Business, Management and Leadership Ideas
Call them ideas, tips, or best practices. I read a lot about business and occasionally I come across a practice that seems to me should be in wider use. I created this site to bring those management ideas to your attention. — Jeff Blum

Most Recent Ideas

  1. Screening Job Applicants for Cultural Fit

    San Francisco startup Weebly invites job candidates to work on site during a “trial week,” paid at fair market value. Why? Simple: it’s very hard to suppress values-incongruent behaviors when working closely with others for that long. As their CEO says: “Assholes can hide it in interviews, but for whatever reason, they cannot hide it for a whole week. I don’t know why, but it … [ Read more ]

  2. Create a “How to Use Me” Guide

    Jay Desai has FOMU. As a first-time founder and CEO of health technology startup PatientPing, he’s got a healthy fear of messing up. This anxiety especially bubbles to the surface when it has to do with his team — now over 100 employees — and particularly the seven who report directly to him. He’s seen too many immensely talented and productive teams stall because of … [ Read more ]

  3. Learning to Say No: The MSPOT

    The single best tool I have found to help unlearn the yes-man ways of a startup CEO is a single-page document we call our MSPOT. With it, we articulate our Mission, the constituencies we Serve, the Plays we’re going to run this year, the plays we are going to Omit, and how we will Track our progress.

    The most painful portion of that document are the … [ Read more ]

  4. Gamification of the Enterprise

    In the summer of 2011, Facebook announced it would use the social performance platform Rypple (now part of Salesforce.com) for internal reviews and communications.  Rypple allows employees to create and compete in challenges, receive recognition from colleagues, see what others are working on, and find where needed skills may exist within an organization. But Rypple is not a game. It doesn’t even look like a … [ Read more ]

  5. Build a Fact-Base and Search for Strategic Options

    By determining where, how, and why value is created and destroyed within each business unit, managers can typically uncover opportunities to double the value of their business units within two to three years. To accomplish this feat, management must identify which customer segments are most profitable, which product and service features are most important to meeting the needs of customers in these segments, and which … [ Read more ]

Most Popular Ideas

  1. The Premortem Technique
    The premortem technique is a sneaky way to get people to do contrarian, devil’s advocate thinking without encountering resistance. If a project goes poorly, there will be a lessons-learned session that looks at what went wrong and why the project failed—like a medical postmortem. Why don’t we do that up front? Before a project starts, we should say, “We’re looking in a crystal ball, and … [ Read more ]

  2. Profit Mapping
    A profit map, the core analytical tool of profitability management, displays the profitability and cost structure of every product in every customer in the company. Profit maps show exactly where profit is flowing and where it is lost.

    A profit map is not especially difficult to develop, but it is completely different from the information developed for financial reporting. Many finance managers make the … [ Read more ]

  3. Review Profitability Before Expanding Capacity
    When faced with the need to expand manufacturing capacity and the inherent investment required, first perform a thorough profitability analysis (a profit map) of each product produced from the capacity-constrained factories (this includes profitable products being sold unprofitably to selected customers). Since many companies have a significant amount of unprofitable business, it is quite possible that stopping the unprofitable sales can free up enough capacity … [ Read more ]

  4. Deploy a Redeployment Pool
    Intel monitors changing skill requirements and institutes a redeployment program when it becomes necessary to downsize a business. Under this program, managers effectively lay off people, and the head count of the business unit is moved off the payroll. These excised people enter a redeployment pool under the auspices of human resources. Once in the pool, employees generally have four to six months, and can … [ Read more ]

  5. Fiercest Competitor Workshop
    One good way to get at these disruptive designs (innovations) is to do what we at my firm call a "Fiercest Competitor Workshop," which starts with the premise that you have been fired from your old organization but you have access to ample capital and talent. Your task is to design the fiercest competitor that could take the market from your old firm. In my … [ Read more ]