What Gets Fat Smokers On The Diet?
post # 405 — July 18, 2007 — a Strategy and the Fat Smoker post
I am just putting the finishing touches on my manuscript for my new book “Strategy and the Fat Smoker,” which collects together most of the articles I have written in the past two years. I’m self-publishing it and hope to have it available some time this fall, probably as both an e-book and as a paperback.
Old friends will recognize the title as that of the article I did in 2005, and its theme runs through the book: in both personal life and in business, we usually know what to do, why we should do it and even how to do it. But that doesn’t mean we always do the things that are good for us. In fact, because of short-term temptations, we usually don’t.
So let me ask about what you’ve learned: what are the approaches that help a fat smoker change his or her bad habits and start doing the things that they already know are good for them?
How does it work for organizations? What determines why some competitors stick to the long view and execute their strategy, while others always succumb to short-term temptations?
By the way, if you’re a blogger and would like to see a copy of the galleys / page proofs of the book (available in early September) drop me a line at my email address.
ashutosh wakankar said:
I have a hypothesis about long term vs. short term orientation which may be able to partially explain this. Usually the orientation is significantly driven by ‘the context’ or ‘the view of the future’ a management is driven by. If a management is not so committed for a long term innings in a field it is bound to demonstrate a short term orientation. Now the question arises what is at the source of a long term orientation. One clear pattern is that the senior menagement (most often a first generation entrepreneur) is intom something he/she thoroughly enjoys and wants to excel in. Money is always secondary. That is why we see the Warren Buffet, Gerald Hines, Bill Gates kind of personalities who have founded very large businesses but continue to live an incredibly simple life. They are passionate about their work and do not see and end point in it.
The short-termist are ususlly either building to flip or even if they are not, do not feel confident about surviving the future and want to make the most of the here and now.
So, for the latter kind of short-termist there is a chance of developing a long term orientation provided their view of what they can accomplish is dramaticaly altered by some evidence or a new context. They need to see something compelling possible for themselves in the long term.
Moreover, i do belive that this change only needs to happen at the top and subsequent realignment or organization structure/incentives etc. will help bring this trnsformation down for the rest. Bulk of the rest of the organization will play along whatever game the top management decides upon.
These are my two bits on LT vs. ST orientation.
Also, thanks a ton for recommending the Halo Effect. After a long time read a management book that has the humility of admitting not knowing it all and definitely resonated with my personal feelings about iconic books like BTL and G2G.
posted on July 18, 2007