By Neville Bain (auth.)
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Manufacturers, as well as service providers, will need to respond to this. Those that do so best will be the winners. Fifth, it is certain that greater service will be an important differentiator, the source of most added value, or of competitive advantage. Companies will increasingly see that they sell a service of which the product forms a part - albeit an important one. Sixth, companies will need to recognise that management and labour will not be available in the way they are today. There is, for example, a demographic time-bomb in the United Kingdom which means that there will be fewer people available to join the workforce and university graduates will be in relatively short supply.
These learning experiences are valuable even where mistakes are made. In times of adversity or where things go wrong there are valuable opportunities to learn. Picking up the major lessons from these events is positive and must be distinguished from agonising after a decision with the thought 'if only I had done this differently'. Equally, developing managers will learn a lot from their boss. They will watch the decisions made, watch the boss at work and secretly try their own decision-making capability in the privacy of their own mind.
Part of the reason for this is that the teaching of leadership is reliant on learning experiences, on awareness and creative thinking. These are less easy to teach effectively and case studies are seldom deep enough to provide a real experience. If we are to define leadership it will only be of very limited value, pointing to some characteristics. A definition like that in Collins' Dictionary tells us that 'leadership is the art of being a leader'. A leader is 'a person that leads, guides or inspires others'.
Successful Management by Neville Bain (auth.)