know about the traits, characteristics, or management approaches that help ensure that a firm can and will survive within its environment? Some might think this is a difficult, if not an impossible task, given all of the variables at play. Nonetheless, we … Continue reading 089 – The Keys to Firm Survival →


088 – Management as servant, not master

For most of the history of management (beginning in the mid-1800s), organizations included command and control structures and top-down information flow. Managers were viewed as the boss, the big cheese, the man, or master within a hierarchical system of control. This is an authoritarian model of organization, where management drives the organization as a machine, … Continue reading 088 – Management as servant, not master →


087 – Back to the Pleistocene

Anthropologists tell us that anatomically modern humans (i.e., Homo Sapiens) emerged about 300 thousand years ago during the Pleistocene era on the African savannas. For over 95% of their history (until the present day), modern humans have been exclusively hunter/gathers, that is, they explored the bounty of nature in small bands, adapting their behavior as … Continue reading 087 – Back to the Pleistocene →


086 – Why does worker productivity remain low?

Worker productivity is the output of goods and services per hour worked. In the broad terms of an industry, productivity is the gross output of industry sales divided by the number of workers allocated to produce the output. After World War II, worker productivity in the USA improved significantly due to the investments made by … Continue reading 086 – Why does worker productivity remain low? →


085 – We are all knowledge workers now

Peter Drucker predicted in his 1959 book, The Landmarks of Tomorrow, that the most valuable assets of a 21st Century institution (business or non-business) would be knowledge workers and their productivity. In this episode, I explore this idea, and how it has played out (since we are almost 60 years downstream from Drucker’s prediction). Not … Continue reading 085 – We are all knowledge workers now →


084 – Three reasons management is broken (but can be fixed)

If we need fresh evidence that management is broken, we only have to look at the 2017 numbers on worker engagement from Gallup. Only 21% of employees strongly agree that they are managed in a way that motivates them to do outstanding work. Overall, 33% of US workers report that they are actively engaged with … Continue reading 084 – Three reasons management is broken (but can be fixed) →


083 – The Organization Whisperer

In this episode, I interview David Childs, Ph.D., who is the author of The Organization Whisperer: The 12 Core Actions that Ripple Excellence through your Organization. Join us as we explore key areas of focus for any organization. The twelve core actions described in the book are: Communication; Worth; Purpose; Family; Decisions; Plan; Do; Measure; Processes; … Continue reading 083 – The Organization Whisperer →


082 – Vending & School Spirit

In this episode, we visit with Matt Miller, founder of School Spirit Vending. Matt heads a business enterprise that uses a franchise model to serve a unique niche at the intersection of vending & school spirit — helping to raise extra funds for elementary schools. Charles G. Chandler, Ph.D. Links mention on this episode: School Spirit Vending Vending Secrets for Passive Income (course)


081 – Effective entrepreneurship

In this episode, I explore three ideas about effective entrepreneurship: the most effective entrepreneurs create a platform for others to build upon and benefit from, one that users can interact with on a continuing basis (e.g., Apple’s iPhone, Leggos, Skype) ; effective entrepreneurs understand the game they are playing (i.e., what constitutes visible progress and … Continue reading 081 – Effective entrepreneurship →


080 – Adventures in Capitalism

Consider how an upbeat story about a business (Shake Shack) was distorted on social media, eliciting some negative responses in which people question the underlying motivation of management. There seems to be a dominant, and rather negative narrative that plays in the back of people’s minds about capitalism, providing a context in which to interpret daily events. Clearly, capitalism is not working for everyone. … Continue reading 080 – Adventures in Capitalism →


079 – Claim a niche and serve it

The fox knows many things, but the hedgehog knows one big thing. Whether generalist or specialist, an organization needs to claim a niche and serve it so well that the competition is irrelevant. In doing so, an organization can carve out a continuing role in its ecosystem. This episode explores (among other things) how Marriott, Hyatt, Hilton and Starbucks have created a … Continue reading 079 – Claim a niche and serve it →


077 – The outcome economy in technology services

Today I want to focus on a transition happening in the technology services industry driven by some macro trends. This issue appeared on my radar screen while I was looking into the business models used by technology services firms such as IBM, Cisco, and SAP. It is the emerging phenomena that some have called the … Continue reading 077 – The outcome economy in technology services →


076 – The Boomerang Principle (encore)

In this episode, I welcome back Ms. Lee Caraher, CEO of Double-Forte, a public relations and marketing services firm with offices in San Francisco, New York, and Boston. Lee was first on the podcast in June 2016 (episode 021) to talk about her first book (Millennials and Management). She has written a second book entitled, … Continue reading 076 – The Boomerang Principle (encore) →


075 – The new assumptions of management

In his 1999 book, Management Challenges for the 21st Century, Peter Drucker explored the assumptions that pertain to the study of management. They are important, he wrote, because they “largely determine what the discipline assumes to be REALITY.” Now, almost 20 years after Drucker wrote these words, it is worthwhile to consider how well the … Continue reading 075 – The new assumptions of management →


074 – Being intentional about being virtuous

There are three reasons why an organization needs to be intentional about being virtuous. The first is that positive values, virtues, and attributes amplify the demand-side responses to the organization. We all want to interact with virtuous organizations. Virtuousness, if it is fully enacted and can be relied upon by customers as part of an … Continue reading 074 – Being intentional about being virtuous →


073 – Growing Weeders into Leaders

In this episode I welcome Jeff McManus to the podcast, who is the Director of Landscape Services for the University of Mississippi (Old Miss). Jeff has a new book titled Growing Weeders into Leaders: Leadership Lessons from the Ground Level, and we explore what it takes to create and maintain a pleasing environment on a … Continue reading 073 – Growing Weeders into Leaders →


072 – Engaging workers on a deeper level (encore)

In this episode, I interview Professor Luca Solari of the University of Milan (Italy) who has written a new book, Freedom Management: How leaders can stay afloat in a sea of social connections. The book focuses on how organizations can give their employees more freedom at work in order to engage their knowledge and creativity on a … Continue reading 072 – Engaging workers on a deeper level (encore) →


071 – Does an organization need a big goal?

You may have heard of a BHAG, which stands for Big Hairy Audacious Goal. It is the idea that for an organization to excel at what it does, it needs to work toward a big long-term goal that takes a decade or more to achieve. This is not just a stretch goal, but an audacious … Continue reading 071 – Does an organization need a big goal? →


070 – Why the goal of every organization is the same (encore)

In this episode, I discuss the surprising idea that the goal of every organization is the same. Join me as I explain how this finding is part of a new way to think about management, called Management by Positive Organizational Effectiveness. Charles G. Chandler, Ph.D. cchandler@AssumptionAnalysis.com


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