Heraclitus in Business
to me, myriads, if they are excellent. Heraclitus
The most famous management gurus unanimously accept that after the crisis many things will have changed for business. Changes will continue in the future at a faster and more intense pace. However, Richard Sennett, one of the most imaginative thinkers-sociologists of our times, points out that this situation requires at all levels a different culture – in the sense that it is necessary to explore what values ??and practices can work when the labor and organizational environment in which we live.
In this context, men and women of our time face serious challenges, such as discovery of new skills, abandoning the past and moving away from – content, now – obsessions. Until these challenges are met, however, companies are forced to experience chaos and serious upheavals.
This points to a guru like Gary Hammel and Philip Kotler, stressing that it is difficult to trace the leaders of the 21st century – a moment in which developments and upsets run faster than they can capture and occupy senior and senior executives business. Thus, in the current era of turbulence, there are reactions that, instead of protecting the enterprise, instead expose it to the more permanent dangers surrounding it. Even worse, many companies are doing nothing because they are affected by the well-known bora is going to pass.
In other words, says Philip Kotler, most companies operate on the assumption that there is a system that automatically restores balance. Economists have built price theory in their minds in balance. If there is a surplus supply, then the producers will lower their prices. Sales will increase and surplus will be absorbed.
Conversely, if there is a deficit, the producers will increase their prices to a level that will improve demand and supply – and then a balance will prevail. This simplistic reasoning is made by many executives and being caught by panic as long as the bora seems to be not passable.
According to F. Kotler, in the business sphere, the turmoil – especially the intense turmoil – with its consequences, which is chaos, risk and uncertainty, is today the usual situation that characterizes the economic sectors, markets and companies. Shaking is the new normal state, characterized by periodic and intermittent bouts of prosperity and bending, including prolonged bends that amount to recession or even financial crisis.
Shaking has two major consequences
One is with what makes companies more vulnerable and against it they need a defensive wall. The second is the opportunity, which must be exploited. Bad times are bad for many and good for some. The opportunity is presented when a strong company can get the job of a competitor, or even buy a weak market player at bargain price. The opportunity arises when a company does not cut critical cost elements – with all its competitors doing so.
The fact that a particular company can live in turbulent conditions and, if they are long enough, in a recession, is highlighted in Andy Grorou’s famous book “Only the Paranoid Survive,” published by Currency Doubleday, 1999). In the capacity of former Intel Corporation CEO, Groove was forced to face any threat to Intel’s prominent position in the semiconductor industry. It would just need a clever competitor to appear on the market with a superior quality and lower price semiconductor to drive Intel out of its throne.
Gruev needed to live with uncertainty. Intel had to build an early-warning system that would reveal the signs of the upcoming problem. He had to create alternative scenarios for dealing with possible situations. He also had to predict some reaction-to-action scenarios in case they were actually happening in practice. Groove needed to set up a system that would provide risk and would respond to uncertainty.
F. Kotler calls such a system “a reaction to a chaotic situation” and stresses that it will now define business activity. In his view, all companies need to live with the risk – which is measurable – and the uncertainty – which is not measurable. They need to set up an early warning system, a scenario building system, and a rapid response system for managing and engaging in the market in times of recession and, under other circumstances, turbulence.
However, the finding is that most companies operate without having a reaction system in a chaotic situation. Their defenses are scattered and inadequate. So there is a problem and it is serious.
Many businesses, says Mr. Hammel, rested during their upsurge in their good results and did not include in their strategic scenarios of economic uncertainty. Nor did they exploit the wealth of information that is being circulated in an instantaneous way – a fact that leads a company’s management to make decisions every hour of the day or night.
As Peter Dracer wrote in one of his latest articles, in the new and world-most economic environment, the incredible speed of information accelerated everything in the business world. Success is no longer measured in days or months, but in minutes or seconds. All the productive industries, from manufacturing to cinema, have been forced to adapt to this world in rapid motion. As Paramount producer Luda Obst, recently, “we once had a weekend to make our money out of a movie like Stealth or Doom. Now we have only one night, that’s all. ”
Heraclitus Business Advisor
For decades, information was power. But today, with the unprecedented availability of direct information to any owner of a laptop, the real power consists in processing, interpreting and shaping a huge amount of information into action. Thus, multi-faceted communication is an important factor in the life of the business and contributes decisively to the creativity of its people. Poor communication, however, coupled with inadequate analysis of information, leads to safe and serious mistakes that can be fatal. According to McKinsey, some of the common mistakes made by business leaders in times of turmoil and transformation that cause turbulence are as follows:
a) Undue resource allocation that undermines the central strategy and culture of the business.
b) Cut-back spending cuts instead of focused and measured actions.
c) Fast “embalming” solutions to preserve cash flows that expose key business-related interest groups.
d) Reduce marketing, branding and new product development costs
e) Removal from customers, with reduction in sales-related costs.
(f) Cut costs for education and development.
g) Devaluation of suppliers and distributors.
As McKinsey advisors say, all of the above points want study and analysis because, from the decisions taken, a company can find itself very quickly behind its competitors – if not out of the game. That is why in the new environment the changes impose new approaches to the human factor. An enterprise must become a talent magnet and create a corporate environment that favors its growth. The problem, however, is that there are fewer businesses that the talented executives would like to work – especially in Greece, which is also experiencing a large spill of gray matter.
to me, myriads, if they are excellent. Heraclitus
The one for me is worth myriad if it’s excellent
This is a big problem for the Greek business, both now experiencing severe crisis conditions, and tomorrow, which will need to be integrated into the new, globally globalized, economic environment.
Heraclitus is timeless and timely
The ancient Greek philosopher can offer solutions to the current crisis faced by many businesses, as long as their leaders can devote time to their study rather than to their simple and superficial reading. Many argue that the crisis that already affects many businesses at the global level for some is a deadly threat for another unique opportunity. This is a fact. But under what conditions can a crisis evolve into an opportunity? The answer can be found in Heraclitus.
Are you looking for inspiration? Are you interested in re-invigorating your creativity? If so, study and consult Heraclitus, the most challenging, warlike and fascinating ancient Greek philosopher. His ideas about life, nature and the universe were known throughout the ancient world. Even today, 2,500 years later, they keep the freshness, timeliness and power to spur our minds. He eliminated him, the greatest Greek philosopher of all time and his work – the few references we have about his life, from the 130 extracts of his strange work which we found sown from here and there in references to the books of other ancient writers .
“I have been advising Iraklitos for many years and it is rare that I have been disappointed. Indeed, if we think creatively means to look at familiar things from a different perspective, looking under the surface in search of unknown sequences and discovering relationships between unrelated phenomena, then I believe that Heraclitus is the first creative teacher in the world.
His ideas not only inspire us to think that way but also provide us with the strategies to understand our problems from a new, different perspective. For these reasons, Heraclitus is the guide I turn to when I need a new perspective, “writes Roger Van Oek, founder and president of Creative Thinking, in California.
Heraclitus believed that the universe is an extremely dynamic space. He also believed that this is something that most people never realize, because they live in a state of diminished consciousness. They are trapped in limited ways of thinking and ignore the solutions in front of their eyes. Heraclitus put it as follows:
“For many such people accept this,
nor do yoga mothers, nor do they sleep. ”
The current acute crisis is, above all, the passage to another era. It is ultimately the crisis that will help to redistribute wealth on a global level and redeem the deck. His message: wake up and watch what’s happening inside and around you and then act on it. Hoping to spur our mind, Heraclitus formed his ideas in enigmatic epigrams. The choices such as “Harmanic the good of the world” and “Changing rest” have the same rejuvenating effect on our thinking as the cold water on our face.
“If it is not surprising, do not find it”
“Everything in and out of One All”
“O king, thou didst not, neither did the gods, nor men, but he is not, and he is, and thou art a fire”
“Xynon gar beginning and ending on a circle of circumference”
“You are bored or rather water”
Heraclitus’ attempts to awaken the spirit and the imagination were successful. Over the centuries, they have called him “Dark” and “Ridiculous”. Indeed, the use of transport and paradox makes him more like a poet or religious prophet than a philosopher. So, when you consult Heraclitus, you enter into a highly surreal world.
His visions are full of garbage donkeys, vengeful Erinians and doctors who cause pain. However, through this graphic framework, the philosophy of the creative spirit emerges. Exploring it, we can stimulate and enrich our creativity. And this is vital for both individuals and businesses, particularly in times of rapid change and great change. Changes that affect the image, the reputation of the business, the perception that one has for the world.
According to ancient sources, Iraklitos flourished, around forty years, around 500 BC. This means that it was almost contemporary of the Chinese thinkers Lao Chu and Confucius and Indian Siddarta Gautama of one of the Buddhas) and a little younger of the Persian prophet Zoroaster. Heraclitus lived in troubled times. During his lifetime, ancient empires collapsed suddenly, while new ones emerged and prevailed. The most remarkable was the rapid conquest and enslavement of the Babylonian, Egyptian, Alpine and Lydian empires by the Persians in the 6th century BC.
This turn of luck was impressed by Heraclitus, who wrote: “A war of all is the father, and all the king, and the gods showed them men, but the slaves made them free.”
The minimal elements that are saved for his life have arrived as us in the form of historical anecdotes. Heraclitus lived in the rich Greek city of Ephesus, on the coast of Asia Minor. He belonged to the royal family of Ephesus and in succession to the post of reign, but he transferred his title to his brother. It is said that he despised his fellow men.
All of this, however, does not matter today. It has to be deepened in his thoughts to help him reconsider his approaches. Today it is different from yesterday, but at the same time it does not change at all and there are entrepreneurs, executives and political and social actors who do not want to accept this simple truth.
However, this is now vital. Whether we like it or not, the waters of a river flowing constantly change, and yet always remain waters. They roll forward and are constantly replenished. Heraclitus says the universe works the same way: new things are coming, others are dying and everything is transformed. A look at what is happening around us is enough to confirm that this is true.
New laws are passed and others are no longer in force. New social and political movements become resonant, and others are weakened and lost. There are new ways of behavior and expression, while others end up in the waste bin. We are thus forced to constantly review our affairs and make sure that our strategies are appropriate to the problems and opportunities presented to us.
For example, it is said that the King of Prussia Frederick the Great (1712-1786) lost the battle of Jena, which took place in 1806, twenty years after his death. This means that the Prussian army retained its previous successful organization twenty years later instead of adapting itself to changes in martial art. If his generals had questioned King Frederick’s holy war axes, they might have gone better in the conflict with Napoleon.
Another example of this phenomenon, and related to the river we mentioned above, is the Lutsu Syndrome, which took its name from the experiments made to examine the adaptive behavior of the lute. Loutos, an elongated fine fish with sharp teeth, is a wild predator whose main prey is the smallest fish.
The experiment was carried out in the following manner: a glass-filled pot, filled with water and small fish, was placed in a large aquarium containing a lozenge. As expected, the lutz attacked the fishes. But every time he tried it, he hit his nose and his head. After several attempts, Lutz ceased to attack and ignored the fishes.
And here we come to the point of interest: the experimenters emptied the contents of the pot into the aquarium and so the fishes swam freely, even in front of the louse. Only now the pike did not attack them.
He had connected the fishes with the pain and could not adapt to the new reality of an easily accessible, “painless” meal. Like the Frederick generals and the Russian immigrants in Los Angeles, Lutz was unable to understand that what he had learned had no more meaning since the conditions had changed.
Once a rule, form or behavior is established, it is difficult to eliminate even when the original reason for their existence no longer exists. Indeed, creative thinking has nothing to do with the production of new ideas, but also with the elimination of old and outdated and tumbling.
So when we look at an existing rule, a program, or a policy, it is good to always wonder “how did this rule arise?” And then “do the reasons for its existence continue to apply?” If the answer is negative, then we place the rule in the margin until we probably need it again.
Which affairs should you review?
What is obsolete and has to be rejected? What creative initiative can improve or enhance the reputation of your business? What renewal can you bring to the mind of customers, suppliers, pricing, products, partners? What new strategic alliances will you make and what will you end up with? What habits will you stop and with whom will you replace them? So leave aside the established habits. It is the curb and the curse of our existence.
They are beneficial in small installments, because they allow us to do some things automated, but they are dangerous when they paralyze our cognitive perception, restrict our consciousness and place restrictions on our potential and evolution. So, think if your original purpose is still desirable and what opportunities would be opened if you abandoned it, what if you changed business, customers, products, partner, co-workers, home, city, country etc.
The economic crisis is, above all, the passage to another era. It is ultimately the crisis that will help to redistribute world wealth and redeem the deck – both economic and, of course, geopolitics – whether you are losers or winners depends on how excellent you are. Excellent is the unpredictable and what makes it unpredictable is the absence of habits.
@ Io Anagnostou / high risk investor