Saturday, 25 September 2010


Uninor is a joint venture between Telenor, of Norway, and Unitech in India.
All 60 Uninor offices in India are “open offices”. There are no private cabins and there is complete flexibility. A trainee can sit next to senior professionals and even besides the MD. The few small rooms are for meetings and conference calls.

The 2,500-employee strong Uninor says team play and levels of collaboration are much higher amongst employees than in other organisations. It also claims the highest employee productivity and the lowest attrition rate in the industry.

“It is as simple as removing layers and barriers. We have demolished the walls and the rooms within rooms. Problems get solved faster. New ideas come up freely. Basically, when you need to talk, you don’t need to knock,” says Thulin.

So think about how you structure your team and you office  in more ways than one.

Monday, 20 September 2010

The Elevator Pitch

The 'elevator pitch' is so-called because it is designed to be brief, upfront and high impact so that if you make the pitch in an elevator, the listener(s) will stop the elevator to hear more rather than getting out at their selected floor.
What it really is of course is a discipline that you should apply to presentations to make them more productive.  You have to think hard about what you really want to say and about your audience (and what they want to hear).
So very quickly you need to say something about you, your offering and why this is of benefit to the audience. If you can do this in under a minute, you might hook your audience for a longer timeslot.  If you can't, why should the audience listen?

Saturday, 4 September 2010

Non work costs

I used to be a work study engineer ... studying work to see where improvements can be made. A useful discipline with many successes.

However I became aware that more often than not, what was wrong with an organisation - or a process - was not the work ... but the 'non-work' .. the waiting, the delays, the waste.

So when you look at your own organisation, look for this 'non work' ... and fill the time with work by re-arranging the processes. The work will then take care of itself.