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Global Advisors is a leader in defining quantified strategies, decreasing uncertainty, improving decisions and achieving measureable results.
We specialise in providing highly-analytical data-driven recommendations in the face of significant uncertainty.
We utilise advanced predictive analytics to build robust strategies and enable our clients to make calculated decisions.
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Thoughts
Global Advisors’ Thoughts: Is insecurity behind that dysfunction?
By Marc Wilson
Marc is a partner at Global Advisors and based in Johannesburg, South Africa
Download this article at http://www.globaladvisors.biz/inc-feed/20170907/thoughts-is-insecurity-behind-that-dysfunction
We tend to characterise insecurity as what we see in overtly fragile, shy and awkward people. We think that their insecurity presents as lack of confidence. And often we associate it with under-achievement.
Sometimes we might be aware that insecurities can lie behind the -ias, -isms and the phobias. Body dysmorphia? Insecurity about attractiveness. Racism? Often the need to find security by claiming superiority, belonging to group with power, a group you understand and whose acceptance you want. Homophobia? Often insecurity about one’s own sexuality or masculinity / feminity.
So it is often counter-intuitive when we discover that often behind incredible success lies – insecurity! In fact, an article I once read described the successful elite of strategy consulting firms as typically “insecure over-achievers.”
Insecurity must be one of the most misunderstood drivers of dysfunction. Instead we see its related symptoms and react to those. “That woman is so overbearing. That guy is so aggressive! That girl is so self-absorbed. That guy is so competitive.” Even, “That guy is so arrogant.”
How is it that someone we might perceive as competitive, arrogant or overconfident might be insecure? Sometimes people overcompensate to hide a weakness or insecurity. Sometimes in an effort to avoid feeling defensive of a perceived shortcoming, they might go on the offensive – telling people they are the opposite or even faking security.
Do we even know what insecurity is? The very need to…
Read the rest of “Power, Control and Space” at http://www.globaladvisors.biz/inc-feed/20170907/thoughts-is-insecurity-behind-that-dysfunction
Strategy Tools
Quote: Michael E. Porter, American economist and founder of strategic management
“The essence of strategy is choosing what not to do.” – Michael E. Porter, American economist and founder of strategic management
Michael E. Porter, born on May 23, 1947, is a prominent American academic and a leading authority in the field of competitive strategy. He is best known for his groundbreaking work at Harvard Business School, where he has shaped the understanding of how businesses can achieve competitive advantage. His influential theories, particularly the Five Forces framework and the Value Chain model, have become foundational in strategic management.
Porter’s quote, “The essence of strategy is choosing what not to do,” encapsulates a core principle of his approach to strategic management. This perspective emphasizes that effective strategy is not merely about making choices on what to pursue but also about recognizing and intentionally avoiding certain paths. By doing so, organizations can focus their resources and efforts on areas where they can create the most value and differentiate themselves from competitors.
Throughout his career, Porter has highlighted the importance of understanding industry structure and competitive forces. His work suggests that companies must analyze their competitive environment to make informed strategic decisions. This analysis involves assessing factors such as the intensity of rivalry among existing competitors, the bargaining power of suppliers and buyers, the threat of new entrants, and the threat of substitute products or services.
Porter’s insights have been referenced by numerous business leaders and strategists who recognize the value of his frameworks in navigating complex market dynamics. His emphasis on strategic choice has influenced various sectors, from healthcare to technology, encouraging organizations to adopt a disciplined approach to decision-making.
In summary, Michael Porter’s contributions to strategic management have provided a robust framework for understanding competition and guiding organizations in their strategic choices. His quote serves as a reminder that clarity in what to exclude from a strategy is just as crucial as the decisions made about what to include.
Fast Facts
Fast Fact: The rate of technology adoption exploded in the 1990s
The 1990s were an inflection point in the adoption of new technologies. While radio showed fast adoption in the 1920s, new technologies introduced post 2010 had reached penetrations of more than 30% of the United States population within 3 years from launch. PCs...
Selected News
Quote: Michael E. Porter, American economist and founder of strategic management
“The essence of strategy is choosing what not to do.” – Michael E. Porter, American economist and founder of strategic management
Michael E. Porter, born on May 23, 1947, is a prominent American academic and a leading authority in the field of competitive strategy. He is best known for his groundbreaking work at Harvard Business School, where he has shaped the understanding of how businesses can achieve competitive advantage. His influential theories, particularly the Five Forces framework and the Value Chain model, have become foundational in strategic management.
Porter’s quote, “The essence of strategy is choosing what not to do,” encapsulates a core principle of his approach to strategic management. This perspective emphasizes that effective strategy is not merely about making choices on what to pursue but also about recognizing and intentionally avoiding certain paths. By doing so, organizations can focus their resources and efforts on areas where they can create the most value and differentiate themselves from competitors.
Throughout his career, Porter has highlighted the importance of understanding industry structure and competitive forces. His work suggests that companies must analyze their competitive environment to make informed strategic decisions. This analysis involves assessing factors such as the intensity of rivalry among existing competitors, the bargaining power of suppliers and buyers, the threat of new entrants, and the threat of substitute products or services.
Porter’s insights have been referenced by numerous business leaders and strategists who recognize the value of his frameworks in navigating complex market dynamics. His emphasis on strategic choice has influenced various sectors, from healthcare to technology, encouraging organizations to adopt a disciplined approach to decision-making.
In summary, Michael Porter’s contributions to strategic management have provided a robust framework for understanding competition and guiding organizations in their strategic choices. His quote serves as a reminder that clarity in what to exclude from a strategy is just as crucial as the decisions made about what to include.
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