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2012年4月2日月曜日

Reinventing the CFO



The CFO as Freedom fighter

  • Devolution
    • Risk Approach based on Value : Manage by Exception
    • Simplify Accounting Process. Be skeptical of IT and Outsourcing
  • Rough Budgeting
    • 18 months budgeting
    • do not dig into the detail
The CFO => Financial Change Leader
The CFO as Analyst and Adviser
  • Recruit ing the right people: look for people with communications skills
  • Be a skeptic, not a cynic: ensure you understand the business
1. The CFO as Architect of Adaptive Management
  • See performance accountability in terms of relative improvement compared with prior years
  • Sence-and-Respond; rather than Predict-and-Control / PDSA Cycle
  • Making Simple Rolling Forecasts <1. only a few months ahead / 2.12 -18 months> 
  • Focus performance evaluation on teams rather than individuals


2. The CFO as Warrior Against Waste
  • 20 to 40 percent of costs related to no-value activities
  • Budgets protect wastes
  • Lean thinking based on System


3. The CFO as Master of Measurement
  • Use only a few key measures (less than 6 or 7)
  • Open up the information system
  • Use a range of measures to inform a discussion about management performance


4. The CFO as Regulator of Risk
  • Respond to the spirit rather than just the letter of the law

2012年3月26日月曜日

IGPI流 経営分析のリアル・ノウハウ

IGPI流 経営分析のリアル・ノウハウ
富山和彦 & IGPI  
PHPビジネス文庫


  1. 経営分析の心得 F/S 3表から小説を描く。インパクトの大きい部分をシンプルに、付加価値に注目する。平均や数値にこだわらず、実際の行動をイメージする。
  2. 勝ちパターン
    • コスト面(共有コスト、固有コスト)
      • 規模の経済(規模型事業) 鉄鋼、素材
      • 範囲の経済 カネボウ化粧品
      • 密度の経済 生コン、電炉、立地、セブンイレブン
        • 家電量販店 - ロードサイドと都市での違い。業態特性と経済メカニズム
      • (経験曲線)
    • バリュー面
      • ネットワーク外部性 携帯
      • スイッチングコスト 携帯
      • (標準化戦略)
    • Industrial Value Chain
      • 水平分業 or 垂直統合、川上 or 川下、産業全体
          • (エレクトロニクス成功 1.擦り合わせインテグラル 2.世界中の顧客 3. ニッチな市場で支配的なシェア)
      • 機会事業、障壁事業
    • (3C, 5 Force, SWOT, PEST - Analysis from the aspect of Economic Mechanism)
  3. 経営分析
    • Activity Based P/L, B/Sフェルミ推定で数字先行にしない。
    • 相場観を養う
    • 管理会計の視点 商品ごとのコスト、会社ごとのスパン

2012年3月13日火曜日

Lean Startup



Lean Startup
"Create Value at minimal cost"


Define

  •   Start up - Organization, new product or service, under extremely uncertainty
  •   Lean Management screens waste and value / part with "just-do-it" style or "the right place at the right time"
  •   Validated Learning - Value hypothesis / Growth Hypothesis
  •      Experiment of behavior to check hypotheses => vision


Learn

  •    <speed up the feedback loop> -(idea) - Build - (product) - Measure - (data) - Learn -
  •    Learn  Elevator pitch - (X needs O because A)antecede and analogy with the fact - based on assumption relevant to "leap-of-faith" questions
  •    Analog vs Antilog (Sony Walkman vs Napster / iPod)
  •    Genchi, Genbutsu - Deming
  •    Minimum Viable Product (MVP) - Test what is value for customers
    • Video MVP, Concierge MVP, Wizard of Oz (human) testing MVP
  • Innovation Accounting
    • Vanity Metrics (based on only growth hypothesis or superficial page views, just do Agile Development) 
    • vs. Actionable Metric (3A) implement Kanban(until learn is done, do not develop) and split testing
      • Actionable (correlation, cause and effect)
      • Accessible (simple, cohort-based reports, widespread access to the reports / embed a system in a product)
      • Audible (Difficulty of responsibility <= meet a customer / primary date
Accelerate
  •   Adaptive Organization ……5 Whys / allocate Black Belts to each teams
  •   Innovative Organization
    • Scarce but Secure Resources
    • Independent Development Authority
    • A personal Stake in the Outcome / 主査
         

2012年3月3日土曜日

Screenwriting


<Make a list, and analyze!>


High-concept <premise-description + hook>

3 Act  8 Sequences (each 15min)

1. Act 1 (30min/100p) 2 sequences

  • opening image
  • meet the hero/ine
  • Here/ine's (inner and) outer desire
  • Hero/ine's arc
  • Inciting incident/Call to Adventure
  • Meet the antagonist(and/or introduce a mystery, which is what you do when you're going to keep your antagonist hidden to reveal at the end) (villain often has the same purpose  but via a different way)State the theme/what's the story about
  • Allies
  • Mentor (possibly. May not have one or may be revealed later in the story)
  • Love interest
  • Plant/Reveal
  • Hope/Fear
  • Time clock (possibly. May not have one or may be revealed later in the story)
  • Sequence One climax
  • Central Question
  • Act One climax

Climax

2-A. Act 2 (total:60min /200p) 4 sequences
Part ONE (30 min /100P)

  • Crossing the Threshold/ Into the Special World (may occur in Act One/ Matrix<a red pill>)
  • Threshold Guardian/ Guardian at the Gate (possibly)
  • Here/ine's Plan
  • Antagonist's plan
  • Training Sequence
  • Series of Tests
  • Picking up new Allies
  • Assembling the Team
  • Attacks by the Antagonist (whether or not the Hero/ine recognizes these as coming from the antagonist)
  • In a detective story, Questioning Witnesses, Lining Up and Eliminating Suspects, Following Clues

The Midpoint

  • Completely changes the game
  • Locks the hero/ine into a situation or action
  • Can be a huge revelation
  • Can be a huge defeat
  • Can be a "now it's personal" loss
  • Can be sex at 60 - the lovers finally get together, only to open up a whole new world of problems

Part TWO(30min/ 100P)

  • Recalibrating - after the shock or defeat of the game-changer in the midpoint, the hero/ine must Revamp The Plan and try a New Mode of Attack
  • Escalating Actions/ Obsessive Drive
  • Hard Choices and Crossing The Line(immoral actions by the main character to get what s/he wants)
  • Loss of Key Allies (possibly because of the hero/ine's obsessive actions, possibly through death or injury by the antagonist)
  • A Ticking Clock (can happen anywhere in the story)
  • Reversals and Revelations/Twists
  • The Long Dark Night of the Soul and/or Visit to Death (also known as: All Is Lost)

The Second Act Climax

  • Often can be a final revelation before the end game: the knowledge of who the opponent really is 
  • Answers the Central Question


Act 3 (20min/ 60p) 2 sequences
       The third act is basically the Final Battle and Resolution. It can often be one continuous sequence - the chase and confrontation, or confrontation and chase. There may be a final preparation for battle, or it might be done on the fly. Either here or in the last part of the second act the hero will make a new, FINAL PLAN, based on the new information and revelations of the second act
       The essence of a third act is the final showdown between protagonist and antagonist. It is often divided into two sequences:
       1: Getting there (Storming the Castle)
       2: The final battle itself

  • Thematic Location - often a visual and literal representation of the Hero/ine's Greatest Nightmare
  • The protagonist's character change
  • The antagonist's character change
  • Possibly ally/allies' character changes and/or gaining of desire
  • Possibly a huge final reversal or reveal(twist), or even a whole series of payoffs that you've been saving
  • RESOLUTION: A glimpse in the New Way of Life that the hero/ine will be living after this whole ordeal and all s/he's learned from it.
  • Closing Image

Hero/ine 's change of Motive (to inner ones)
Antagonist's change (turns out to be an ally of hero/ine)
Make it Universal motive


<Tech>

  1. Visionally Story telling (Study from movies < an Establishing shot & a Master shot >Setpiece scenes)
  2. Creating suspense (insects-esque scene, naked, water, when you are not prepared for attacking, "who is doing this?" question-hanging approach)
  3. Plants and Payoffs (a picture in Back To the Future , a rose in Beauty and Beast/ often inserted later)
  4. Big twist (big secret, misleading narrator, antagonist turns out to be an ally)
  5. Character Introductions (irresistible character introduction)
  6. Fairy Tale Structure  (kind to readers/ three fairy tale theory. Three-task structure, Three-sibling structure, Three-magical ally structure)
  7. Meta Structure (energia / "story designing principle"// "sometimes there is just a perfect way to tell a story"). 
  8. Top things I know about Editing (Cut,cut,cut; Read your book aloud. All of it. Cover to cover; Find a great critique group; Do several passes; Whatever your genre is, do a dedicated pass focusing on that crucial genre element; Know your Three-Act structure; Do a dedicated desire line pass; Do a dedicated Emotional pass; Do a dedicated sensory pass; Go back through your story grid and check for all the story elements we've discussed in this book )