Expert insights. Personalized for you.
Loyalty is a hard-earned commodity. There are several times when stakeholder loyalty is tested to the limit. For employees, a late or missed payroll is the ultimate test of corporate loyalty, divorced even from an employee’s ability to make do without a paycheck. MORE
Most of us are driven by the competitive spirit, the desire or need to win. It reinforces self-worth, provides closure at the end of a good effort, and energizes us during the effort to achieve. Being driven to achieve results. MORE
Close. At many board meetings, I can be counted upon to ask, “Where’s the bottleneck this month?” Senior management is usually prepared with an answer, and a good discussion of resource availability and application follows. Sometimes, the bottleneck is not so visible to the CEO. MORE
On January First, 2020, California will enact the toughest data protection laws ever, far outpacing Europe’s General Data Protection Act (GDPR.) Called the California Consumer Privacy Ace (CCPA), few of us are even aware of this and need to know. MORE
So, we’ve previously discussed why it is important for you to build consensus in an organization in most every major decision. MORE
I expect that you have a story about how insurance saved you lots of money in your past. As usual, I have a story to make your hair stand on end. But first: here’s a fact. MORE
Here comes some advice for all of us to use in business or in our personal lives. But to understand it, we need to delve into the short-and long-term sources and uses of cash. Good cash strategies to remember. MORE
Close. I’ve been sued as a board member too many times over the past twenty-five years of board service. Five times. Does that shock you? It does me. Entrepreneurs blaming their board for failures of a fragile, early stage company. MORE
It’s more common than you think. Some of the world’s best companies to work for are those that encourage employees to spend time following their own paths of curiosity toward development of new products or services. MORE
What a powerful set of three questions. These are so succinct, so well defined, so precise that everyone in sales and everyone involved in marketing must be able to answer these three questions without pause, and convincingly. MORE
Expect a board member to give a meeting a month, emails and phone calls between. Urgent issues require more of all. Board members are usually busy people, often running other companies or serving on multiple boards. MORE
And d oing both well usually wins the day. This is one of those arguable insights, where both sides win. Dell is a great example of emphasis upon fast, creating a customized computer in 48 hours or less, bringing in assemblies and components just-in-time to make the assembly line. MORE
Close. Ever get bad advice? We all have in our past. Ever take that advice without question because the person giving it was an investor, a superior in rank, the chairperson of your board? I’ll bet you have at least one story of bad advice taken and being bitten as a result. MORE
Close. How many of us throw away marketing dollars because our paid efforts reach an audience that is much larger than the target or niche audience we need to reach? MORE
Like to make professional videos for a small cost? Postings to on-line sites? Dave takes you through the process, shows the results, and gives you the costs. There’s lots more information you will find as you experiment and may need when selecting and learning the tools Dave lists. MORE
This week, we continue our series on marketing and positioning. There can be nothing more important in your business planning that selecting the proper pricing niche, making your story clear using that niche, and the defending your position against the competition. MORE
we_are_wat we_are_watching_you. Close. If you have been in management or an entrepreneur long enough, you will have experienced the gray area of decision-making where ethics, the law, your needs and expediency all collide. MORE
Sometimes it is the first thought you or your managers have when in need of skilled talent, especially for sales or product development. It is not hard to find and observe the best employees of a good competitor at work, skillfully moving the competitor forward in a visible way. MORE
Close. How much risk you and your company are willing and able to tolerate over time? Most people believe that early stage companies should take risks aggressively because there is less to lose and much more to gain with each risky bet or decision. MORE
So, you are close to selling your company, and counting the profits a bit early. Well, that’s human nature. Here’s a thought for you to recall later when and if the event happens. Remember those who got you there. MORE
Here comes a controversial subject. How often do you take the time to rate your direct reports? Is it worth the time and effort when measured from the perspective of the company and of the employee? In terms of time, this can be expensive and disruptive to you and your direct reports. MORE
Close. Stop me if you’ve heard this story before. “My My job as a (newspaper publisher telephone installer, stockbroker, travel agent, retail store manager) is safe as this economy continues to grow.” Thought so. We are in a decade of creative destruction that will affect most everybody. MORE
Ever think about growing your business with the plan to sell it someday, cashing in on your hard-earned work over the years? Or if you’re an employee with stock options, are you aware of the increases in value you can make with your efforts? MORE
This is one of my favorite insights, since I lived this one in a positive exit from my computer business. Types of business buyers expanded. Most people will tell you that there are two kinds of eventual buyers for your business: financial and strategic. MORE
Give one percent equity to each outside board member vesting over four years of service. Many early stage CEOs and board members have asked for some guidance regarding pay and time commitments for board members. Here is my best advice, based upon many boards and many years. MORE
Ever had a manager who hung those motivational posters around the office, spoke of “pushing together,” or “you’re empowered to give great service” – and then acted at least once in complete disregard of those statements? You don’t want to be caught even once. MORE
It’s a good bet that you’ve been exposed to articles, courses and lectures about various styles of management, and how each is appropriate for some companies and for some levels of organization and at various times. When should the dictator in you emerge? MORE
Remember the Peter Principle? Funny how good messages come back in new forms after years of languishing out in the ether. Dr. Laurence J. MORE
Ever wonder why one of your employees, shareholders, managers, suppliers, or board members sometimes behaves in a way you might consider irrational? Putting yourself in their shoes. If you want to best describe the motivation behind the action, think “What’s in it for me”? MORE
Often, we joke together as managers of companies or of people that our goal is “world domination” or “to crush the competition.” But no matter how stated, the primary goal of an enterprise is to make money. The three measures of progress. How do you measure progress toward such an undefined goal? MORE
Here’s one for the ages. How many times have you projected income and profits only to fall short, and make excuses to those depending upon you to perform? We know the answer of course. Lots of people do or will depend upon your leadership in driving growth, stability, and profitability. MORE
The recruitment traps. It has happened to all of us who have been leaders in business long enough. One of your employees is approached by an employee of a customer or of a supplier, stating that “It sure would be great to work in your company.” MORE
The warning is real. You’ve heard the old one – that a banker always seems willing to offer a loan when you don’t need it. For small businesses, there is such truth in that statement that you can trust the story to be based as fact from experience. Exceptions and good reasons to work on them. MORE
The massive shift in revenue models in recent years. Have you noticed how many web apps and content have turned into subscription services during the last several years? Call it the Netflix effect. MORE
Close. There is more money lost in businesses today from inefficient processes than any other single area. Yet this is not a place where most managers feel comfortable deconstructing and rebuilding. MORE
Let’s get personal. Do you think you’re much better than a marginal leader? Well, here are a few tests for you to help come to an answer. And a few tips for you if you fall a bit short. Why do people follow their leader? Dictators are not great leaders in the long run. MORE
Berkonomics
SEPTEMBER 13, 2018
This is one of my favorite insights, since I lived this one in a positive exit from my computer business. Types of business buyers expanded. Most people will tell you that there are two kinds of eventual buyers for your business: financial and strategic.
Berkonomics
NOVEMBER 1, 2018
So, you are close to selling your company, and counting the profits a bit early. Well, that’s human nature. Here’s a thought for you to recall later when and if the event happens. Remember those who got you there.
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Berkonomics
JANUARY 25, 2020
Like to make professional videos for a small cost? Postings to on-line sites? Dave takes you through the process, shows the results, and gives you the costs. There’s lots more information you will find as you experiment and may need when selecting and learning the tools Dave lists.
Berkonomics
JANUARY 23, 2020
It’s more common than you think. Some of the world’s best companies to work for are those that encourage employees to spend time following their own paths of curiosity toward development of new products or services.
Berkonomics
JANUARY 16, 2020
Sometimes it is the first thought you or your managers have when in need of skilled talent, especially for sales or product development. It is not hard to find and observe the best employees of a good competitor at work, skillfully moving the competitor forward in a visible way.
Berkonomics
JANUARY 9, 2020
The recruitment traps. It has happened to all of us who have been leaders in business long enough. One of your employees is approached by an employee of a customer or of a supplier, stating that “It sure would be great to work in your company.”
Berkonomics
OCTOBER 18, 2018
Loyalty is a hard-earned commodity. There are several times when stakeholder loyalty is tested to the limit. For employees, a late or missed payroll is the ultimate test of corporate loyalty, divorced even from an employee’s ability to make do without a paycheck.
Berkonomics
DECEMBER 26, 2019
It’s a good bet that you’ve been exposed to articles, courses and lectures about various styles of management, and how each is appropriate for some companies and for some levels of organization and at various times. When should the dictator in you emerge?
Berkonomics
DECEMBER 19, 2019
Ever had a manager who hung those motivational posters around the office, spoke of “pushing together,” or “you’re empowered to give great service” – and then acted at least once in complete disregard of those statements? You don’t want to be caught even once.
Berkonomics
DECEMBER 12, 2019
The warning is real. You’ve heard the old one – that a banker always seems willing to offer a loan when you don’t need it. For small businesses, there is such truth in that statement that you can trust the story to be based as fact from experience. Exceptions and good reasons to work on them.
Berkonomics
DECEMBER 5, 2019
Here comes some advice for all of us to use in business or in our personal lives. But to understand it, we need to delve into the short-and long-term sources and uses of cash. Good cash strategies to remember.
Berkonomics
NOVEMBER 27, 2019
The massive shift in revenue models in recent years. Have you noticed how many web apps and content have turned into subscription services during the last several years? Call it the Netflix effect.
Berkonomics
SEPTEMBER 26, 2019
On January First, 2020, California will enact the toughest data protection laws ever, far outpacing Europe’s General Data Protection Act (GDPR.) Called the California Consumer Privacy Ace (CCPA), few of us are even aware of this and need to know.
Berkonomics
NOVEMBER 21, 2019
Often, we joke together as managers of companies or of people that our goal is “world domination” or “to crush the competition.” But no matter how stated, the primary goal of an enterprise is to make money. The three measures of progress. How do you measure progress toward such an undefined goal?
Berkonomics
NOVEMBER 14, 2019
Remember the Peter Principle? Funny how good messages come back in new forms after years of languishing out in the ether. Dr. Laurence J.
Berkonomics
NOVEMBER 7, 2019
Here comes a controversial subject. How often do you take the time to rate your direct reports? Is it worth the time and effort when measured from the perspective of the company and of the employee? In terms of time, this can be expensive and disruptive to you and your direct reports.
Berkonomics
APRIL 5, 2018
I expect that you have a story about how insurance saved you lots of money in your past. As usual, I have a story to make your hair stand on end. But first: here’s a fact.
Berkonomics
OCTOBER 24, 2019
Most of us are driven by the competitive spirit, the desire or need to win. It reinforces self-worth, provides closure at the end of a good effort, and energizes us during the effort to achieve. Being driven to achieve results.
Berkonomics
OCTOBER 17, 2019
Ever wonder why one of your employees, shareholders, managers, suppliers, or board members sometimes behaves in a way you might consider irrational? Putting yourself in their shoes. If you want to best describe the motivation behind the action, think “What’s in it for me”?
Berkonomics
MARCH 8, 2018
Give one percent equity to each outside board member vesting over four years of service. Many early stage CEOs and board members have asked for some guidance regarding pay and time commitments for board members. Here is my best advice, based upon many boards and many years.
Berkonomics
AUGUST 2, 2018
This week, we continue our series on marketing and positioning. There can be nothing more important in your business planning that selecting the proper pricing niche, making your story clear using that niche, and the defending your position against the competition.
Berkonomics
OCTOBER 10, 2019
Let’s get personal. Do you think you’re much better than a marginal leader? Well, here are a few tests for you to help come to an answer. And a few tips for you if you fall a bit short. Why do people follow their leader? Dictators are not great leaders in the long run.
Berkonomics
JULY 26, 2018
What a powerful set of three questions. These are so succinct, so well defined, so precise that everyone in sales and everyone involved in marketing must be able to answer these three questions without pause, and convincingly.
Berkonomics
JULY 19, 2018
And d oing both well usually wins the day. This is one of those arguable insights, where both sides win. Dell is a great example of emphasis upon fast, creating a customized computer in 48 hours or less, bringing in assemblies and components just-in-time to make the assembly line.
Berkonomics
JULY 12, 2018
Close. At many board meetings, I can be counted upon to ask, “Where’s the bottleneck this month?” Senior management is usually prepared with an answer, and a good discussion of resource availability and application follows. Sometimes, the bottleneck is not so visible to the CEO.
Berkonomics
JUNE 22, 2017
Close. Stop me if you’ve heard this story before. “My My job as a (newspaper publisher telephone installer, stockbroker, travel agent, retail store manager) is safe as this economy continues to grow.” Thought so. We are in a decade of creative destruction that will affect most everybody.
Berkonomics
OCTOBER 3, 2019
Here’s one for the ages. How many times have you projected income and profits only to fall short, and make excuses to those depending upon you to perform? We know the answer of course. Lots of people do or will depend upon your leadership in driving growth, stability, and profitability.
Berkonomics
JULY 5, 2018
Ever think about growing your business with the plan to sell it someday, cashing in on your hard-earned work over the years? Or if you’re an employee with stock options, are you aware of the increases in value you can make with your efforts?
Berkonomics
JUNE 28, 2018
Close. There is more money lost in businesses today from inefficient processes than any other single area. Yet this is not a place where most managers feel comfortable deconstructing and rebuilding.
Berkonomics
MARCH 29, 2018
Close. Ever get bad advice? We all have in our past. Ever take that advice without question because the person giving it was an investor, a superior in rank, the chairperson of your board? I’ll bet you have at least one story of bad advice taken and being bitten as a result.
Berkonomics
JUNE 21, 2018
Close. How much risk you and your company are willing and able to tolerate over time? Most people believe that early stage companies should take risks aggressively because there is less to lose and much more to gain with each risky bet or decision.
Berkonomics
NOVEMBER 9, 2017
Close. How many of us throw away marketing dollars because our paid efforts reach an audience that is much larger than the target or niche audience we need to reach?
Berkonomics
MARCH 17, 2018
Close. I’ve been sued as a board member too many times over the past twenty-five years of board service. Five times. Does that shock you? It does me. Entrepreneurs blaming their board for failures of a fragile, early stage company.
Berkonomics
MARCH 15, 2018
Expect a board member to give a meeting a month, emails and phone calls between. Urgent issues require more of all. Board members are usually busy people, often running other companies or serving on multiple boards.
Berkonomics
JUNE 14, 2018
we_are_wat we_are_watching_you. Close. If you have been in management or an entrepreneur long enough, you will have experienced the gray area of decision-making where ethics, the law, your needs and expediency all collide.
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