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	<title>Strategy and leadership praxis</title>
	<link>http://prakhsis.com/blog</link>
	<description>the art of integration</description>
	<lastBuildDate>Wed, 08 Sep 2010 20:02:17 +0000</lastBuildDate>
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	<item>
		<title>the stupidity quotient</title>
		<description><![CDATA[To present to me an attempt of guessing what I want as value, is absurd. Yet google instant may become successful because in the B2M (business to mass) domain the stupidity quotient is high.
The stupidity quotient must always be considered, because it&#8217;s always present. In some industries (b2m) it&#8217;s so high you can safely base [...]]]></description>
		<link>http://prakhsis.com/blog/?p=292</link>
			</item>
	<item>
		<title>The future of consulting</title>
		<description><![CDATA[The future of any consulting field according to the visionary thought leaders involved in them will unfold according to the following rough pattern:
- we&#8217;ll become more and more strategic
- we&#8217;ll become less and less specialized
- eventually we&#8217;ll advise boards and CEOs directly
This of course applies to consulting fields that attract a lot of visionaries: marketing, [...]]]></description>
		<link>http://prakhsis.com/blog/?p=287</link>
			</item>
	<item>
		<title>wine nations vs beer nations: management issues</title>
		<description><![CDATA[I have had the chance to witness a number of companies from Western Europe in different industries trying to build management teams in various countries within the CEE region.
The most typical scenario is that a local GM runs the country reporting to HQ in Western Europe.  Sometimes this works, sometimes it doesn&#8217;t; obviously.
It becomes interesting [...]]]></description>
		<link>http://prakhsis.com/blog/?p=268</link>
			</item>
	<item>
		<title>The need to be there</title>
		<description><![CDATA[Some of us are looking for a challenge.
I have never been sure what this exactly means; chances are that it is just a figure of speech, meaning that I need to find another job, gig, investment opportunity, whatever.
Some of us just need to be there; the rest is details.
Examples:
VCs: the ones looking for a deal [...]]]></description>
		<link>http://prakhsis.com/blog/?p=261</link>
			</item>
	<item>
		<title>Style</title>
		<description><![CDATA[Style is a critical element of identity, be it organizational or personal: the purpose manifests itself through style.
Since there is no perfect harmony between purpose and style, organizations are always in a state of identity crisis, to some degree.
Organizations without a clear purpose that goes beyond functions (like making profit) obviously act completely undifferentiated.  But [...]]]></description>
		<link>http://prakhsis.com/blog/?p=247</link>
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		<title>The tragi-comedy of customer service</title>
		<description><![CDATA[Millions of stories have been written about bad customers service. It would be too easy to write another one, too easy to analyze the details, to pinpoint how they make all the mistakes that are logically possible to make and -with a twisted, reverse-creativity that defies &#8220;logic&#8221;-  even more.
Recently I filled out a SURVEY! after [...]]]></description>
		<link>http://prakhsis.com/blog/?p=239</link>
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		<title>Take a number!</title>
		<description><![CDATA[By the time we need to get a number we are in line already. There is still a chance of turning back but the CONDITIONS are such, that most of us tend to just take a number; the events leading us to this point are results of us already being a number: taking one is [...]]]></description>
		<link>http://prakhsis.com/blog/?p=232</link>
			</item>
	<item>
		<title>The identity problem in leadership</title>
		<description><![CDATA[When leadership is present it can not and may not measured because it precedes quantitative factors.
In a hierarchical context this means that leadership, being higher than  quantitative factors, serves as a foundation for these, and of course the higher can never be measured by the lower.
If we look at environments that are set up purely [...]]]></description>
		<link>http://prakhsis.com/blog/?p=212</link>
			</item>
	<item>
		<title>On sustainability</title>
		<description><![CDATA[I thought I&#8217;d just quote a sentence from Rutilio Sermonti&#8217;s work L&#8217;uomo, l&#8217;ambiente e sé stesso (Man, his environment and himself):
&#8220;&#8230;I would say that just as agriculture deteriorated when it adopted industrial mentality, the industry may become compatible with a sustainable society if it adopts the mentality of agriculture.&#8221;
]]></description>
		<link>http://prakhsis.com/blog/?p=201</link>
			</item>
	<item>
		<title>9.99</title>
		<description><![CDATA[Recently I saw a b2b company pricing their services like supermarkets price their products.
Would I be more prone to paying $19,999 for marketing services than $20,000? No; I guess I&#8217;d think that these people are either joking or insulting me.
I think it&#8217;s always insulting when people want to play a well known trick on us. [...]]]></description>
		<link>http://prakhsis.com/blog/?p=193</link>
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