Latest News Archives: 2017/08

Carlos Dias’ Video-blog Introduction

If you don’t master the practical components of greatness and don’t know how to do the right things right the first time, then you don’t even get to play the game in this new complex and turbulent world.  You have forfeited the ability to shape your own future, which means you are allowing your competitors to shape it for you.  Instead, to control your own destiny, you and your business need to adjust your paradigms, the invisible sets of rules that do two things: defines your boundaries and tells you how to behave inside the boundaries to succeed in this extraordinary complex, and challenging world. This is the goal of this weekly video blog: to show you the practical (concerned with action rather than with theory and ideas alone) skills to adjust your paradigms and thus achieve greatness.

We are confident that you will find each of these proven practices and strategies easy to apply to your business to reach greatness. Don’t forget to email your questions, thoughts, and comments to carlosd@carlosdias.com.  Carlos is committed to responding to each of you as soon as he is able. Thanks!

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Video-Blog #4, Managing Through Systems Thinking in Turbulent Times, What They Don’t Teach You in Business School Series, Part III

Video Blog #4

Managing Through Systems Thinking in Turbulent Times

What They Don’t Teach You in Business School Series, Part III

56-minutes duration

Conventional approaches to business planning and strategy will leave many businesses stranded at a competitive disadvantage. Anticipating the future and shaping it ahead of competitors is the new competitive advantage. Two years ago, A.T. Kearney, a respected global management consulting company, asked executives about strategy formulation failures. Most complained that it is an insufficiently inspired, unrealistic, impractical, and detached process due to: lack of understanding of future trends (88%), little understanding of internal capabilities (87%), too much top-down approach (84%), and not enough creative thinking (84%). Are you ready to thrive in a fast-moving world? We hope so!

In this final Part III session, Carlos introduces powerful, proven, and new concepts used by leading companies today through his Strategic Wealth Creator Systemwhich is unique and unlike anything available in the global market today.

So, listen up. In this video blog, you’ll get to eavesdrop as Carlos shows to his mentee John, a Chief Executive Officer, how to use the Strategic Wealth Creator System to create sustainable and profitable growth for your business.

Click here to get the transcription

Debiasing in Action

Debiasing In Action

Most everyone has heard the common definition of Insanity: Insanity is doing something over and over and expecting different results.

Despite this adage being widely recognized as truth, I often see businesses well stuck in the rut of doing things as they have always been done. 

These businesses struggle to create the change necessary to achieve prosperous growth in this modern and fast paced world, due to overlooked and heavily ingrained biases in their organizational structure, their processes, their budgeting and planning decisions, and their hiring practices. 

Often, management and the board are not even aware such deeply ingrained biases even exist. 

In 2017, an interesting article published by McKinsey & Associates (and linked below) highlighted the business case for debiasing in organizational decision making, a key foundational element and focus for my corporate clients committed to upgrading their strategies so they will thrive in our new age of business.

What is Debiasing?

Debiasing describes the use of significant insights from the fields of psychology and behavioral economics to help organizations take as much bias out of risk decisions as possible

The most interesting feature of bias is this: although we recognize bias exists, we often believe we can make rational business decisions without allowing our own biases to impact the decision-making process.  Yet biases often impact us subconsciously, even as we believe we are completely rational. 

Even where debiasing is a primary focus of discussion and training in a business, some processes are so innate to the industry or company, re-engineering or improvements on those processes are never even considered. 

Take budgetary practices, for example.  Even in these turbulent, non-linear times, I see businesses starting their budgeting process with current year results and an assumption that 5% of year over year growth will be approved by the Board.  Then, they ask their sales executives to create a sales budget supporting a 5% increase and ask the other executives to create their budgets supporting a reduction in costs to overcome any margin pressures they may face from suppliers or customers. 

 This budgeting process is the first step in the future year planning process, long before any consideration of accurate thinking and questioning around the market or strategies to attract more customers or keep customers happy.  That is if the perspective of the customer relationship is even considered at all. 

While some more forward thinking organizations do take the first budget and update it based on strategies for growth and investment...their decisions are based first on a bias for maximizing or maintaining short term shareholder value...instead of long term, sustained profitable growth. 

And because budgeting has always been done this way, no one questions the tactic...A deadly mindset in non-linear, turbulent times.

Learning How to Avoid Bias in Decision Making is Urgently Important

McKinsey & Associates interviewed nearly 800 board persons and chairman and found respondents ranked “reducing decision bias” as the number one focus for improving performance. The reason is simple.  Bias can cost companies a lot of money.

In today’s turbulent business environment, bias toward the old way of doing things...whether in hiring (for example, a bias toward hiring only those with college degrees) or using business models created for linear business environments or focusing on cutting costs to maximize profits or focusing on shareholder value instead of customer value...can actually sink a company’s profits and ultimately destroy their business.

When companies seek to take sharp, strategic action against bias, the results of these actions can be quite substantial.   In fact, biases do not only impact decision making...they impact the way we process information and construct strategies as well.  Biases are vast in their origin and impact, and show up in our conscious and unconscious minds.  Thus, awareness alone cannot overcome all bias in our judgments.

A Systematic Approach to DeBiasing in Organizations

As we’ve seen, debiasing in decision making, strategic action, and day to day processes within an organization is necessary in creating impactful change in the sustained profitability in a corporation in these nonlinear times. 

Organizations can take advantage of training to help identify debiasing and to teach their employees how to address conscious and unconscious bias.  However, many innate biases require more than training in order to be dislodged. 

Organizations must take debiasing beyond training and create new methods of identifying issues within their organization, creating alternative options for resolving such issues, and a systematic, unbiased approach to decision making.

As stated in the McKinsey article, “A systematic approach also requires a cultural change within the organization—one that creates demand for debiasing measures and adherence to them.”

The free resources I will share on this blog over the next several weeks will help you identify bias in your organization and begin to create a culture of debiasing in action.  My paid programs go much deeper, allowing CEOs and their corporate leaders to discover precise strategies, tools, and techniques to change their corporate culture, away from bias and towards modern systematic approaches to strategy and decision making for sustained profitable growth in turbulent times.  

Before we move forward, I invite you to delve deeper into the logic of debiasing as documented in this excellent McKinsey article, “The Business Logic for Debiasing”  by Tobias Baer, Sven Heiligtag, and Hamid Samandari and published by McKinsey & Associates in 2017.

Click here for the article.

Video Blog: How Outdated Thinking Can Put Your Family Business At Risk

How Outdated Thinking Can Put Your Family Business At Risk


“Strategy development is the most important leadership competency...just 4% of CEOs fall into the strategist category.” 

-       American Management Association, ‘A Global Study of Leadership’ (2005-2015)

Ask yourself honestly…

Are you an accurate, foresight based strategist?  Are the strategies you create for your business based on history, or on your ability to see around corners, and identify opportunities coming toward you? 

For most CEOs, the answer is no...and their businesses are quickly losing momentum and dying because of it.

There is no time like now to change your thinking, grow your leadership, and update your paradigms…

In fact, it is a measure of your business’s life or death.

Why Change?

Many CEOs today learned the rules of business in the 80s and 90s...a time of steady growth, relatively benign competition, and predictable outcomes. 

Back then, prediction and planning was relatively simple.   Creating a 3, 5, and 10 year plan based on historical data was the norm.

We could use the tools and tactics used in business school...the linear equations to develop our expectations of the future.  After all, time and again we had been shown that we could ride the wave of forward momentum by simply focusing on tactics to create better-operating efficiencies. 

Not so today.

In today’s rapidly changing new world order, businesses face an increasingly fast paced and non-linear competitive landscape.  Established brands are crumbling.  Constant connectivity is changing the way our customers relate to us.  Lightening fast innovation favors the start-ups and entrepreneurs with little overhead or obsolete infrastructure.

We are in a new business paradigm.  Business school tactics improved operational efficiencies based on prior year results, and riding a wave of historical momentum will drown any corporation...especially a corporate family business.

To achieve long term profitable growth in this environment, we must focus on strategies.  Leaders must learn to be foresight-based insight strategists.  CEOs must see around corners to identify new and fast approaching opportunities.

The Dumbest Idea In The World

What Jack Welch, former Chairman, and CEO of GE, calls “the dumbest idea in the world” may also be the most critical metric by which we have been judging our business. 

“On the face of it, Shareholder Value is the dumbest idea in the world.  Shareholder value is a result, not a strategy” (italics added for emphasis)

Yet, we learned in business school the maximization of shareholder value is the goal of a business.  And shareholder value tactics and measures often focus only on profitability in the short term

Remember, not all profits are good for your business.  Bad profits kill future profits...because they are focused on a short term surge, versus a long term sustainable strategy. 

In today’s world...focusing on shareholder value is very dangerous. 

Customer Value

Accurate Thinker Strategists understand the concept of shareholder value is a result and not a strategy for a profitable business.   Instead, these strategist CEOs focus on the real goal of business today:

To attract and keep a customer.

Customer value is the critical measure of the sustainability of profits in a business.  By focusing on maximizing bad profits to increase short term shareholder value, we often cannibalize a customer relationship...selling them cheap goods that don’t meet their expectations to earn a high margin and a quick short term profit. 

Today, with so many eager competitors just waiting to take our customers, we must focus on strategies to make our customer relationships long lasting and committed, by innovating based on their needs and desires.  Innovations like these may cost us more in the short term but will create massive customer commitment and referrals over time.

In this video, we delve deeper into these concepts and provide you with examples of companies who have embraced the strategies of the non-linear world and thrived.  Click below to watch this short video.


Strategy Begins and Ends With You...The Leader

Strategy Begins and Ends With You...The Leader

Wisdom from the age of Confucius says,  “If you are the smartest person in the room, you’re in the wrong room.” 

But should this really be true of every room...even the boardroom when the CEO and leader of a corporate family business, when meeting with her management team?

Of course, it is. 

In our last blog, we talked about the new paradigm of business today, and how you, as CEO, must evolve into being a foresight based strategist, able to see around corners toward new future opportunities. 

As the leader of your corporation, you are in charge of strategy.  You must

  1. Set the strategic tone and direction of the company as a whole
  2. Set the cultural tone
  3. Build  your organizational team to implement the strategy

This does not mean you, as the leader, need to have all of the answers…

Your role as CEO is to ask the right questions and to surround yourself with a Mastermind Group Alliance, your executive management team responsible for deeply knowing their parts of the organization. 

Your Mastermind Group Alliance

If you, as the CEO, are responsible for asking the right questions, it is your Mastermind Group Alliance’s job to provide you with truthful answers so you are making strategic decisions based on reality...and not some fantasy world. 

To do this, you must insist on using Accurate Thinking Processes, a methodology I share in detail in my book The CEO Who Sees Around Corners, and teach in depth in my advisory sessions and corporate programs. 

When you surround yourself with a Mastermind Group Alliance dedicated to the use of Accurate Thinking Processes to provide you answers and ideas based in the reality of your organization, you can finally become the foresight based strategic leader your corporation requires to create prosperous long-term growth and thrive profitably in these fast moving, non-linear times.


Click on the image below to get a copy of the book.

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