Category: Corporate culture

Lucy Kellaway

Last week, Westminster MPs were told to engage in wife swapping. The committee looking into their inflated expenses ruled that they could no longer employ their spouses, but said it would be fine if they employed each other’s wives instead.

While I can’t see how the taxpayer will gain from these wife swaps, it is nevertheless a great improvement on the current arrangement. To allow husbands and wives to co-work as well as co-habit has always struck me as a bad idea financially, socially, practically and emotionally. It is not only MPs who should be banned from doing it – everyone else should be, too.

But despite this, the workplace is stuffed with married couples who work side-by-side. I used to be half of one myself. There are high-profile examples in every type of occupation. In politics, there is Hillary Clinton and Bill; in philanthropy, there is Bill Gates and his wife Melinda. And in the specialised field of management gurudom, there is Jack Welch and Suzy – who share a bed as well as a syndicated advice column.

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Luke Johnson

F Scott Fitzgerald said: “There are no second acts in American lives.” An awful lot of entrepreneurs, investors and executives must hope he was talking nonsense.

The past 18 months have seen many reputations ravaged, plenty of high-profile sackings and a lot of business failures. I am afraid that in this digital world, such blemishes are recorded for all time.

Not many of us will emerge entirely unscathed from the battering of this downturn – a great deal of mistakes of different sorts have been exposed. So we should all maintain an optimistic belief that the world is more forgiving than is commonly supposed.

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Stefan Stern

Is strategy dead? Chief strategy officers will deny it. Some strategy consultants may reject the idea, too. But, right now, markets are unpredictable. The economic outlook is uncertain. The world has changed. If old-style strategy formulation is not exactly dead, then it is hardly in the best of health.

For months, many leadership teams have had only one strategic goal in mind: survival. Grander visions have been filed away or forgotten. This hedgehog-style approach – roll up into a ball and wait until things are less scary – may keep a company alive temporarily, but does little to prepare it for the future.

Analysis by Boston Consulting Group suggests that corporate hibernation only works if recessions are short, if the outside world goes back to the way it was before, and if all your competitors are equally inactive, tucked up for the economic winter. In 2009, not one of these conditions applies.

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Stefan Stern

David Rubenstein, co-founder of Carlyle Group, the private equity firm, said last week that his industry ought to consider adopting a new name to describe what it does more accurately. How about “change capital”, he suggested. I am not sure that this is a good idea. If Mr Rubenstein thinks the word change will be less provocative than private equity, then he is likely to be disappointed.

Change is everywhere in business, and people tend not to be very happy about it. But it is not just nostalgia, or laziness, that causes the negative reaction. Change is rarely managed well.

What do managers get wrong about change? There is quite a long list. They underestimate how long it will take to get people to accept change. They fail to recognise how difficult it is to spread the message that change may be necessary or unavoidable. They do not understand what change feels like beyond the boardroom or the top management table. And, having finally got the organisation to accept the need for change, they forget to explain that the new direction or mission may change again, and possibly quite soon.

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Lucy Kellaway

The other night, I asked my youngest child what he thought about his new secondary school. He considered the matter and then said: “It’s not very chilled.”

Stefan Stern

Like the rain, recessions fall on the just and the unjust, and on people of all ages. But not every age group will face the same problems or react to them in a similar way.

Some pundits are predicting that, in the coming age of austerity, the workplace will be the setting for intergenerational conflict. Tensions over unequal pension arrangements or varying attitudes to work may cause trouble.

Others argue that now is the time to invest in youth. My colleague Luke Johnson last week recommended hiring “as many bright young things as you can afford”, in the hope that “their dynamism will counteract the inevitable conservatism of an existing institution”.

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Ravi Mattu

Luke Johnson

An issue that has troubled me for some time is the clash of generations under way at the top of so many organisations. It is not just the usual strife between ambitious youngsters and older incumbents waging a rearguard action to maintain their grip on power. Rather, this conflict reminds me of the battles between young and old in the 1960s over the Vietnam war, and the gulf of misunderstanding between them.

Stefan Stern

Do we need to think again about globalisation in the wake of the financial crisis? Almost certainly yes. One of the few good things about the crisis is that it should have made fresh thinking possible.

Ravi Mattu

Today sees the publication of CK Prahalad’s update of  The Fortune at the Bottom of the Pyramid, his book originally published in 2004 that argued that businesses could eradicate poverty and earn profits at the same time.

Stefan Stern will be writing his column on some of Prof Prahalad’s key ideas next week. Until then, you might want to check out the ‘bonus section’ on the website above.



About the authors

Stefan Stern writes a column on Tuesdays on management. He is winner of the 2010 Towers Watson award for excellence in HR journalism, and has previously won awards from the Work Foundation and the Management Consultancies Association.

Ravi Mattu is the editor of Business Life, the FT's management features section, and a former editor of the Mastering Management series. He joined the FT in 2000 from Prospect magazine

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Elsewhere on FT.com: Lucy Kellaway

Lucy Kellaway writes a column on Mondays on work , poking fun at management fads and jargon and celebrating the ups and downs of office life. She is also the FT's Agony Aunt.

Elsewhere on FT.com: Luke Johnson

Luke Johnson writes an FT column on Wednesdays on entrepreneurship. He runs Risk Capital Partners, a private equity firm, and is chairman of the Royal Society of Arts.

Elsewhere on FT.com: Dear Lucy

Lucy Kellaway, FT columnist and associate editor, offers her solution to your workplace problems in a column in the Financial Times. In the online edition of her Dear Lucy 'agony aunt' column, readers are invited to have a say too.

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