Asian Leadership: What Works [人事2-コンピテンシー・イノベーション]

Asian Leadership: What Works

Asian Leadership: What Works

  • 作者: Dave Ulrich
  • 出版社/メーカー: McGraw-Hill Singapore - Professional
  • 発売日: 2010/09/24
  • メディア: ペーパーバック

●Asian leaders need to help individuals build and manage their personal careers.Individuals need to find a balancce between deep expertise and broad generalist abilities. Skilled leaders help individuals make informed choices about the extent to which they should be specialists or generalists. Leaders also help employees gain relevant competencies that are consistent with their personal choices,values and goals.Skilled leaders also help their organizations manage careers like a "T",where there is an appropriate balance between deep vertical expertise and broad knowledge,interpersonal skills and personal connections inside and outside the organization.

●Create a strategic story

●It was evident from the responses that Indian managers were defining leadership from the deeper perspective of core spiritual and human values, and not merely as a function of managerial skills.The core leadership values of character,spiritual strength and vision remain the cornerstone of the highest aspirations of managers.

●These powerful and interrelated driving forces have resulted in the need for a formal and comprehensive framework for managing expertise and developing careers at IBM. Around 1992, IBM began developing a "skill dictionary" to codify the skills that employees require. It has since evolved into what is today IBM's Expertise Taxonomy System (ETS), a company-wide database available on a website. It establishes a common language for all the different job roles, associated skills and competencies used across all business units in the company.

●In IBM ASEAN,identified high performance employees are systematically groomed to become future leaders in the company's ASEAN leaseship Group,under the sponsorship of the General Manager and members of the leadership Group.Known as the ASEAN Leadership Team (ALT), this promising community of 86 leaders from across all countries and business units in IBM ASEAN spend 18 months in developmental activities that prepare them to take on responsibilities as the next wave of senior leadership in the region.

●Forward-looking companies,such as Samusung,have created fabtastic system for online learning,self-assessment and ongoing leadership development support that meet organisational requirements while simultaneously meeting the development needs of the individual.

●as DBS celebrated our 40th anniversary, we challenged our people to develop 40 community initiatives, to be completed in 40 days, which would impact underpribileged children in the area of learning.


【Synopsis】Following the publication of Leadership in Asia: Challenges and Opportunities, the Singapore Ministry of Manpower convened a Third Executive Roundtable in 2010 to examine the various challenges confronting leadership renewal in the Asian business context, especially in the aftermath of the global financial meltdown and economic downturn of 2009. The intensive session, spread over two days, threw up illuminating examples and astute observations on the subject, which were peppered with thoughtful anecdotes and penetrating truths that will titillate the reader.

  1. Creating customer-centric actions
  2. Implementing strategy
  3. Getting past the past
  4. Governing through decision making
  5. Inspiring collective meaning making
  6. Capitalising on capability
  7. Developing careers
  8. Generating leaders


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Jakarta [B1.旅行・出張]

2011-03-23 14.36.44.jpg


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Water for Life [人事5-CSR・健康経営・人事部・労務]


 We had the CSR (Coporate Social Responsibility) event inviting Dr.Amy Khor, Minister of Sate,Ministry of Enviroment and Water resources and PUB. 

 The following is my speech

  As most of you already know, a massive earthquake and tsunami struck Japan last Friday, causing huge destruction and loss of lives. Our heartfelt thoughts and prayers are with everyone who is affected by this tragedy. Rest assured that we will do everything we can to help them through these very difficult times. 

  As the recent disasters show, nature is extremely fragile. As such, we need to do our part in conserving the natural environment. It is with this purpose in mind that we are gathered here this morning to join hands in building rain gardens as part of our annual environmental community programme, Water for Life.  

   I personally find rain gardens very interesting as they are multi-functional, being able to perform many tasks. They not only help to remove pollution before it enters our waterways, but they also absorb rain to help to prevent flooding. In addition, they also provide beautiful flora and fauna for the surrounding environment. All this certainly makes rain gardens a great option for water conservation in this Garden City. 

   Last year, I remember fondly how much fun we had working together to create floating wetlands, and then setting them afloat at Pandan Reservoir. As I jog along this Reservoir in the evenings with some of our employees, I can still see the floating wetlands thriving after a year. We believe water conservation is the key to ensuring a sustainable water supply and these activities help to reinforce the importance of keeping our waterways and water sources clean.

   Water conservation is a very important issue for us. We are also committed to working towards creating a sustainable society for the next generation. As a responsible corporate citizen, we believe it is essential to play a key role in creating a better society and helping to preserve the natural environment for the future.

  I would like to take this opportunity to offer my sincere thanks to everyone here for your strong participation. I hope everyone will have fun today working hand-in-hand and building a greener and more sustainable future.

 Thank you.

 From Wikipedia

 Water supply and sanitation in Singapore is characterized by a number of achievements in the challenging environment of a densely populated island. Access to water is universal, affordable, efficient and of high quality. Innovative integrated water management approaches such as the reuse of reclaimed water, the establishment of protected areas in urban rainwater catchments and the use of estuaries as freshwater reservoirs have been introduced along with seawater desalination in order to reduce the country's dependence on imported water. In 2007 Singapore's water and sanitation utility, the Public Utilities Board (PUB), received the Stockholm Industry Water Award for its holistic approach to water resources management.In 2005 it opened its first desalination plant. By the time the long-term water supply agreement with Malaysia expires in 2061, Singapore wants to be self-sufficient in terms of water supply, with reclaimed water meeting 50% and desalination 30% of its needs in addition to the 20% supplied by internal catchments.

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彼らが日本を滅ぼす [D1.政治・経済・社会]



  • 作者: 佐々 淳行
  • 出版社/メーカー: 幻冬舎
  • 発売日: 2011/02
  • メディア: 単行本



著者略歴 (「BOOK著者紹介情報」より)

佐々 淳行

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FYI For Strategic Effectiveness [人事2-コンピテンシー・イノベーション]


 We are going to develop our next leader defining the vital skill/competencies based on the methodology in this book.


 Cluster H; Upgrading the work place:? Great places to worrk attract great people. Great people create great place to work. Great people create engaing businesses and productive cultures. Engaing business attract talent. Talent plans for the future. It allworks?together.?????????????????????????????

?The fastest but the hardest way is to release the bottom performers. we all know the impact of one person who is pulling his or her weight. the rest have to work harder to compensate. The old saying that one bad apple can spoil the barrel is true. give them candid,timely,and actionable feedback. Put them on a short improvement plan. Provide all of the help that is practical. Closely monitor their progress. if there isn't a meaningful change, take decisive action.

?Cluster J; Accountability and rewards:? There are two things people want more than sex and money - recognition and praise. by Mary kay Ash, Founder, Mary Kay Cosmetics

?Become an open book - Compensation is a sensitive subject, and making compensation public is considered taboo in most work cultures. There is research evidence that secrecy creates more troubles than does openness.In a vacuum,employees can make all kinds of assumptions that lead to perceived inequities. Better that pay scales - at least the ranges for pay grades - are clearly communicated and there is no secret about employee grades. This becomes even more important at higher pay grades.Threatened? Why? At least give this serious thought. Openness will foster trust, not suspicion. While you're at it,consider how you can provide more information for employees about the organization's performance. Opening your books to the extent possible engenders a sense of ownership,loyalty,trust, and helps employees see ways they contribute to the organization's success. Openness is hallmark of high-performance culture.

?Cluster L; Managing Communication:? Use solid principles of communication? ・Two-way communication ・Solicit questions from hesitant employees ・ Involve the customer (survey,focus group) ・Consider the audience ・ Stay focused (casual events)


Manage strategic change


FYI For Strategic Effectiveness[トレードマーク]: Aligning People and Operational Practices to Strategies provides tips and resources for leaders responsible for strategic organizational change, culture management and business process alignment.

FYI For Strategic Effectiveness[トレードマーク] is used by business leaders and senior management to:

  • Create an operational system that is aligned with strategy
  • Align strategy with organizational capabilities
  • Develop a success profile for leaders and managers
  • Assess organizational culture
  • Determine merger or acquisition feasibility

Aligning systems with strategy


FYI For Strategic Effectiveness[トレードマーク] includes 95 Strategic Effectiveness Architect[トレードマーク] items related to manager and leader competencies. Each chapter includes:

  • Signpost?a description of the cluster and its importance
  • Items?with descriptors of unskilled and skilled
  • Causes?a list of the root causes that explain weakness in an item
  • Competency connections?that support the cluster
  • Map and remedies?the business landscape and tips for strengthening the item
  • Suggested readings?for learning about the cluster

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つーちゃん、みーちゃん [D1.政治・経済・社会]











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東北関東大震災 [D1.政治・経済・社会]







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福島原発爆発 [D1.政治・経済・社会]






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東方地方・太平洋沖地震 [D1.政治・経済・社会]






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Facebookをビジネスに使う本 [D5.マーケティング]



  • 作者: 熊坂 仁美
  • 出版社/メーカー: ダイヤモンド社
  • 発売日: 2010/11/06
  • メディア: 単行本(ソフトカバー)


 日本のアパレルブランド(satisfaction guaranteed)という会社もFacebookでファンをふやし、Singaporeに店をOpenしたとか。





・ ファンの分析に役立つ「インサイト」とは?



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Golf  初優勝 [A3.ゴルフ]




 Ria Bintan Golf Club, Indonesia 100 F9(64%,P2) P38 B9(2) I 37



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ニーチェ Friedrich Wilhelm Nietzsche [D3.心理学・哲学]

まんがと図解でわかるニーチェ (別冊宝島) (別冊宝島 1729 スタディー)

まんがと図解でわかるニーチェ (別冊宝島) (別冊宝島 1729 スタディー)

  • 作者:
  • 出版社/メーカー: 宝島社
  • 発売日: 2011/02/15
  • メディア: 大型本



1)世界は全て「解釈」でできている‐遠近法的思考(Perspectivism)  視点が変われば見える景色は異なる。人間は、自分にとって関連が深い事柄は大きく見え、重大に感じる。一方、関連性の薄いことは、小さく見え、軽い出来事のように感じる。よって、「物事に本質がある」という考え方は絶対ではない。

2)世界や人生に「意味」なんてない‐ルサンチマン(怨恨感情ressentimentとニヒリズム(虚無主義 nihilism)  人の行動を「善悪」で評価するのは、遠近法的な見方から生まれた解釈である。敗者が、自らを是認するために、善と悪の価値観を逆転させた道徳観が奴隷道徳(vs 君主道徳)。キリスト教徒(およびユダヤ人)のローマ人に対する嫌悪感。自らを「善」と定めた弱者は、自分の弱さを肯定するために、報復できない無力を「善良さ」、臆病で卑劣な事を「謙虚」などと言いかえて賛美してきた。「善」とは単に、弱い集団の利益を実現するための口実にすぎない。禁欲主義的な生き方は無意味である。

3)無価値な世界を乗り越えて生きる‐超人  「超人」としてニヒリズムを乗り越え、力強く、誇り高く生きる。超人とは自分で価値観を創造して生きることができる人物像のこと。同情は軽蔑であり隣人愛とは、自分の価値を自分で100%認める事が出来ない人が、他人に自分を認めさせようとして人に親切にしているだけ。全世界を肯定する強さを身につければ人生は変わる。

4)世界と自分を全て受け入れる‐力への意思  ニーチェは世界のありようを、あらゆる事物の内に宿る「力の意志」のせめぎ合いであるととらえた。全ての存在は、「生」の充実を求めて、より強く、大きく、高く成長しようとしている。古い価値観、道徳に縛られて生きることは、自分の生そのものを否定することである。人は誰でも自分を信じて生きていい。自分を愛する人こそが他人を愛せる。人生を楽しむことを恐れてはならない。自分の運命を愛し何が起こってもおおらかにうけいれよ(運命愛 amor fati)。生とは強く生きることなのだ。





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Saudi Arabia [D1.政治・経済・社会]

SA-ENGLISH.jpgby Mohammed Babelli


Saudi Arabia is a nation of contrasts: modern cities and tribal villages, breathtaking seas and unforgiving deserts, rich cultural history and high-tech leader. In this pictorial journal, Saudi photographer Mohammed Babelli shows us the many faces of a fascinating country.  Babelli describes his inspiration as being “the extraordinary panorama of Saudi Arabia…each little fishing village, each oasis community, each mountain village has created its own beauty – in its buildings, is people, its art, and its culture.  This is the Saudi Arabia that I want to share with you as we journey through the Kingdom, from shore to shore, from valley to mountaintop, from dawn to dusk.”  This is a journey worth taking, as Babelli’s photographs guide us gently away from media stereotypes to illustrate the surprisingly accessible realities of a proud people.

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Ryad Saudi Arabia [B1.旅行・出張]

2011-03-02 09 13 48.jpg





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Talent on Demand [人事3-人材育成・グローバル人材・評価]

Talent on Demand: Managing Talent in an Age of Uncertainty

Talent on Demand: Managing Talent in an Age of Uncertainty

  • 作者: Peter Cappelli
  • 出版社/メーカー: Harvard Business School Pr
  • 発売日: 2008/04
  • メディア: ハードカバー

  This is an inspired book for me. There are always argument whether we  should develope the talent internally or bring from outside. The book suggest to caluclulate the cost of those methods.

 【Synopsis】Executives everywhere acknowledge that finding, retaining, and growing talent counts among their toughest business challenges. Yet to address this concern, many are turning to talent management practices that no longer work because the environment they were tailored to no longer exists. In today's uncertain world, managers can't forecast their business needs accurately, never mind their talent needs. An open labor market means inevitable leaks in your talent pipeline. And intensifying competition demands a maniacal focus on costs. Traditional investments in talent management wind up being hugely expensive, especially when employees you've carefully cultivated leave your firm for a rival.In "Talent on Demand", Peter Cappelli examines the talent management problem through a radical new lens. Drawing from state-of-the-art supply chain management and numerous company examples, he presents four new principles for ensuring that your organization has the skills it needs - when it needs them. Practical and provocative, "Talent on Demand" gives you the ideas and tools you'll need to match the supply of talent to your demand for it - today and tomorrow.


  Talent management is the process through which employers anticipate and meettheir needs for human capital. Getting the right people with the right skills into the rightjobs—a common definition of talent management—is the basic people managementchallenge in any organization. While talent management often focuses on managerialand executive positions, the issues involved apply to all jobs that are hard to fill.Failures in talent management may be more recognizable than the concept itself.Those failures include mismatches between supply and demand: on the one hand, having too many employees, leading to layoffs and restructurings, and on the other hand, having too little talent or not being able to find the skills that are needed. These mismatches are among the biggest challenges that employers face. Over the past generation, many employers have lurched from surpluses of talent to shortfalls and back again. Something
is wrong with this picture. Most talent management practices, especially in the United States, fall into two equally dysfunctional camps. The first and most common is to do nothing—making no attempt to anticipate your needs and developing no plans for addressing them. Recent survey data suggests that about two-thirds of all US employers are in this category. Making no attempt to anticipate and plan for needs means relying on outside hiring, a reactive approach that has begun to fail now that the costs and difficulty of finding candidates has risen. The second strategy, which is common among older companies, relies on complex bureaucratic models of forecasting and succession planning from the 1950s—legacy systems that grew up in an era when business was highly predictable. These models fail now because they are inaccurate and unresponsive as well as costly in the face of uncertainty. Talent on Demand describes a different, third way that is less risky than the do nothing approach and more responsive than the 1950s models.


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ジャスト・イン・タイムの人材戦略  Talent on Demand [人事1 組織改革]

ジャスト・イン・タイムの人材戦略 不確実な時代にどう採用し、育てるか

ジャスト・イン・タイムの人材戦略 不確実な時代にどう採用し、育てるか

  • 作者: ピーター キャペリ
  • 出版社/メーカー: 日本経済新聞出版社
  • 発売日: 2010/11/11
  • メディア: 単行本




 第1章 いま、われわれが直面している問題
I なぜ、伝統的な人材マネジメントはもはや機能しないのか
 第2章 これまで、どう発展してきたか
 第3章 ひとつの時代の終わり
II オンデマンド人材モデル--需給をマッチさせる4つの原則
 第4章 内製か調達か--予測が外れた時のリスクを最小化する
 第5章 人材需要の不確実性を最小限に抑える
 第6章 人材育成投資のリターンを高める
 第7章 内部市場を活用する--人材と仕事のマッチング
 第8章 オンデマンド人材モデルの可能性と課題





(一橋大学教授 守島基博)

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