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Ethnic enterprise

'An excellent account of a dreamer who achieves through determination that is not based on mere academic achievement which every parent always thinks of.A good example of a dream that comes through in 40 yrs of implementing an ambition.'

Long journey to the top

'A very interesting and educative article with good detail for any level of management.'

Readers from Kenya

An Ethical Rebalance
This article is one of those that are a must for any business to really succeed. It reminds me of a book hat I am currently reading. It is called Moral Intelligence by Doug Lennick and Fred Kiel. It is about how to enhance business performance and leadership success through application of moral principles to our values, goals, and actions. They define moral intelligence as the ability to differentiate right from wrong as defined by universal principles. They list four principles that are vital for sustained personal and organizational success as integrity, responsibility, compassion, and forgiveness. I believe if local business leaders could learn such lessons on ethics and morality, not only our businesses but also our country will grow tremendously.
William Genya, Tanzania

Customer intimacy

I found the article on Customer Intimacy interesting and the questionnaire for the reader to assess their own company a useful tool. I think it’s always important to remember that staff are the ‘internal customers’ of any company. More than that, the staff who actually talk to external customers should be able to synthesise their knowledge of external customers with their internal knowledge of the company. It is the frontline staff, those who actually talk to external customers, who can most accurately tell their management what can be improved in the company.
The problem with a number of British companies is that they still see ‘managers’ as more important than ‘frontline staff’. Too often, managers do not listen to frontline staff. Too often, a company puts investment into a manager’s idea instead of a frontline member of staff’s idea. Too often, company’s find that the managers at the top of their company are the people with the biggest egos in their company.
Thank you, Management Express, for articles like Customer Intimacy. They are refreshing and inspiring. They are a concrete step towards creating companies that are both successful and good places to work.

Adam Dalton, UK

Let’s get spiritual in the workplace!
I thought I was going to get a bit upset after reading the title of this article, after all you are a management-zine and not a religious site! However I needn’t have worried. It was about organisations where staff value and have respect for each other among other things of a ‘making work meaningful’ nature.
There are some tips in the article such as the ‘huddles’ mentioned as a way that ASDA (the second biggest retailer in the UK) communicate within teams in the workplace. We have something similar in our workplace where every Friday morning at 9.00am everyone in the department gets together, sometimes there is a formal presentation, more often than not there is a quick five minute update from the most senior person around followed by a question and answer session. Sometimes we don’t even have this. The reason why most people come is the tea/coffee and breakfast pastries and the chance to chat to colleagues who they don’t work with. Personally I look forward to it, it legitimises communication across the department and creates a nice working atmosphere. The breakfast is important as it kind of indirectly creates a time limit on the huddle – and gives a reason to go. The breakfast doesn’t cost the company very much but it certainly makes me feel valued!

It would have been nice to have other ideas in the article explained in a ‘how to’ kind of way so that we could try them out in our own places. Perhaps some of your readers have tried other things?
Theresa Wegbe, Accra, Ghana

Brainstorming: it's all in your head
I was pleased to see the article on Brainstorming in the November issue of MEX Online. I’ve often attended so called brainstorming sessions where only the so called ‘doable’ solutions were noted. There was no attempt to do any analysis with the resulting data. So it’s nice to see how it could be done to add value to the business and value everyone’s ideas however outrageous! I like the idea of having a more conducive environment to brainstorm in – I’ve always hated meeting rooms with lots of tables getting in the way type of place, wouldn’t it be nice to have a ‘living room’ type environment with sofas and comfortable chairs where you could be more relaxed! I’ve forwarded the article to a few of my friends and colleagues and my manager. I don’t know whether we’ll get the ‘creative’ space but it’s my new year's wish for 2007!
Femi, Nigeria

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