Arjun Balaji

Game theory was devised during World War II to analyze strategic interactions among combatants; it has subsequently become an important method for studying social processes. Evolutionary psychologists use game theory to model social behaviors such as altruism, conformity, and social intelligence. Leadership and followership can also be modelled, and framing them in terms of game theory does three things. First it suggests the way leadership and followership may have evolved. Second, it requires researchers to consider the perspectives of leaders and followers simultaneously, clarifying the costs and benefits for each. Third, it suggests how individuals whose interests potentially conflict might work together to maximize mutual benefits

Evolutionary game theory views social interaction as a process in which strategies compete in a Darwinian fashion. In these games, the agents embody strategies that are encoded in genes and, over the course of evolution, are tested against alternative strategies and copies of themselves. Genes spread through a population depending on the relative superiority of their associated strategies in evolutionarily relevant situations. By regarding leadership and followership as alternative game strategies, we may be able to tell how well these strategies fare in competition with each other as well as with alternative strategies

Posted by abalaji at 01:51 PM | Permalink

To be an effective leader today, one must have vision for the future, passion, influence, and confidence. These qualities are key to success in today's ever-changing, chaotic times. To be successful, leaders must have the motivation, charisma, drive, confidence, cognitive ability, morale, integrity and knowledge of the business. We are living in exponential times. Utilizing tools such as the Internet, computers, mobile phones, and television, we have a wealth of information easily available to us almost instantly. As Dr. Jay Gillette explains, “today we have the most advanced information technologies in human history to help us move information” (Gillette, 2000). “Also Information is considered to be a component of knowledge” (Gillette, 2000) and Knowledge is power. So we can relate Information and power. Dr. Jay Gillette being a prominent leader approaches any problem in his four strategic steps;
1. Analyze the problem
2. Synthesize a solution
3. Add knowledge value
4. Differentiate through Leadership

Successful leaders are open with their followers, but also discreet and do not violate confidences or carelessly divulge potentially harmful information. Effective leaders must not only be full of drive and ambition, they must want to lead others. To accurately face the problems of the future; leaders must be able to pinpoint what those problems. As mentioned above, critical thinking and CI can help leaders effectively gather and implement information. By researching innovations, initiatives, competitors, current perspectives and trends, one can become a successful leader in our time. For leaders who seek knowledge and truth, a balance of critical thinking, knowledge management and competitive intelligence is pivotal.

Posted by abalaji at 11:34 AM | Permalink

Value Chain:
In Competitive Advantage: Creating and Sustaining Superior Performance, author Michael E. Porter outlines an another effective tool that leaders utilize to examine their activities, rank their priorities, locate and analyze sources of competitive intelligence. The tool Porter suggests is known as a value chain. A value chain measures not only monetary value but also looks at the value of the activities themselves (Porter, 1985, p.35-40).
Porter describes a business or organization as, “...a collection of activities that are performed to design, produce, market, deliver, and support its product.” Porter explains that these elements should be represented in the companies value chain, which will then place the activities into the primary or support category. This tool helps leaders identify the priority of each activity and helps them delegate activities to specific team members (Porter, 1985, p.35-40). The following lists pinpoint the type of activities should fall under the primary or support category: (Porter, 1985, p.37)

Primary Activities
1. Inbound Logistics
2. Operations
3. Outbound Logistics
4. Marketing & Sales
5. Service
Support Activities
1. Procurement
2. Technology development
3. Human Resource Management
4. Firm Infrastructure

Posted by abalaji at 12:43 AM | Permalink