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How does Green Computing help your business?

Green Computing has come out of multiple programs over the past several years around protection of the environment, corporate social responsibility & sustainability. Sustainable development was defined by the Brundtland Commission as "development that meets the needs of the present without compromising the ability of future generations to meet their own needs." Green Computing is driven by technological developments, as well as by implementation of tools and processes that make more efficient use of computers. Some of these are simply "common sense" things that we can do to reduce consumption. Reducing power consumption saves money as well as the load on our resources - is a key factor in the strategic sustainability "triple bottom line" of people, planet and profits. As the need to capacity and processing power increases, so does the need to cool down these more powerful processors – and increasing consumption of energy. Major initiatives are underway to address this issue, and over the next few years we will see newer cooling technologies being introduced that will reduce our reliance on noisy and power hungry fans on PCs. The Economist recently ran an interesting article how this issue can impact us closer to home. These and other technological advances are fundamentally changing the way we use computers so that Green Computing becomes a reality – supporting sustainable development. HP has a range of energy efficient solutions built around their ProLiant Servers, while Dell have developed programs and policies around energy efficient computing. Intel too have multiple initiatives underway around Green Computing – from specific targets to reduce CO2 emissions with energy efficient processors to building lead-free and halogen-free devices. Sun Microsystems have created solutions around their Sun Eco Innovations around the ‘greening’ or data centers. Applications that are run over the web as services (Software-as-a-Service or SaaS) also contribute to Green Computing, if they are built to support the following key principles: Provision of centralized processing and shared services. This reduces the need to infrastructure on the client side, and thus less decentralized processing power.Building of green SaaS data centers. Centralized data centers mean that the innovative technologies, processes and policies can be effectively applied. Greening of the software development process. Using ‘lean’ coding processes like Agile Software Development, means simpler coding processes, faster delivery and fewer energy consuming processor calls. Here are some of the many blogs where you can find more information about how Green Computing is supporting sustainability efforts around the world. Business Green Environmental Leader Green PC Greenmachineshop

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Managing IT in a downturn: Beyond cost cutting

According to the McKinsey report "Managing IT in a downturn: Beyond cost cutting", there are opportunities to drive business benefits even in a slow or bad economy. The authors state that economies around the world are slowing down, and companies are looking for ways to trim spending and improve the bottom line. Although information technology often represents a small fraction of the corporate cost base, senior executives inevitably turn their attention to IT budgets for substantial contributions. Yet in some instances, IT investments deliver more value to a company’s top and bottom lines—by creating new efficiencies and increasing revenues—than any savings gained from traditional IT cost cutting. The "sweet spots" for IT improvements during slowdowns include: Manage sales and pricing. Develop insights into customer segments and improve pricing discipline to increase revenues without increasing prices. Optimize sourcing and production. Rethink supply chains and logistics to improve the scheduling of deliveries and inventory management. Enhance support processes. Improve the management and use of field forces (such as installers and field technicians) and of customer support centers. Optimize overhead and performance management. Sharpen awareness of risk exposure and improve decision-making and performance-management processes.

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Organizational Restructuring - Aligning People with Technology

"Processes don't do work, people do." - John Seely Brown I have been on too many technology implementation projects where Change Mangement, Organizational Transformation - or whatever you want to call it - is simply seen as "Training". Seeing Organization Change Management (OCM) during a system implementation as simply writing up new business processes, procedures and training people - is setting your new system up for failure! OK - maybe 'failure' is a strong word. But doing by this, you are simply not maximizing your system investment. Why spend a good percentage of your gross revenue on a great new ERP system, that hopefully has been built, configured and implemented using best practices, and then spend a fraction of this investment on the people who will make or break you new system? So, apart from training our people on how to use the system, what else can we do - you may ask. Well, here are a few things : Involve the people who will use the system in the system design and configuration. In this way, you ensure that their requirements are baked in, AND they start understanding how their jobs will change. The sooner people understand this the better.Develop 'powerusers' by involving them in system testing. These 'powerusers' will be your first line of system support, and will be key in establishing the new system as part of daily business.Involve people in the design of new processes that must change with the implementation of the new technology. Understanding how their daily jobs will change is part of managing any resistance to change.Avoid class-room style training. HIRE people who understand the new technology and business processes!MOVE people around as new skills are learnt and utilized.Compentate people for these new skills - retain & develop your investment in people. Involving people in all aspects of a system implementation - even if it takes longer - will allow the new "champions" to shine, and to develop your greatest resource to ensure success after a system implementation. RELATED LINKS Driving Business Benefits from your ERP ImplementationOrganizational RestructuringManaging Projects

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Imagine tracking net-profit by customer, by product - on demand!

In a previous article, "Optimize profitibilty by managing value", I discussed the use of an application called ProfitFinder which allows you to analyze net profit by product AND customer along your value chains. This is an unique innovation around how profitibility is tracked and measured, that allows businesses to look at how value really can be managed to increase company net profit. These would be the benefits of having this information at your fingertips: Customers Net Profit – compare to today’s Gross Margin – you can then focus resources on more profitable customers and their buying patterns and manage the less profitable customers.Customer / prospect costs – you can adjust the amount of sales activities and decide when to stop working on prospects when target marketing costs are reached.Resource capacity utilization – giving you the capability to do marginal marketing to maximize utilization of your resources to lower the fixed costs and increase total profit.Sales force effectiveness - track net profitability by sales person. This information allows you to better set sales targets based on profit, as well as allows you to manage sales accounts more effectively.Supporting departments costs per Value Chain – the ability to adjust the different departments costs involved in the value chains related to the profit that the respective VC brings in.Decision-making information by Value Chain from products/services/procurement through inventory/warehousing to customers/ markets, on a real-time basis or in batches on order.RELATED BLOG ARTICLE:Data rich information poor

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Project Management for Dummies

PMI Definition: A project is a temporary endeavor undertaken to achieve a particular aim and to which project management can be applied, regardless of the project’s size, budget, or timeline. Further, as defined in the 2000 edition of A Guide to the Project Management Body of Knowledge (PMBOK® Guide), project management is the application of knowledge, skills, tools, and techniques to a broad range of activities in order to meet the requirements of a particular project. Essentially, project management is comprised of five processes: Initiating, Planning, Executing, Controlling, and ClosingThese five processes are wrapped around the triple contraints of project management. These 3 constraints will define a project, and any changes to any of these will impact the project enough to require review and approval by the project sponsor(s). TIME COST SCOPEThe Project Management Insitute has also defined NINE knowledge areas Project Integration, Project Scope, Project Time, Project Cost, Project Quality, Project Human Resources, Project Communications, Project Risk Management and Project Procurement. Project management is used globally by multi-billion-dollar corporations, governments, and smaller organizations alike as a means of meeting their customers’ needs by both standardizing and reducing the basic tasks necessary to complete projects in the most effective and efficient manner. As a result, project management leadership is a highly desirable and sought-after skill as intense global competition demands that new projects and business development be completed on time and within budget.PM a nutshell: 3 contraints; 5 processes; and 9 knowledge areas.RELATED BLOG ITEM:- Project Management Resources---------------------------------------------------------

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Top Reasons to Upgrade your IT Systems

We live in a connected and automated world of alphabet soup systems - ERP, SOA, CRM, etc - fueled by innovations in software and hardware of an unprecedent scale. We want to beat our competion by leveraging technology, and technology vendors want our business, which in turn drives investment into better systems that we can leverage. As your business changes, your IT systems need to be kept aligned with your processes to support your business objectives. In the same way, your business will benefit from taking advantages of improvements in technology. So you may be sitting on software that is a few years old and under pressure to upgrade. Here are 3 good reasons to upgrade your software: Taking advantage of new functionality offered. Sticking to older version means needing to build custom code for desired features that were not incorporated into a product. The newer releases may have the desired functionality built in. While converting to a newer release is a painful experience because of the modifications, it reduces risk. Your code no longer has to be tested each time a patch comes out for the language you used or the operating system changes. Maintenance costs increasing, or hard to find skilled resources in the older versions. So needs to get on the upgrade bandwagon. Often it is difficult to find support staff to support older versions of software. Most people want to stay at or near to the current releases. Finding someone that is competent to work with an old release can be difficult and expensive. Older versions are not compatible with newer hardware and you are locked into old technology. The hardware or operating system is no longer supported by the software vendor. I've seen this one bite companies severely over the years. Software companies shed low sales volume operating systems and hardware platforms to reduce support costs.

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Communication - The 5 rules of Orwell

Communication is a critical part of running any business - regardless of it's size. Imagine running your business without any communication! HOW EFFECTIVE IS THE COMMUNICATION FROM, TO AND WITHIN YOUR BUSINESS? The fundamental answer to this question does not lie in systems, or tools, or policies. Fundamentally, communication is based on language and the style of the language used. Even though George Orwells "Politics and the English Language" has been around since 1946, I have only come across it recently. Orwell incapsulates these fundamentals of effective communication in English in 5 Rules which I have summarised below: Never use a metaphor, simile, or other figure of speech which you are used to seeing in print. This sounds easy, but in practice is incredibly difficult. Phrases such as toe the line, ride roughshod over, stand shoulder to shoulder with, play into the hands of, an axe to grind, Achilles’ heel, swan song, and hotbed come to mind quickly and feel comforting and melodic. For this exact reason they must be avoided. Common phrases have become so comfortable that they create no emotional response. Take the time to invent fresh, powerful images. Never use a long word where a short one will do. Long words don’t make you sound intelligent unless used skillfully. In the wrong situation they’ll have the opposite effect, making you sound pretentious and arrogant. They’re also less likely to be understood and more awkward to read. When Hemingway was criticized by Faulkner for his limited word choice he replied: Poor Faulkner. Does he really think big emotions come from big words? He thinks I don’t know the ten-dollar words. I know them all right. But there are older and simpler and better words, and those are the ones I use. If it is possible to cut a word out, always cut it out. "Great literature is simply language charged with meaning to the utmost possible degree" - Ezra Pound. Accordingly, any words that don’t contribute meaning to a passage dilute its power. Less is always better. Always. Never use the passive where you can use the active. This one is frequently broken, probably because many people don’t know the difference between active and passive verbs. Here is an example that makes it easy to understand: The sales target was missed. (passive) We missed the sales target (active). Never use a foreign phrase, a scientific word, or a jargon word if you can think of an everyday English equivalent. This is tricky because much of the writing used in business can be highly technical. If possible, remain accessible to the average reader. If your audience is highly specialized this is a judgment call. You don’t want to drag on with unnecessary explanation, but try to help people understand what you’re writing about. You want your ideas to spread right? Bonus Rule: Break any of these rules sooner than saying anything outright barbarous. And if the above rules are not easy enough to follow, just remember what Einstein said: "If you can't explain it simply, you don't understand it well enough."

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Optimize Profitibilty by Managing the Value Chain

I recently came across an interesting innovation that actually drives product profitibilty. The innovation comes from a Sweden-based company called Scorebase. According to the founder, Börje Paulsson, what started as a technique for analysing business data to track profitibility at the various phases that the product goes from production to market, has developed into a powerful analysis tool which has become a valuable piece of software for his clients. The application is called ProfitFinder and is more than a profitibility analysis tool. Gross Profit is defined as sales minus all expenses directly related to these sales. PROBLEM: GP does not consider fixed costs in production and marketing Net Profit is defined as total revenue minus total expenses. PROBLEM: NP is normally measured monthly and is not easy to measur customer/ product combination more frequently. (Click on Picture)ProfitFinder will allow you to see, based on actual production and billing, your net profit by product/customer combination - along the value chain! Imagine what you can do with this information. You can identify and reduce waste in your production process, & reduce direct costs; You can understand and manage how indirect costs impact your product cost; Quantify and manage your direct sales costs by customer. How much more are you paying in shipping for the same product for different customers? How much of a sale-person's time is being spent on marketing/ selling to a specific customer? Are yoru marketing dollars spent in the right area? Indentify and manage how indirect marketing costs are being allocated to products. Rank performance across market segements more accurately - better plan your marketing campaigns. Not have to wait until the end of the financial period to know what you net profit is! Read the full article

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Assess your Business

"Victorious warriors win first and then go to war, while defeated warriors go to war first and then seek to win." Sun-tzu (~400 BC), The Art of War. Strategic Assessments Businesses need to step back and assess how they are performing against plan and how to get to the next level. You need to take the time to step away from the business and look at the basics. Do your business numbers make sense? Review your Market Which markets, or market segments, are most profitable?What plans do you need to attack new markets? Are existing markets saturated?Who makes up your markets Are your existing marketing methods right? How much do they cost?How do you target potential new customers? Review your Products & Services Which are the most profitable? Why?Which are the least profitable? Why?Do you understand your how your product/ customer mix affects your company profitibility?What issues do you have around price, service and quality? Your competition Who are they? What are their strengths and weaknesses? How do customers compare you and your competitors? Assess your business performance. How does your cashflow forecasting system work? Is it accurate? What about your profit forecasts - do you keep them up to date and monitor performance?Do you maintain tight budgetary control on financial matters? Your suppliers What are relationships like? Do you work with them to improve their quality of supply to your business - and thus to your customers? Assess People Do you have the right people to achieve your business objectives? Do they know what is expected from them in achieving those objectives? Do you operate a training and development plan? What are their strengths and weaknesses of your management team? Assess Yourself Do you know your own strengths and weaknesses? Do you need training? Assess Your Infrastructure Will your premises cope with your plans? Are they used to best effect? Is your equipment up to date? How will you find any improvements?

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Free software for the livestock feed industry

Recently I published an article on a project to developing free/open-source software for livestock feed formulation. Hope it's useful.

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How the best differ from the rest

"Only the mediocre are always at their best." Jean Giraudoux (French dramatist: 1882 - 1944) Why is it that some companies perform better than others. Is it luck? Their people? Their products/ services? Their markets? Some time ago, I reviewed the top-rated book "Six Disciplines for Excellence" . In that book, Gary Harpst defines five key reasons for why the best differ from the rest. Here's the top five - in order of their importance: Strength of the Leadership Team. Top-performing organizations rated 155% higher than the lower performers. The two primary factors were the ability of leadership to define a clear vision for the company, and the appropriate involvement of leadership in leading and supporting projects that were strategic to the organization. Ability to Attract and Retain Quality People. Top-performing organizations rated 142% higher than the lower performers. The best small businesses have found that success in this area all starts with recruiting. Disciplined Approach To Business. Top-performing organizations rated 114% higher than the lower performers. Top performers are also good planners, but are practical and are disciplined about the commitments they make. Strategic Use of Technology. Top-performing organizations give more emphasis to using technology to impact the business in strategic ways (114% more) than the lower performers. Effective Use of Trusted Relationships. Top-performing organizations rated 100% higher than the lower performers in their ability to utilize the expertise and talents of external organizations. Other factors contribute to top-performing organizations and how they differ from lower performers (i.e., work ethic/attitude, teamwork, commitment, etc.). The five described above highlight the areas of greatest difference. RELATED ARTICLES:

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With the Rugby Union World Cup this year in England, I thought that a blog entry with a rugby flavor would be appropriate.

With the Rugby Union World Cup this year in England, I thought that a blog entry with a rugby flavor would be appropriate. "I prefer rugby to soccer. I enjoy the violence in rugby, except when they start biting each other's ears off." - Elizabeth Taylor (1972) In the game of Rugby Union, play is restarted after a minor infraction by a scrum. During the scrum the forward pack of 8 players will engage with their opposing pack to win the ball. These forward packs weigh close to 2000 lbs (~ 900 kgs), and so these scrums are a test of power and strength of these players, as they compete to win the ball back for their teams.  Before 2007, there were not may rules around how these packs engaged, resulting in many serious spinal injuries due to collapsed scums, and the violence of the contact. In 2007, the rule changed to require that each pack 'crouch', 'touch', and 'pause', before they 'engage', as the referee calls these instructions out.  Crouching allows the packs to correctly 'bind' and set up for the scrum. At 'touch', the front row players reach out and touch the opposing line - this ensures that they are at the correct distance before engaging.  'Pause' ensures that they wait for referee to control when the packs engage. How does this translate to your business?  We all love sports analogies, and so I am suggesting this rugby analogy to help you with your next Business Planning cycle.  The three phases of strategic Marketing Plan are Analyze, Plan and Execute.  And so this example from the sport of Rugby provides a framework around which you can build a Marketing Strategy for engaging your competition. Touch/ Analyze Know your market and your competition's products/ services, pricing arrangements and terms, promotional campaigns, people and organization. Gather feedback from customers, partners and others in your sales teams.  Know the opposition's 'weight' in your market.Know the gap between you and your competitors.  What differentiates you? What are your relative strengths and weaknesses? Pause/ Plan Develop a strategy and tactical plan for engaging with your competition.Assess risks and opportunities in the competitive environment.Make sure that your team is prepared and aligned on your plan. Align individual targets your market strategy.  Is the team well 'bound', and set to execute? Engage/ ExecuteExecute the plan as a team.Adjust on the fly to remain aligned with your strategic objectives.Win the ball!Engage!

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Driving Business Benefits from your ERP Implementation

Companies spend millions on implementing ERP Systems like SAP every year. Many of these implementations are global in nature, integrating several business units across the world. Generally this major investment is supported by a solid business case based on expected business benefits. But, what happens when these business benefits are not realized? You cannot go back to where you were before the implementation. You cannot unspend your money. More and more companies are tackling this exact issue today. How to exploit your investment in a large ERP system with minimal cost to drive the maximum business benefit. You need a solid business-centric process to solve this challenge. Implementation teams are pretty good at getting complex ERP systems to go-live and then to support them after go-live. However, immediately after going live, performance, productivity and morale usually decline as people adapt to the new system and processes. This is the "DIP" in the a new system's lifecycle. Most teams are not structured, or funded to help the business recover from this dip, as this is generally not planned for. So how do companies recover from this dip to stabilize the operating environment as soon as possible; and better still - to achieve the benefits of an integrated system? The answer is a Continuous Business Improvement process. Such a CBI process has 3 phases: Adopt: Business ownership of the ERP system and new business processes.Sustain: Business ownership of the ERP system and new business processes.Exploit: Drive business value through continuous improvement of the ERP system. Successful execution of this program depends on the following key factors: The establishment of stewardship programs and clear links between the ERP solution and business directed initiatives at all levels of the organization.Formalization of methods and drivers related to identifying and prioritizing opportunities that will drive business value.Defined process for managing improvement opportunities and ensuring business benefits are met.Movement of resources from rollout/support-driven to exploitation-driven environment. More here about the CBI Model, or contact us for a full copy of this paper.

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Managing Requirements

“Analysts report that as many as 71% of software projects that fail do so because of poor requirements management, making it the single biggest reason for project failure" - CIO magazine, Nov 15 2005 Managing requirements on software development projects has always been critical to the success of these types of projects. The tools and methods around these are well documented (try Google-ing “Requirement Management Tools”). However, Managing Requirements is rarely appears as an activity on system implementation projects. System implementation methodologies will include the definition of requirements. For example, the SAP ASAP methodology (now incorporated in SAP Solution Manager) includes this during the Blueprinting Phase. However, this and most other implementation methodologies, assume that these requirements will not change. And in a perfect world, they will not, and you can design, develop, test and implement a business solution based on these stated requirements. However, the world is not perfect!People change their minds for many reasons, and do so on a regular basis. They'll be working with an existing system and realize that they missed a requirement. Or, during system build they'll realize that what they asked for really isn't what they want after all. If you try to "freeze" the requirements early in the lifecycle you pretty much guarantee that you won't build what people actually need, instead you'll build what they initially thought they wanted. That's not a great strategy for success. Requirements management involves establishing and maintaining agreement between the business and the project team on both system and business related requirements. This agreement forms the basis for estimating, planning, performing, and tracking project activities throughout the project and for maintaining and enhancing the developed solution. Key activities include:planning the requirements phaseestablishing the requirements processcontrolling requirements changesminimizing the addition of new requirements (scope creep)tracking progress - tracing built-to requirements against original requirementsresolving issues with customers and developersholding requirements reviews Ensuring that requirements are managed in projects assures that the system that is implemented most closely supports business requirements; and thus has the greatest chance of success. OTHER PROJECT MANAGEMENT ITEMS

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Data Rich, Information Poor?

Ask any Project Manager or business owner about the objectives of an ERP project, and they will probably include better business information and improved reporting in the list. However, talk to any Project Manager about the area of the greatest project scope creep, or any business owner for the area that is most neglected in any ERP implementation, and they will probably say ... you guessed it ... Reporting! Why is this? Is there not enough attention given to planning the development of reports? Is the definition of reporting requirements not clear enough? Are project teams not structured with the right resources to address reporting effectively during solution design & development? Yes. For many companies that are already too "data rich, information poor", the implementation of new systems will worsen this situation if this issue is not addressed.So, if the objective of most sytem implementations is to make better information available to the business, why is this generally so badly done? I have found that very often the answer is that most system implementation projects are too 'systems-centric'; too focused on getting the technical solution design and developed; and not focused enough on the user interface. The user interface is where the end-user 'meets' the system. This will be done via a transaction screen, a display of some sort or a report. THIS is where the success of the system implementation is determined. When reporting is addressed as part of the system implementation project, implementation tasks include determining what the current (as-is) reports are, and then trying to develop solutions in the new system to replicate these. From a business owner's perspective, does this result in better reporting, or better information for improved decision making? If so, this is generally only an incremental improvement. Normally this just gives you the reports that you have always used, but now sourced from the new system. Normally this also results in incremental development costs in the project, as generally these reports are not standard, and need to be custom developed. Have you seen this in system implementation projects? If so, how has resporting development and implementation been done? Was it successful?The full article can be found at Egoli Solutions Publications website. The article was also published on Techlinks.RELATED BLOG ITEM:- 5 Questions for Better Business Reports____________________________________o________________________________SMALL BUSINESS VIEWAs a small business owner, you should consider the following:What information do you need to operate your business?What business purpose does this information support?Can you formalize reporting to deliver this information in a timely manner?

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The Top 3 Myths about Business Intelligence

Myth 1. BI is a technology solution. Myth 2. BI is all about data warehousing. Myth 3. The IT function can take care of BI. The July edition of the PMI Network magazine carries an article entitled Get Smart. In the article, Malcolm Wheatley outlines some good case studies that dispel the above myths around Business Intelligence. The example that caught my eye (mainly because it is close to my heart) is that of Coca-Cola Amatil in Australia, and what they have done with BI to drive improvement. By using good business intelligence, they were able to avoid investing in additional production capacity by improving their existing line capacities. I'll let you read the details of this case, but the basic steps of BI were followed: Collect data. At Amatil, they collected highly granular, second-by-second data off their line PLC's.Store it. Warehouse your data.Carry out that Analysis. Look and data trends and patterns over time or compare what is happening in one location over another. Those of you who have read some of my Six Sigma posts will see the relevance on BI in analysing processes to get to the root cause of problems.Dispelling those Myths:BI is a technology solution. No, it is not. BI is a management initiative powered by data.BI is all about data warehousing. No, it is not. The analytics and reporting are at least as important. (Good to know when you are chosing a BI solution or vendor).The IT function can take care of BI. Yes, BUT - if you want measures that are 100% focused on the objectives of the business, the business better have total ownership of the BI solution. IT should certainly take care of the data warehousing.RELATED ITEMSData Rich, Information Poor?The 5 Questions for Better Business Reports____________________________________o________________________________SMALL BUSINESS VIEWWhat information do you need to run your business? Understand what data your business processes generate. Capture and store it. Make the time to analyze this data. Look for trends over time; for patterns that point to problems in your business. Improve your business!

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Are you a Change Agent?

"You could not step twice into the same rivers; for the waters are ever flowing onto you." - Heraclitus In her book, "The Change Agents - Decoding the New Workforce and the New Workplace", Liz Nickles discusses the fact that America in 21st Century still straddles the great digital divide. Workers on one side of the line working 24/7 from virtual offices, while others are still trying to program their VCR's and wondering what this 'internet thing' is about.In this ever competitive job market; organizational changes; and the ever growing use of the web and digital tools to increase connectivity and productivity, her research is increasingly relevant. Nickles reveals the following trends:Lifestyle Entrepreneurialism: Entrepreneurs are starting younger. "I took an entrepreneurial approach to everything in life" said the co-founder of the now-defunct dot-net startup. The age of the internet has allowed young people to sidestep the traditional corporate ladder.Full Engagement: The new workforce never feel like they are doing enough; never thinking enough. Always searching the new boundaries, the new terrains.Convergence: The boundaries between home and work life blur and Change Agents like it that way.Getting a Life: The new workforce believe that work (even if it takes 18 hours a day) is just a job, and that they can and will walk away from it. In the book, Nickles quotes software designers who like to hike in Nepal every year. "You just won't see me in October because it is the best month to go hiking there."Early Retirement: The new Change Agents do not believe in working mid-pace until they are 65 and then retire. They plan to work 24/7, cash out at 35, ... then move on.No Prisoners: Nickles' Change Agents will do whatever it takes to move ahead. They'll make note sof enemies and squash them.In these times of change, Nickles also has some good advice for the Baby Moguls, as well as for the Baby Boomers. This is a relevant book, especially for you reading this blog - a product of our 24/7 worklife!RELATED POSTS- Organizational Restructuring