Hugh Molotsi

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Storm Underwhelming?

December 09, 2008

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When Metrics Bite!

First published on LinkedIn . On Thursday July 26, 2018, Facebook set a dubious record: The value of their shares plunged 19% erasing $119 billion in market value – the biggest single-day loss in market cap ever for any public company. Mark Zuckerberg’s personal loss was $16 billion! Almost at the same time, Amazon posted a quarterly profit of $2.5 billion pushing its stock up over 4% as their market valuation inched tantalizingly close to $1 trillion! Jeff Bezos is by far the richest man in the world with a personal net worth of over $140 billion. In my non-expert opinion, I feel the market may have overreacted to Facebook’s recent issues. That being said, the contrast in Amazon and Facebook’s fortunes did bring to mind how optimizing internal metrics that aren’t about customer value can eventually bite you. Although financial metrics (revenue and profit growth) are the ultimate scorecard for publicly traded companies, investors and employees often look at other met

Clinton Global Initiative Hult Prize Dinner

I had the pleasure of attending this year's Hult Prize dinner at the Clinton Global Initiative in New York City. This year's challenge to students around the world was Healthcare: Non-communicable Disease in the Urban Slum. Students from over 150 schools competed and this year's winner was Nanohealth from the Indian School of Business who received $1,000,000 to fund their social enterprise. Below are some photos from the event. President Clinton announces the winning team. Some of the winning Nanotech team. The panel of judges (L-R): Hitendra Patel (moderator), Sanjay Gupta, Fadi Ghandour, Ashish Thakker, Muhammad Yunus and Kathleen Rogers (not pictured). Yours truly with Saul Minkoff (last year's finalist from the Pulse team) and Hult professor Michael Grandinetti. A pleasant surprise to run into René Carayol .

Decision Making Modes

This article was first published on LinkedIn . In organizations, one of the most common complaints you’ll hear about is decision making. These include some variants of decisions taking too long to be made, poor decisions being made, or the right people not being consulted. Ironically, because we are all intimately involved in decision-making processes (as drivers of decisions or stakeholders), we all play a part in the problem we're complaining about! So how can we shift from just complaining about poor decision making to doing something about it? A great framework to learn and use in your work life is Decision Making Modes. Decision Making Modes define the approach decision drivers engage with their stakeholders. The five decision modes are: Tell, Sell, Test, Consult, and Join. As illustrated in the diagram above, the level of collaboration between the decision driver and her stakeholders increases as you move from left to right. One immediate benefit for a

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