Sunday, 2 September 2012

Jus Abqori Genius. Produk Muslim Hebat

Assalamualaikum, Salam 1Malaysia dan Salam keusahawanan. Perniagaan adalah sumber rezeki yang amat di tekankan di dalam syariat Islam. Buktinya jelas di dalam hadith sahih yang diriwayatkan oleh imam Al-Bukhary yang berbunyi "9 per 10 rezeki itu, datangnya dari perniagaan". Selain itu, terdapat lebih dari 500 hadith sahih yang memperkatakan mengenai perniagaan. Diperkuatkan lagi dengan 370 ayat Al-Quran yng bersangkutan dengan Perniagaan (Muamalat, Tijarah dan lain-lain). Peniagaan itu adalah Fardhu Kifayah yang sangat di tuntut di dalam islam. Melalui perniagaan, ekonomi umat Islam mampu untuk berkembang dan umat Islam secara langsung dapat membantu antara satu sama lain. 

Disini, suka untuk saya kongsikan satu produk Muslim yang boleh di katakan hebat. JUS ABQORI GENIUS adalah satu produk Halal Muslim yang baru di perkenalkan. Boleh di katakan Produk Usahawan Muslim ini adalah satu inovasi Produk Halal yang hebat dan mendapat sambutan yang meluas di pasaran Malaysia. 

JUS ABQORI GENIUS ini merupakan minuman khas untuk membekalkan tenaga yang di perlukan untuk badan dan InysaAllah, minuman ini mampu untuk memperkuatkan daya minda di samping dapat menyembuhkan pelbagai penyakit. Jus Abqori Genius ini diadun dengan 8 makanan Sunnah Rasullullah (SAW) yang terdiri daripada Kismis, Kurma, Buah Tin, Saffron, Madu, Habbatus Sauda, Buah Delima dan di perkuatkan lagi dengan Air Zam-Zam. Semua ini merupakan antara makanan Sunnah yang kita sedia tahu mempunyai khasiat zaman berzaman. 

Kandungan JUS ABQORI GENIUS:


KURMA DAN KISMIS
Adunan Kurma dan Kismis yang terkandung di dalam Jus ini mampu membentuk otak yang berfungsi sempurna. Di samping itu memberikan tenaga kepada mental untuk berfikir dengan berkesan dan aktif.




HABBATUS SAUDA
Habbatus Sauda diadun mengikut nisbah yang bersesuaian untuk ketahanan tubuh terhadap serangan penyakit yang bertindak sebagai imunsasi semulajadi yang begitu masyur seperti sabda Rasulullah SAW:

"Tetaplah kamu berubat dengan Habbatus Sauda kerana sesungguhnya ia mengandungi ubat segala penyakit kecuali as-sam dan as-sam itu adalah mati" - hadis riwayat Bukhary

Selain itu, Habbatus Sauda digunakan secara tradisional untuk beberapa keadaan seperti untuk menghasilkan kulit muka yang cerah, membantu merawwat batuk dan asma, kencing manis, darah tinggi, masalah tidur, sakit otot dan sendi, mengawal kolestrol dan sebagainya.



BUAH DELIMA
Diperkaya dengan Zat Sodium, Riboflavin, Thiamine, Niasin, Vitamin C, Kalsium dan Fosforus. Ia juga adalah sejenis penawar kerana mengandungi anti-oksidan yang tinggi dan baik untuk penyakit jantung, cepat tua dan barah.


MADU
Madu adalah satu makanan berkhasiat yang tidak asing lagi bagi kita semua. Ia merupakan bahan semulajadi yang dihasilkan dari lebah atau nama saintifiknya "Apis Mellifera". Lebah merupakan makhluk citptaan Allah yang di sebut di dalam Al-Quran dan ini membuktikan bahawa lebah itu mempunyai keistimewaannya tersendiri. 1001 khasiat dari madu lebah ini terbukti dari sehari ke sehari mampu merawat pelbagai jenis penyakit seperti lelah, kencing manis, luka dan sebagainya.


ZA'FARON(SAFFRON)
Diperkaya dengan vitamin B1 dan B2 (Riboflavin dan Tiamin) yang boleh membantu menyempurnakan proses penghadaman, menguatkan daya ingatan, merawat anemia, mengawal tekanan darah dan kolestrol, mengurangkan risiko serangan sakit jantung, melancarkan pengaliran darah, merawat penyakit saraf, mengurangkan keletihan, sembelit, bisa-bisa sendi, dan turut di gunakan sebagai perangsang tenaga batin dan penenang.


BUAH TIN
Sebuah kisah pada zaman Rasulullah SAW yang diriwayatkan oleh Abu dzar R.A bahawa Nabi Muhammad SAW dihadiahkan satu bekas buah tin. Lalu Rasullulah SAW mengajak para sahabat makan bersama. kemudian, Baginda SAW bersabda:

"Kalau aku perkatakan tentang buah yang di turunkan dari syurga, nescaya aku katakan ini lah dia. kerana buah-buahan dari syurga tidak berbiji. Oleh itu, makanlah buah ini, sesungguhnya ia menghentikan penyakit buasir, serta bermanfaat untuk sakit-sakit badan."

Boleh disimpulkan disini bahawa buah tin di percayai dapat mengatasi masalah beberapa penyakit antaranya:
-masalah sistem perkumuhan.
-sakit dan bengkak badan.
-batuk berpanjangan.
-melawas air kencing.



AIR ZAM-ZAM
Air zam-zam tidak asing lagi pada kita. Kita semua juga tahu yang air zam-zam ini mempunyai banyak khasiatnya.
Sabda Rasulullah SAW:
"Air zam-zam ini dapat mengikut kehendak peminumnya."

Dalam sebuah hadith lagi, Nabi SAW Bersabda:
'Air Zam-Zam adalah air yang diberkati, air tersebut adalah makanan yang mengenyangkan."




KEBAIKAN DAN KHASIAT JUS ABQORI GENIUS:
Dengan izin-Nya, InsyaAllah, khasiat dan kebaikan berikut dapat dicapai:

- Kaya dengan vitamin yang di perlukan badan.
- Meningkatkan daya kecerdasan minda.
- Melancarkan peredaran darah.
- Sumber tenaga sepanjang hari.
- Berkesan mengurangkan lelah.
- Sesuai untuk setiap peringkat umur.
*produk ini tidak boleh dilangkah untuk mengekalkan kesuciannya.

Untuk pengetahuan umum, Nas Q Resources merupakan Stokis Jus Abqori Genius bagi daerah Kuantan, Pahang. Alhamdulillah, Jus Abqori Genius mendapat sambutan hebat dari penduduk Kuantan dan kami mendapat feedback yang dari pengguna yang telah mengamalkan Jus Abqori Genius ini. 

Rasailah keajaiban Produk Muslim ini di samping kita menyokong produk Halal Muslim. Jika berminat, anda boleh menghubungi saya di talian 013-9861060 (Nasry Kassim) atau boleh menghubungi saya melalui Facebook.

Bersama kita membangun dengan Produk Muslim. Produk halal pemangkin Ummah Berjaya. 

Thursday, 16 February 2012

7C's Steps For Managing Performance Excellence

1. Clarity
2. Challenge
3. Commitment
4. Control
5. Consistency
6. Consequences
7. Continous Improvement

Clarity, Challenge and Commitment can we grouping in MINDSETING
Control and Consistency  - LEARNING
Consequences and Continous Improvement - MOTIVATING

The 7 C's in Leaderships

Leadership is the art and science of achieving desired effectiveness by making decisions, developing people, creating teamwork, serving needs, and inspiring action to realize the leader’s vision.

Character: Character is the most important Leadership C, it is the core of the leader, and is essential to the end, ways, and means of realizing the leader’s vision.
Key aspects – integrity, determination, positive attitude, humility, servant leader

Competence: Leadership involves having competence in achieving desired effectiveness.
Key aspects – progress, performance, judgment, continual improvement.

Courage: Leadership involves courage in making decisions.
Key aspects – accountability, decisiveness, initiative, selflessness.

Commitment: Leadership involves a commitment to developing people.
Key aspects – service, goals, teamwork, excellence.

Caring: Leadership involves caring towards serving needs.
Key aspects – self, faith, family, people.

Communicating: Leadership involves communicating towards inspiring action.
Key aspects – listening, transmitting, achieving, understanding, inspiring.

Community: Leadership involves regard for community when creating teamwork.
Key aspects – diversity, mentoring, assimilating, youth.

7 C’s of Customer Retention Checklist

While all customers are unique, and use different values to make purchasing decisions, there are seven common customer expectations for customer service that have basically become the MINIMUM LEVEL that today’s customers DEMAND be meet by the organizations which they buy from.
Because these are the minimum requirements, they are also the ones that must be met if you are to achieve any significant level of customer retention. These 7 C’s of Customer Retention are:

Caring Attitude – employee that are caring, friendly, helpful, cares/shows empathy, values me as a customer, apologies for company errors.

Customized Practices — flexibility in applying company policies, simple documentation, forms that are easy-to-understand and use, suspension of disputed charges, willingness to extend additional services, ability of organization at all key contact points to know and understand the customer’s relationship with us.

Competent CSOs / CCPs — Customer Service Officers / Customer Contact Personnel who communicate well, accurately, take action, meet commitments, keep customers informed of status, are fully aware of all the organization’s products, services, procedures, and policies.

Call/Visit Once — the customer’s initial contact person in your organization handles the problem, or gets it resolved. The CSO or contact person makes necessary decisions and the customer only needs to explain the problem once (even if moved to another service provider). All contacts know the customer’s account status, as well as the nature of the problem under resolution.

Convenient Access — your operating hours of stores, branches, outlets, offices and call centers are structured with the needs of customers in mind. Your access numbers are easy to get through, are answered promptly, and the length of time on hold and the number of transfers internally before the problem is resolved are kept to a minimum. Your web site is easy to understand, navigate, use and the ordering process is simple and caters for international orders (if you are willing to ship goods and products outside your home country).

Compressed Cycle Times — customers receive an immediate response to inquiries, products and services meet customers’ timing, adjustments or changes (such as address changes) are made before the next billing or statementing cycle, and your organization provides consistently quick turnaround (especially for problem solving).

Committed Follow Through — the CSO and/or customer’s contact person commits to what/when/how, follows-up to confirm action, checks on satisfaction level, and your organization takes corrective action to prevent reoccurrence of an error or problem.

These 7 C’s are the minimum requirements your customers have. And if you don’t deliver well against these criteria, then you cannot expect to have high levels of customer satisfaction, customer loyalty, or customer retention.

The 7 C's in High Performance Team

Team Performance
Our unique team-performance model "The 7 C’s of High-Performing Teams" provides a systematic way of identifying the team performance strengths and challenges. Our teambuilding process begins with a performance assessment across the competencies below. The feedback report outlines the team development agenda for the following year.
We custom-design and facilitate experiential team development sessions focused on creating high performing teams. This builds alignment, cohesion, and critical team skills. The elements of this model below become the subject of coaching conversations for the leader and the team. Usually at a 6 or 12 month interval, a follow-up assessment provides measurement and narrative feedback regarding the amount of improvement.

The 7 C's of High-Performing Teams


Process for Building “High-Performance” Teams
In our consulting approach, we utilize these steps in designing the development process:
Performance Assessment
• The 7 C’s of High-Performance Teams
• Confidential Interviews and Anonymous Feedback
• Identify Team’s Strengths and Challenges
• Use as Criteria for Customized Workshop Design/Delivery
• Creates a 12 month Leadership Agenda
Executive Report of Findings
• Results/implications of The 7 C’s Performance Assessment
• Observations/Perspective by Consultant(s)
• Alignment/Ownership by Leadership on Performance Issues
• Review Specific Steps to Create High-Performance Team
• Name the Internal Process
Offsite Workshops
• Custom-Designed / Action-Learning / Experiential
• Vision/Mission/Strategy Alignment and Team Cohesion
• Leaders Lead Dialogue Sessions and Action Planning
• Development of High-Performance (7 C’s) Skills
• Real Time Solutions to Business Challenges
• Alignment – Organizational Values and Behaviors
• Personal Coaches as Learning Partners
Ongoing Leadership Development
• Leaders Transform from “Boss” to “Coach”
• 360° Feedback Report on Transformational Coaching Competencies
• One-On-One Individual Coaching
• Mini Survey – Quantifies Perceived Behavioral Change
Organizational Implementation
• Design/Application of Actions for Back at Work
• Ongoing Relationship Development – Trust/Openness
• Action Teams – Cross-Departmental Issues
• Internal Facilitators Take the Process Forward
• Internal Change Process has Separate Identity/Name

The 7 C's of Customer Service

What is customer service excellence? It's when the customer is satisfied. It's just that simple and just that difficult. Accomplishing that goal is more effective when you can master seven areas of expertise and behavior - the seven C's.

1. Customer

Know your customers. Take off your shoes (and put yourself in theirs). Understand the perspective - their perception is reality. Know their needs and expectations, and then don't just meet them - exceed them.

2. Competition

Know who else is out there after your customer's business. Know their strengths and weaknesses. Know how you measure up against them and where you outshine them.

3. Communication

Two-thirds of all dissatisfied customers are not unhappy because of a product's quality or cost, but because of poor communication. Effective communication is everything from strong greetings and handshakes to good eye contact, from asking questions to listening actively. Never assume your customer understands. A confused customer is not a customer for long.

4. Care

Customers don't care how much you know until you show how much you care. Being friendly, courteous, going out of your way, explaining what you're doing, taking pride in your work - all these behaviors show that you care.

5. Competence

Demonstrate that you're competent. Show that you've got what it takes. Customers put their trust in people they believe can do the job. Take ownership when a problem occurs, even if it's not your fault. It's not important that you didn't cause the problem. What's important is how you'll solve it.

6. Complaints

You certainly want to strive to get it right the first time, but failing to anticipate that things go wrong is deadly. You should not only accept complaints but welcome them. It's the only way you're going to find out what you could be doing better. Make it easy for customers to complain. "If there was one thing we could do better for you, what could it be?"

7. Checks

Are you as good as you think you are? You're not the best judge. You have to constantly check up on yourself. Measure against the competition. Survey your customers. Research your industry trends. Evaluate yourself continuall

7 C's Dalam Pemantapan Kepimpinan :Innovation For Future.

1. Context
2. Competence
3. Culture
4. Communities
5. Conversations and Common Language.
6. Communications
7. Coaching


 
21st Century leadership demands more vision and visibility. It is not only a function of learned behaviors, but also how those behaviors demonstrate impact. With global communications, there will be a perceived leveling of competence. Knowledge obsolesce will accelerate. The ‘Digital Divide’ could exacerbate the gap between the haves and have nots; but the human (vs. the information or technology) agenda will place the emphasis on all people and all cultures - where it belongs! Real-time learning will become the critical success factor for prosperity in both the public and private sectors. Leaders used to focus on ‘leading’ the organization. Tomorrow’s leaders will be perceived more of local, national, regional and international statesmen (and women) who are able to effectively balance economics, education and the environment.

Redefining the Management Agenda
. Cost, quality and time are no longer the differentiators for market positioning. It is a far more complex relationship between economics, technology and behavior - sociological, psychological, managerial - that constitutes the “social capital” of an organization.
Below we identify seven domains where we might (re) consider the implications for knowledge leadership.

1. Knowledge Leadership is a matter of Context.

In the new Human Capital orientation [See Figure 1], performance meWe live in a world of kaleidoscopic change. It is not the speed of change of a variable, or the speed of change of multiple variables. It is the compounding effect of the speed of change of multiple variables creating a landscape for innovation that challenges even the most adept manager. There is a new Knowledge Value Propositiontrics are dynamic and based upon measuring the intangibles. Organizational structures are networked with self-managing knowledge workers. The processes transcend organization boundaries, linking all stakeholders (e.g., suppliers, alliance partners, distributors, customers and even competitors) into a strategic innovation system. Information technology is used for knowledge processing - monitoring the flow of knowledge (i.e., how ideas are generated and commercialized).

Figure 1: Contrast in Management Styles

Traditional/Industrial (Financial Capital)Knowledge/Innovation (Human Capital)
Performance Measures· Financial
· Static
· $$$ as assets
· Comprehensive
· Dynamic
· Relationships as assets
Structure/Culture· Competitive
· Market share
· Distrust of borders
· Collaborative
· Sets of alliances
· Value-adding
People/Leadership· Cost/expense
· Profitability
· Revenue/investment
· Sustained growth
Process· Independence
· Cause-effect
· Interdependence
· Value system
Technology· Information processing
· Data/information
· Things/warehouse
· Knowledge processing
· Tacit/explicit knowledge
· Flow/process


Most important, it is not one orientation - Financial or Human - at the expense of another. Both are necessary to ensure optimal flexibility, adaptability and agility.
Effective Knowledge Leadership is also a function of vision - and will increasingly be more so. Yet, according to Albert Hochleitner, Director General, Siemens Österrich, “Less than 2% of our time is spent on the future perspective. Some companies are even lower than 1%! Although the urgent business of everyday life is important, it is not as important as the future.” The reality is that executives know that visioning is important; but they haven’t a clue how to effectively implement given such accelerating uncertainty.
It may not be that the ‘Knowledge Leader’ is the one to create the vision - far from it. He/she must, however, create the frame within which the vision can be created by a critical mass of organization stakeholders. The leader manages the innovation infrastructure within which ideas are generated and applied. It is a function of listening, guiding thought and cross-leveraging insights. Once created, the vision can/must be articulated broadly both inside and outside the firm.
Today’s leaders must inspire passion for the work. They need to ensure that teams are stable enough to meet the high frequency burst of information and complex demands on decision-making. They must have an ability to help others maintain focus and balanced as they establish priorities. They lead by example, walk-the-talk, and understand fundamentally the ‘whole.’ They are able to convey context and meaning in ways that enable others to leverage their own talents.

2. Knowledge Leadership is a matter of Competence.

Although Peter F. Drucker does suggest that innovation is the one competence needed to manage into the future, we know there are several sub-competencies that come into play. For the last seven years, The Banff Centre for Management has been researching and developing a competency-profiling system to assist managers in measuring the impact of their investment in the residential, experiential executive programs. So far, it has been tested with 5,000 executives from 500 organizations. 70% of organization competencies are generic and 30% are specific to the organization, its industry and regional presence. Through customization, an organization can tailor and monitor its desired proficiency.
A Competency Map is an assessment tool that outlines the skills and behaviors required to successfully undertake a position or role. There are 35 identified competencies organized with the following categories: Direction Setting; Change Leadership; Critical Thinking; Organizational Development and Diversity; Personal/Organization Balance; Quality, Knowledge and Innovation. Each includes four levels of aptitude - an example of which is illustrated below [See Figure 2].
Figure 2: Sample Competency Map
UNDERPINNINGLEVEL 1LEVEL 2LEVEL 3LEVEL 4
A Sales/marketing customer service-“Pushes Product” - provides information in format they use- listens for needs
- provides solution options
- builds relationships
- proactive idea/solution generation
- builds partnerships
- focuses on customer’s customer or strategic goals
B Personal/Team Leadership- personally competent- able to get immediate team functioning competently- works effectively inter departmentally
- can successfully lead an inter-departmental team
- works effectively inter-organizationally
- often seen as an industry leader
C Adult Development- focused on “what’s in it for me:”- works well in defined parameters
- employs cause & effect thinking/analysis
- traditional approaches
-‘Systems’ thinker analyzer
- initiates new ideas, projects
- takes responsibility for own career/activities
- self-directed
- multi-systems thinker/analyzer
- systematizes external/internal input and creative processes

Through the profiles and learning contract, the process provides for a. Evaluation of a leader’s competencies against researched standards, b. Agreement between the participant, their supervisor and the instructor (i.e., the learning triad) and c. Measurement of successful changes in behavior.
It is almost impossible to be taught leadership. You have to learn it, experience it and be supported in the process. Too often, we sign-up for courses and expect to become a better leader. The truth is that the process can hardly be left to serendipity. The Banff Centre outlines a five-step learning process:
Step One - The Competency Profile: Assess the learner’s competence in several aspects related to their role. Peers and colleagues can offer observation and feedback. Some organizations, such as Royal Bank, Stentor, Canadian Occidental Petroleum, CP Rail and Alberta Agriculture Food and Rural Development have created such Maps as a basis for performance management. The more specific and discrete you can be, the more relevance you can create with a prospective learner.
Step Two - The Learning Contract: Identify what is of most importance for the learner and focus. Capable individuals can generally only work on 4-5 major attributes at a time. By bringing together the learner, supervisor and instructor, priorities can be established - identifying strengths, particular areas of focus, and strategies for testing learned competencies.
Step Three - The Learning Process: Whether pre-course, on-course or post-course, the Profile and Learning Contract provide focus. However, if the learning environment is simply academic or knowledge-transfer in design, results are sub-optimal. Learning must be hands-on. It must provide participants with opportunities to experiment with new behaviors, receive feedback, and (re) focus their learning. The learning environment must support creativity, critical inquiry, and practical application - the same criteria necessary for successful implementation of new concepts.
Step Four - Re-entry Planning: Careful consideration of the return to the workplace is essential. Individuals who have experienced intense remote learning environments cannot be expected to return to their organizations and ‘teach’ others. Re-entry is far more of a listening exercise - identifying language, motivation and talent in others ready to be nurtured.
Step Five - Measurement of Impact: Successful demonstration of desired skills and learning competencies is essential. You cannot learn about management and leadership by ‘talking’ about it. These knowledge concepts seem new at first. The good news is that they are intuitively obvious and clarify many ‘fuzzy, soft’ management concepts by illustrating how they contribute to the bottom line when put into practice.
Of course, there are new competencies emerging as we write. Research into 33 case study examples of knowledge leadership in practice identified new roles and skills for the Knowledge Age. There are now position titles as knowledge architect, knowledge engineer, knowledge editor, knowledge analyst, knowledge navigator, knowledge gatekeeper, and knowledge brokers. There is considerable debate among knowledge professionals as to the relative merit of having a Chief Knowledge officer (CKO). Regardless of your adoption of the knowledge nomenclature, it is essential that someone be designated to oversee the innovation process - how knowledge is created, exchanged and applied in your organization for future sustainability.

3. Knowledge Leadership is a matter of Culture.

Leadership training may be vested in the individual; but impactful leadership must start at the top and become an integral part of the organizational culture. Oftentimes, we see organizations investing in leadership development at he individual level while the corporation values and culture remain unchanged.
Although in a survey administered in 1997, innovation was defined as the number one advantage of a knowledge program, developing a culture of knowledge-sharing is unquestionably the greatest obstacle.
Over the long-term, culture does more to influence the impact of corporate leadership than any other factor. It determines how individuals react and perform on a daily basis. Culture includes years of history - including successes and failures, good and bad decisions, individual and collective stories. All of these create a set of values - explicit and implicit - that constitute the underpinnings of the enterprise culture. The culture is what determines how leadership is or isn’t manifested in an organization.
The two greatest obstacles to successful knowledge leadership are a lack of trust and inadequate communications - specifically regarding values, mission and critical success factors. These two elements, combined with a lack of vision, appear to be at the root of leadership duress.
Trust is a multi-faceted and elusive concept that pervades everything we do. It includes other attributes, such as accountability, integrity, honesty and ethics. Nothing erodes or destroys corporate leadership than mis-trust. Distrustful leaders may achieve mediocre improvements, but they will never effectively harness the passion for outstanding business results.
Poor communications - both human and technical - may be the greatest leadership weakness. It leads to the ineffective performance, poor morale and internal confusion. With the continuous downsizing, constructive knowledge-sharing ceased. Worse, organizations became paralyzed with a lack of responsible risk-taking - an essential criteria for innovation.
Without vision, the organization and its constituency - are at a loss for a sense of direction. Usually visions are actually only missions. They do not provide an articulation of organization uniqueness, or its aspirations. They do not articulate stretch goals that fire the imagination of employees and customers.
Creating and sustaining a culture where knowledge is valued is one of the most difficult challenges in practice. Appropriate cultures are those that engender change, innovation, openness and trust. People are recognized and rewarded for their knowledge contribution. Conditions for effective knowledge creation and sharing require more flexible, networked organizational structures, multiple teams, and a climate of intensive and purposeful networking.
Several factors help create the conditions that encourage knowledge-sharing - systems for moving people (e.g., job rotation), appropriate learning events, effective teaming and a comprehensive technology infrastructure.

4. Knowledge Leadership is a matter of Communities.

Over the years, various disciplines or schools of thought - and even functions - have begun to converge in scope of responsibility and practice. Each area has been broadening its theories and integrating core principles from the domains of others. There is a convergence of functional perspectives and a common agenda is emerging.
For instance, human resource professionals seek to develop more relevant performance measures as well as new ways to use information technology. Chief Information Officers, in order to justify investments in technology, are having to understand the organization structure, motivations of people and cross-boundary processes. Quality experts are building training infrastructures for the transfer of knowledge and best practices. R&D managers are taking on new responsibilities for business development and reducing cycle time with increased customer interaction. Finance professionals are exploring ways to expand their audit capabilities to influence the business strategy of their clients. All are relying upon emerging computer and communications technology advancements to do so.
There is a realization of - and respect for - alternative paradigms that did not exist a decade ago. Value is being created in the organization interfaces - the white space - the connections between individuals, organizations, companies I the same industries and nations within regions of the world.
This notion of Communities of Practice originated with Etienne Wenger, Institute for Research on Learning, and John Seely Brown, Vice President of Xerox PARC (Palo Alto, California). Likely an outgrowth of quality circles and networked organizations, this is a concept - when made explicit - helps harness the creativity and promote cross-fertilization of ideas necessary for prosperous innovation.
“At the simplest level, they are a small group of people who’ve worked together over a period of time…not a team, not a task force, not necessarily an authorized or identified group…perform the same tasks…or collaborate on a shared task…or work together on a product. They are peers in the execution of real work. What holds them together is a common sense of purpose and a real need to know what each other knows.”
Even the best strategic planning process often does not provide for an understanding of such natural connections. However, modern managers must take notice of these streams of activity to optimize the innovation process. This is where knowledge leadership resides - where ideas originate, are exchanged, and eventually result in marketable products and services. Observing this convergence of competencies provides insights into how the entire operation may be effectively led.
Innovation becomes the glue that bonds together diverse constituencies. Knowledge and intellectual capital become the mechanisms to build synergy. Such a redefined focus on knowledge and innovation is not the latest consulting fad. It is the essence of sustainable organizations an economies of the future. Instead of operating from the pure perspective of competition, leaders will learn to collaborate and contribute to the success of one another. We are no longer managing a zero-sum game!

5. Knowledge Leadership is a matter of Conversations and Common Language.

Of primary importance is the innovation language - a language that transcends the paradigm and biases of one particular function. Ideally, such a language would also encompass industries, sectors, and regions of the world and, therefore, be universal in scope.
There are several attempts to define the knowledge language with a glossary of terms - one such effort initiated by Skandia and Ericsson in Sweden - includes an on-line capability to add to the existing 400 terms. Of course, whatever terms or language is adopted must apply to the heritage, purpose, mission and strategy of the enterprise. Such language must pervade all operations and planning efforts.
Once connections are made among internal and external constituencies - with an explicit understanding of potential spheres of influence - attention should be given to purposeful conversations. Mastering the art of structured conversation and dialogue has been the focus of many academic consultants (e.g., Peter Senge, Fernando Flores, and Dan Kim).
Furthermore, there are many successful CEOs beginning to manage according to the quality and level of conversations. One case in point is Ray Stata, Chairman of Analog Devices (Norwood, Massachusetts). In his quest for improvement, Stata began a quest for a common language and shared vision. In the process, he discovered that learning and improvement are really two sides of the same coin. Through a weeklong course for his senior executive team, he realized the value of conversations - the flow of meaning, if you will - among and between his senior management. The common bond was the quest for highly effective learning.
Stata’s style is to encourage his employees to become a community of inquirer’s, not advocates. With such a mindset, managers are encouraged to understand and leverage the diversity of knowledge, skills, experiences of one another. His organization is described as a ‘network of conversations’ - a theme he elaborates both internally and externally.
6. Knowledge Leadership is a matter of Communications.
Given the dramatic increases in the functionality of computer and communications technology - including the explosion of the world-wide web and e-commerce - companies must develop a strategy of how best to leverage the technology. There must take full advantage of both internal and external mechanisms (e.g., groupware, multi-media and cyberspace) to optimize results. Further, communications is not always technical. Keeping the organization and stakeholders apprised of priorities, changes in direction, success stories, and more is not only difficult, it is essential.
“As they say, “You do not get a second chance to make a first impression.” These days, with companies being managed by chaos theory and the degree of complexity, simple but not simplistic communications should be the order of the day. A communication strategy must be fully integrated with any plans to leverage human capital - more specifically knowledge - of all stakeholders in the innovation process.
External messages must be consistent with internal culture, values and vision. How companies are perceived in the marketplace - branding, ethics, direction, success stories, etc. - must be conveyed skillfully and on a regular basis. More and more companies around the world are using the platform of knowledge-type advertizing campaigns:
“Knowledge is powerful medicine.” - Eli Lilly (Fortune, July 1995)
“Understanding comes with Time.”- Time Magazine (Fortune, July 1995)
“Prepare to have that idea shattered.” - Hewlett-Packard (Fortune July 1995)
“A brilliant deduction.” - Gifts in Kind
America (Fortune, June 1995)
“Knowledge of the world on-line.” - Oracle (CNN ad, November 28, 1995)
“Old tradition, new thinking.” - Harvard Funds (Fortune, June 1995)
“Your dog is smart” - Purina Dog Chow (CNN ad, February 26, 1996)
“Travel provides the power of knowledge.” - American Express (CNN ad, Feb.1996)

In the Knowledge Economy, taglines have taken on a deeper significance. Not only are they designed for marketing products and services, they serve as a concise vehicle to present a timely image to external stakeholders and a motivational tool for employees. Consider all the Federal Express communicated with “The World on Time.” It was as close to a stretch vision toward which all could relate. It was simple, memorable, substantive and visceral. Sometimes, we forget how important might be the right words in the right context.
Communication strategy may be as much of a learning process as a dissemination tool - perhaps even more so. We need to envision the innovation activity as a value-system, not a value-chain of events. For example, we may have more to gain from tapping into customer knowledge (i.e., what customers know) that approaching them as the end of a delivery chain. Communications may be more a function of operating a distributed learning network of expertise. It can be the score of an intelligence service as well as a business development function. Leadership is a function of listening - and acting upon insights - not merely a receptacle doe stakeholder contact.

7. Knowledge Leadership is a matter of Coaching.

Coaching is a guided relationship process established between two parties. Both are responsible. The process is forward looking, change-oriented and developmental. It is a tool to enable client success, productivity, revenue growth and stakeholder value. Coaching is more about ‘being’ than ‘doing.’ Effective coaches engage in a process that involves trust, support and shared values.
The coach’s main role deals with expanding the ability to see contexts, rather than supplying content. The coaching process affirms the person, seeks to clarify choices, and acts as a catalyst for achieving both individual and organizational purposes. The coaching task connects the inner person (e.g., confidence, values, purpose) with the external manifestation of leadership (e.g., articulating vision, reaching targets, and achieving goals).
Coaching is the opposite of judging and the need for control. This is why its essence is congruent with the fundamental precepts of the Knowledge Economy. The coaching relationship enables people to work out issues and find answers through their own effective discovery process.
Effective leaders know they have not the answers. However, they do generally have a healthy curiosity, sense of direction, standards of excellence and a track record of success. They genuinely value others and have a need to ‘know what the others know.’ They are constantly learning, not afraid to experiment with new ideas nor afraid to make mistakes. They know that facilitating a process is almost always preferable to claiming answers and dictating action. Knowledge leaders will coach as well as be coached. They will navigate through uncharted territory with full confidence in the value of mutual talent.
With the shift to on-the-job learning, it is important to have others - not necessarily managers - guide them through their own innovation process. British Petroleum discovered that personal coaching was an important success factor when they introduced their video-conferencing for virtual learning.

Leadership in Measurement
Although many of these principles may have been around for decades, few organizations have implemented them in a major way. Fewer have discovered a systematic way to measure the results. Measurement in the management development field is uncomfortable and time-consuming. Now, with the significant research being done with the Brookings Institute and a variety of accounting/finance academic research centers and professional societies, we are beginning to comprehend the power behind the intangible value of the enterprise.
Today, we measure what we can measure, rather than ask the difficult questions. Courageous leaders such a Leif Edvinsson, notably the first Chief Knowledge Officer in the World and now a professor of Knowledge Economics at the University of Lund (Copenhagen, Denmark) said, “I’d rather be roughly right than precisely wrong!”
The good news is that considerable progress has been made. There is a major research project affiliated with the Brookings Institute providing guidance. Accounting Boards and professional organizations world-wide have placed the intangibles agenda as a priority. Best Practice Guidelines - even in this emerging field - are surfacing:
Draw up your own categories of intellectual capital and knowledge assets.
Estimate (‘guesstimate’) for each their overall value. And future revenue-generating potential.
Develop some form of balanced scorecard reporting.
Explore, as an experiment, some of the newer methodologies, such as the Economic Value-added of M’Pherson.
Create a matrix linking the assets you have identified with business impact.
Initiate pilot measurement and investment appraisal systems.
Develop the value proposition.
Don’t despair if you cannot ‘prove’ bottom-line business benefit. Take the leap of faith, as are others.
Measurement is the area in this new knowledge field that shows largest gap between management expectations and actual achievement of results. It may be the least understood and the most critical for future success. However, traditional accounting mechanisms developed over hundreds of years do not provide much light on measuring intangibles. They are very effective in counting the past, showing where a company has been. They are not very effective in pointing the direction for future results and impact - precisely what is required by investing executives.
A Knowledge Leadership Litmus Test
In the Knowledge Innovation® Assessment, one of the ten dimensions of innovation strategy is leadership. Check your own capability:
Can you define a map of your sphere of influence within your industry, across sectors and around the world?
Do you have an effective strategy to disseminate your knowledge and competencies to the marketplace?
Name the multiple methods of positioning your own intellectual leadership (e.g., articles, books, videos, professional visibility, and participation on committees/commissions)?
How are the learnings from your participation fed back into the organization and used to develop new business strategies?
Is there an internal mechanism to capture, codify and feed forward expertise in ways that might enhance the business performance of the organization as-a-whole?
Does your organization perceive external leadership activities as integral to the business> How are they leveraged?
Are there any formal mechanisms to legitimize, encourage and reward people who impart knowl4edge and expertise to others?
Use this sample diagnostic as a way to explore with others in your organization how effectively you are developing and leveraging your own leadership talent. Remember that leadership - in all of its facets - is a learning process. True leaders are learners first.

Conclusion/Summary

We are at the dawn of a new millennium. The leadership required to carry us forward may not resemble what was necessary in the past. Oh yes, we will always admire those who are now considered of innovation genius; but this is hindsight. What may be required for future leadership includes a novel skill-set.
Leaders will understand the nature of complex context - how to make sense of it and how to convey it (with magnetic vision) to others.
Leaders will know that competencies are based in experience and are more dynamic than static attributes.
Leaders will know the relationship between the motivation (Psychology) of an individual and the culture (Sociology) of an organization. They will value heritage (Anthropology) and know that more than 2% of manager time need be dedicated to visioning - the lifeblood of a future generation business.
Leaders will understand the value of the collective - the teams and communities within whom work gets done and visions are realized.
Leaders will know how to evolve a common language and that there is more power in the dialogue than what gets documented in a particular planning process.
Leaders will value the communications process - both technical and human - but not as much for what gets conveyed as what might be learned.
Leaders will coach and be coached by people of similar values and vision. Trust will be placed in those able to care more about leveraging the competencies of one another.
Millennium leadership will not avoid the issues of measurement. They will embrace innovative mechanisms, tools and methodologies to navigate into the future. We will not avoid the issue of results on investment in building leadership capability. We will discover the human and humane methods to document progress. Our generations to come deserve nothing less.
[This article was originally published in the 2001 Handbook of Business Strategy, Faulkner & Grey.]

Wednesday, 4 January 2012

TIPS BERFIKIRAN KREATIF

Untuk menjadi usahawan yang berjaya, menjadi kreatif dan sering menjana idea adalah satu advantage.
Bagi diri saya sendiri, saya sering rasakan saya seorang yang kreatif dan banyak idea. So, sini ada beberapa tip yang saya ingin kongsikan bagaimana saya menjana idea…
  • Bergembira & berseronok- idea hebat sering datang bila kita sedang seronok atau bergembira. Contoh, kalau saya tengok ketika workshop , sesi brainstorming idea, kumpulan yang banyak idea hebat, pastinya datang dari kumpulan yang banyak gelak/bising/ketawa… they are having fun! Idea mudah datang bila kita have fun!
  • Fikir macam budak- Budak-budak banyak idea. Lihat sahaja anak-anak kita (atau anak-anak orang kalau belum ada anak ). Sebabnya, budak-budak tak meletakkan had atau limit pada sesuatu penyelesaian. Kita yang dah dewasa selalu meletakkan “limit” pada sebarang penyelesaian. Sebab itu, kita menjadi tidak kreatif. jadi, fikir seperti budak 6 tahun! (mungkin budak juga sering gembira… sebab itu dapat banyak idea?)
  • Ketahui bahawa ada BANYAK penyelesaian kepada apa sahaja masalah. Bukan hanya SATU! Bila kita fikir hanya ada sATU penyelesaian, kita akan berusaha cari SATU CARA tersebut. Bila fikir SATU, tiada idea yang datang kerana kita akan fikir untuk mendapatkan SATU YANG PERFECT/SEMPURNA. Bila berfikir, fikir BANYAK penyelesaian. Bila memikirkan terdapat BANYAK penyelesaian, kita akan rasa bebas berfikir macam-macam dan tidak hadkan idea kita.
So, di atas adalah 3 tip saya selalu gunakan untuk menjana idea dan menjadi kreatif Sebagai tambahan, maksud “kreatif” adalah “menambah nilai” atau “improve”. Kalau kita fikir begini, lagi mudah untuk jadi kreatif walaupun kita bukan orang yang kreatif!

APA AZAM TAHUN 2012 ANDA????? HEBAT? ADA TIPS?

Sekiranya kita telah berusaha, tetapi matlamat kita tak tercapai juga, hanya 2 perkara penyebabnya- sama ada matlamat kita terlalu besar, atau jangka masa kita berikan terlalu singkat. Oleh itu, kecilkan sedikit matlamat atau panjangkan sedikit jangkamasa untuk pulihkan masalah ini tahun hadapan!
Ada berbagai2 kategori matlamat iaitu keluarga, peribadi, fizikal, kesihatan, mental, intelek, pendidikan, pembangunan diri, karier, kewangan, material dan spiritual. Anda perlu ada matlamat untuk setiap kategori. silapnya, ramai orang hanya mempunyai matlamat dlm 1 kategori sahaja- iaitu kewangan! Tahun 2012, pastikan anda punyai matlamat dlm setiap kategori di atas
SEMUA orang mempunyai perasaan ‘takut’ kepada kegagalan. mereka yang berjaya juga punyai perasaan ‘takut gagal’- saya pun ada . apa yang membezakan adalah, mereka yang berjaya walaupun punyai perasaan ‘takut gagal’, tetapi tetap lakukan juga
Fikir kan waktu2 yang pernah kita “in the zone”, mungkin satu ketika dulu kita berjaya dalam sesuatu, atau capai sesuatu yang membanggakan, atau capai salah satu matlamat besar kita. gunakan waktu tersebut sebagai satu trigger/picu untuk capai kejayaan yang baru akan datang. always letakkan fikiran kita “in the zone”!
Hendak seribu daya, tak hendak seribu dalih. nak berdaya, memang susah. tetapi, untuk berDALIH, memang MUDAH. orang yang berjaya akan melakukan perkara-perkara yang susah. orang yang tak berjaya akan pilih yang mudah. so, kita pilih yang susah ok?

KURSUS KEUSAHAWANAN UNTUK PELAJAR MENENGAH

Assalammualikum Ybhg Dato, Tuan, Puan,

NAS Q Resources merupakan firma perniagaan yang bergiat dalam program latihan dan pembudayaan keusahawanan khusus kepada generasi muda dan para belia di Peringkat sekolah rendah, menengah dan IPT. Generasi muda perlu diserapkan budaya BERDIKARI kerana peluang berkerja makan gaji senipis kulit bawang...Kita mahu generasi muda hebat bukan sahaja dalam kepimpinan tetapi di bahu mereka keteguhan ekonomi keluarga, negara dan ummah kita sandarkan. Untuk merealisasikan matlamat ini, bukan sekadar kecemerlangan akademi yang menjanjikan segalanya tetapi kesedaran dan cara berfikir keusahawanan yang lebih dinamik amat perlu agar kecemerlangan akademiknya berupaya untuk mereka mewujudkan pelbagai peluang ekonomi/ perniagaan seterusnya menjadi BOS yang mampu mencipta peluang kerja dan pembangunan negara hasil kesedaran, minat dan cara berfikir yang dipupuk dari masa sekarang. Dalam usaha mengasuh minda dan menanam minat para generasi muda ke arah keusahawanan dan menjadikan mereka memilih halatuju keusahawanan sebagai kerjaya pilihan atau cara berfikir yang lebih kreatif , inovatif dan berdaya saing maka NAS Q Resources menawarkan kepada pihak Kementerian, Institut / kolej Pengajian Tinggi dan Sekolah-sekolah bagi menganjurkan kursus Keusahawanan Kerjaya Pilihan. Kursus ini telah ditambahbaik dari beberapa siri latihan program usahawanan muda yang telah dianjurkan semenjak 15 tahun yang lalu dan InsyaAllah mampu memberi impak kepada para peserta yang mengikutinya. Pengisian Kursus 3 hari 2 malam atau 2 Hari (pakej 2) merangkumi Penilaian Kompetensi Diri, Analisa Diri, Simulasi-simulasi dan Gerak Kerja Keusahawanan, Pengertian Keusahawanan, Apa, Mengapa dan Bagaimana menjadi usahawan berwibawa, Kepentingan Kewangan dan Perakaunan, Pengurusan Perniagaan, Aspek Komunikasi berkesan, aspek Pemasaran dan Motivasi Etika Keusahawanan Muslim. Pihak NAS Q sedia berunding dengan pihak tuan dan sila emailkan kepada nasqresources@gmail.com atau nasry65@yahoo.com atau hubungi penyelaras kami, Encik Nasry bin Kassim H/p: 013-9861060.