Managing people in a company used to be a simple task of laying down policies and getting supervisors literally shepherding the workforce to do well-defined set of tasks on the shop floors and offices. That's just fine, until the global economy came along, starting with the dawn of the 21st century. Thanks to the internet and a wired commerce, a company's production plant can be in China, its headquarters in New York, call center in India, accounting offices in the Philippines and sales offices in more than 100 cities across 40 countries or so. These labor forces are not something traditional people management can get into a cohesive team that can work together to attain the company's business objective. You need a new skill set - one that consultancy firms like the Emile Haddad Seattle can equip your managers with.
That's because its founder and head, Emile Haddad is a trained architect. Yes, you read it right. But forget about his impressive architectural acumen. What matters is that from the time he got his BS in Environmental Design form the University of Oklahoma and his Masters in Fine Arts from the University of Montana in 1976, his work brought him to manage various international projects where his innate people management and leadership skills enabled him to create cohesive teams made up of disparate peoples from various cultural and religious backgrounds. This allowed him to provide expected deliverables on time and within budgets that few project managers can do with such diverse people in their teams. As a result, his reputation as a maverick motivational people manager preceded him. In 1992, he founded his own Emile Haddad Seattle, a management consultancy firm that offered motivational programs for companies to come prepared in managing their people in a global operation.
When you think that companies may flounder because of poor systems and procedures, that's no longer the case. You can consider that most IT systems are pretty much everywhere in the corporate landscape, automating the best-of-breed practices in the industry for even upstart companies. And with the internet and cloud computing, the competitive edge offered by leading edge IT actually created a level playing field. The only thing that can make you stand out is how well you manage our people. After all, as Emile Haddad Seattle points out, you can have all the systems in the world, but they are just tools that people in industries wield. Get the motivated people to wield them right and you succeed; wield them wrong, and you fail.
That's because its founder and head, Emile Haddad is a trained architect. Yes, you read it right. But forget about his impressive architectural acumen. What matters is that from the time he got his BS in Environmental Design form the University of Oklahoma and his Masters in Fine Arts from the University of Montana in 1976, his work brought him to manage various international projects where his innate people management and leadership skills enabled him to create cohesive teams made up of disparate peoples from various cultural and religious backgrounds. This allowed him to provide expected deliverables on time and within budgets that few project managers can do with such diverse people in their teams. As a result, his reputation as a maverick motivational people manager preceded him. In 1992, he founded his own Emile Haddad Seattle, a management consultancy firm that offered motivational programs for companies to come prepared in managing their people in a global operation.
When you think that companies may flounder because of poor systems and procedures, that's no longer the case. You can consider that most IT systems are pretty much everywhere in the corporate landscape, automating the best-of-breed practices in the industry for even upstart companies. And with the internet and cloud computing, the competitive edge offered by leading edge IT actually created a level playing field. The only thing that can make you stand out is how well you manage our people. After all, as Emile Haddad Seattle points out, you can have all the systems in the world, but they are just tools that people in industries wield. Get the motivated people to wield them right and you succeed; wield them wrong, and you fail.
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