Hayek Business Review

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Seeds dispersed

 

Empowering executives and organizations to harness knowledge dispersed across geography, people, and time

 

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We look for real stories from reporters, managers, employees or entrepreneurs, their challenges, what a business faced and did. Its that “Uncommon Knowledge” your attorney, account, and uncle did not tell.

 

Editorial Calendar

 

All themes below are related to stories from around the world:


1. Startups around the world (January 2021)

The theme is the stories of startups from around the world and the success and pains they encountered. 

Tell  the reader what it was like to have a dream and follow the dream and all of the successes and failures.


2. Human Resources (April 2021)

Let us look at Human resources as a river, from source to the termination—suggested sections.

  • Recruitment – looking for the good hire
  • Onboarding – corporate culture, expectations, and training
  • Retention – compensation, training, and defending against recruiters
  • Corporate Information, preventing leaks, protecting Intellectual Property
  • The Long Time Employee – advancement, benefits, the family at work and at home
  • Termination – Hired away, Fired, Retired
  • Hybrid – The startup 

 

3. Effective Communication (July 2021)

Communication used to be simple – you spoke to the person, or you wrote them a letter. Even way back when – we still have to communicate the message at least three times to get cognitive acknowledgment from the recipient.

  • One on One
  • Written Communication
  • Digital Communication
  • Manager to Workforce
  • Manager to Superiors
  • Company to Regulators
  • Company to the Marketplace
  • Communication Business Disasters
  • Beware of the open microphone

Now we have internet meetings, email, emojis, and texting with autocorrect, even before language and cultural barriers.

So how can a manager effectively communicate to workers, workers to managers, salespeople to customers, compliance people to regulators?

Look for studies on effective communication as well as stories of how some strategies have worked and how they have not worked.

 

4. Turnarounds (September 2021)

Given enough time all people die, and all businesses fail.

We know people can live a full life even if, at times, they need medical intervention. Businesses can have longer lives spans with managerial intervention.

Sections

  • Signs – A business is in trouble; how do we know that.
  • Triage – What needs to be done now to save the business
  • Diagnosis – What has caused the business stresses
  • Risks and Opportunities – what does management face during a turnaround
  • Communication with employees, customer, vendors, and regulators
  • Benchmarking – measuring your business day today
  • Back to Health – choices
  • It did not work – to the receiver

 

5. Extreme Business Environments (January 2022)

I am borrowing this idea from work by Richard Davies, who studied and reported on the economies inside prisons, refugee camps, hyperinflation, growing African and Asian cities, to hyper-modern digital economies. Also, as a result of my experiences in the economics of kidnap and ransom.

The idea is how businesses function in difficult environments. The business environments are considered difficult because of corruption, piracy, unreliable suppliers, high material risks, essentially lawless environments, rebel-controlled. The other is in business environments that are very competitive with fast evolution, revolution, and obsolescence – such as phone technology, phone applications. Etc. Those business environments where there are no days off, little or no room for error. Some examples include Covid-19 stories, Hiperinflation in Brazil during the 80s and 90s, the bank strike in Ireland, etc.

 

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