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Best Practices?
“Most people cannot understand how others
can blow their noses differently than they do.” – Turgenev
One of the most influential concepts in business today is the idea that there are “best practices” out there that could improve your business dramatically. You can save the bother of inventing anything new and you may even become as good as your competitors. But “best practice” is not leadership. It’s followership. In Europe this has been described as “karaoke capitalism” [1] . It conjures up images of inebriated Japanese businessmen imitating Elvis in a smoky Tokyo bar. Elvis copied no one. Maybe you shouldn’t either. Margaret Mead says: “Always remember that you are absolutely unique. Just like everyone else.” Leadership is about uniqueness, not sameness. When General Motors decided to produce its cars on only one platform– one size fits all – market share dropped dramatically. It didn’t matter to the customers that GM realized great savings in production costs. They just did not like the suffocating sameness they saw in all the new GM cars. Uniqueness is your own earned monopoly advantage. When you make your own special advantage commonplace, you have just turned your unique product or service into a commodity. Margins will fall and competition will enter. These are signals. They are subtle hints for you to restore the uniqueness to your products and reinvent your business, and regain your earned monopoly advantage. You may very well want others to copy you. And once they have, you know that you can do even better than they did. And you’ll open up another gap between you and your competition. [1] Jonas Ridderstråle and Kjell A Nordström, Karaoke Capitalism, Management for Mankind, Jan 2004. |
Athletes understand this. Football teams don’t copy each other. Coaches always strive for uniqueness and dominance, in an ever-changing search for a better way of doing things. So should you. |
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Copyright © 2004 Tor Dahl & Associates