In this episode, Dr. Ichak Kalderon Adizes, Ph.D. and Mr. Željko Božic discuss how the Adizes® Methodology has been successfully applied within AlfaTherm; as well as, the impact that AlfaTherm and the Adizes methodology have made within Bosnia.

In this episode, Dr. Ichak Kalderon Adizes, Ph.D. and Mr. Željko Božic discuss how the Adizes® Methodology has been successfully applied within AlfaTherm; as well as, the impact that AlfaTherm and the Adizes methodology have made within Bosnia.

In this program I will cover how to predict the managerial style of any leader, manager, or executive and how to predict their responses to different situations. It will help understand the nature of conflict between personalities and what to do about it. I will also discuss how to compose the best team or partnership for a business to succeed.

In this program I will cover how to predict the managerial style of any leader, manager, or executive and how to predict their responses to different situations. It will help understand the nature of conflict between personalities and what to do about it. I will also discuss how to compose the best team or partnership for a business to succeed.

In this program, I will cover what causes problems, why we have them and how to diagnose them so we can address them well. I will also present the four managerial vitamins that make an organization healthy and which “managerial diseases” i.e. problems, arise whenever any of those vitamins are deficient.

In this program, I will cover what causes problems, why we have them and how to diagnose them so we can address them well. I will also present the four managerial vitamins that make an organization healthy and which “managerial diseases” i.e. problems, arise whenever any of those vitamins are deficient.

Not everything we do not like is a problem. In this program we will talk about what is a problem and how to frame it correctly so that it can be solved. We will discuss how to address it, once the nature of the problem is understood, The show is applicable to business as well as personal problems. For more information on the subject, Dr. Adizes recommends his book Mastering Change.

Not everything we do not like is a problem. In this program we will talk about what is a problem and how to frame it correctly so that it can be solved. We will discuss how to address it, once the nature of the problem is understood, The show is applicable to business as well as personal problems. For more information on the subject, Dr. Adizes recommends his book Mastering Change.

Global Oneness Day was created to spread the message of oneness in the world so that you can be empowered to create a culture of peace and prosperity, creativity and love. Imagine a world where everyone feels welcomed and wanted... Imagine a world where everyone knows, deep in their hearts, that they belong... Imagine a world where we all recognize that we are part of one global family... It may sound like a dream, but it’s not. This world is possible now! And the time has come to make this dream a reality. That’s the intention of Global Oneness Day: To remind you to remember the truth of our Oneness, that all of life is connected, and to inspire you to celebrate and appreciate this truth with others.

Global Oneness Day was created to spread the message of oneness in the world so that you can be empowered to create a culture of peace and prosperity, creativity and love. Imagine a world where everyone feels welcomed and wanted... Imagine a world where everyone knows, deep in their hearts, that they belong... Imagine a world where we all recognize that we are part of one global family... It may sound like a dream, but it’s not. This world is possible now! And the time has come to make this dream a reality. That’s the intention of Global Oneness Day: To remind you to remember the truth of our Oneness, that all of life is connected, and to inspire you to celebrate and appreciate this truth with others.

In this episode, Mr. Salinas describes among other points how his organization is involved in social projects in helping Mexico. It is SOCIAL RESPONSIBILITY IN ACTION. The company grew from 2,000 employees to 80, 000 employees, and while at the same time: adopting one of the states of Mexico and helping it develop, and every top executive donates his or her time to social purpose activities.

In this episode, Mr. Salinas describes among other points how his organization is involved in social projects in helping Mexico. It is SOCIAL RESPONSIBILITY IN ACTION. The company grew from 2,000 employees to 80, 000 employees, and while at the same time: adopting one of the states of Mexico and helping it develop, and every top executive donates his or her time to social purpose activities.

In this episode, Dr. Ichak Kalderon Adizes, Ph.D. and Yehoram Uziel discuss how a company with the philosophy of trust and respect survives a tremendous pressure that could have been fatal. As well, they examine how an organization limits consciously its growth in order to maximize the quality of its services.

In this episode, Dr. Ichak Kalderon Adizes, Ph.D. and Yehoram Uziel discuss how a company with the philosophy of trust and respect survives a tremendous pressure that could have been fatal. As well, they examine how an organization limits consciously its growth in order to maximize the quality of its services.

Dr. Adizes will share with his listeners the speech given at the XI International Investment Forum held in Sochi, Russia on September 21, 2012. The forum was attended by over 2,000 people, including all MEMBERS OF THE RUSSIAN CABINET, regional Governors of Russia, Ambassadors to Russia among them the Ambassador from the United States, top business leaders of Russia like the Chairman of GAZPROM and the President of LUKOIL. During this episode, he continues to answer the question, What are the causes of the fear that Russian managers exhibit in their management practice? Please join him on October 6, 2012 at 10 AM Pacific Time. He will take Questions from the Audience at end of his speech!

Dr. Adizes will share with his listeners the speech given at the XI International Investment Forum held in Sochi, Russia on September 21, 2012. The forum was attended by over 2,000 people, including all MEMBERS OF THE RUSSIAN CABINET, regional Governors of Russia, Ambassadors to Russia among them the Ambassador from the United States, top business leaders of Russia like the Chairman of GAZPROM and the President of LUKOIL. During this episode, he continues to answer the question, What are the causes of the fear that Russian managers exhibit in their management practice? Please join him on October 6, 2012 at 10 AM Pacific Time. He will take Questions from the Audience at end of his speech!

Dr. Adizes will share with his listeners the speech given at the XI International Investment Forum held in Sochi, Russia on September 21, 2012. The forum was attended by over 2,000 people, including all MEMBERS OF THE RUSSIAN CABINET, regional Governors of Russia, Ambassadors to Russia among them the Ambassador from the United States, top business leaders of Russia like the Chairman of GAZPROM and the President of LUKOIL. During this episode, he continues to answer the question, What are the causes of the fear that Russian managers exhibit in their management practice?

Dr. Adizes will share with his listeners the speech given at the XI International Investment Forum held in Sochi, Russia on September 21, 2012. The forum was attended by over 2,000 people, including all MEMBERS OF THE RUSSIAN CABINET, regional Governors of Russia, Ambassadors to Russia among them the Ambassador from the United States, top business leaders of Russia like the Chairman of GAZPROM and the President of LUKOIL. During this episode, he continues to answer the question, What are the causes of the fear that Russian managers exhibit in their management practice?

With all the changes in the economy and the collapse of the financial market, how does a company such as Halcom continue to thrive in this environment? What role does the Adizes methodology undertake in Halcom’s continued success? Join Dr. Adizes and Mr. Cadež as they discuss the processes needed for a business to have success in the current financial climate. Halcom is a privately owned group of companies that specialize in electronic payment systems, mobile financial services and interbank payment clearing systems since 1992.

With all the changes in the economy and the collapse of the financial market, how does a company such as Halcom continue to thrive in this environment? What role does the Adizes methodology undertake in Halcom’s continued success? Join Dr. Adizes and Mr. Cadež as they discuss the processes needed for a business to have success in the current financial climate. Halcom is a privately owned group of companies that specialize in electronic payment systems, mobile financial services and interbank payment clearing systems since 1992.

Mr. Fabregat has been President of the largest department stores chain of Mexico: Sears and Roebuck and Best Buy. As well, he is a Certified Adizes Associate. During this episode, Dr. Adizes speaks with Mr. Fabregat about his experiences in how he applied the Adizes methodology in the companies he worked.

Mr. Fabregat has been President of the largest department stores chain of Mexico: Sears and Roebuck and Best Buy. As well, he is a Certified Adizes Associate. During this episode, Dr. Adizes speaks with Mr. Fabregat about his experiences in how he applied the Adizes methodology in the companies he worked.

During this episode, Dr. Adizes and Mr. Gill discuss his experiences as President/CEO of Elbit, Ltd. During Mr. Gill’s tenure as President/CEO of Elbit Ltd., the Company grew its revenues locally and internationally from $ 30 Million to over $ 1 Billion. Elbit Ltd., is a NASDAQ and TASE publicly traded Israeli manufacturer of electronics for the defense, medical imaging and communications industries Listen in to learn what are the techniques and skills that he used to accomplish this and how the Adizes methodology assisted in the process.

During this episode, Dr. Adizes and Mr. Gill discuss his experiences as President/CEO of Elbit, Ltd. During Mr. Gill’s tenure as President/CEO of Elbit Ltd., the Company grew its revenues locally and internationally from $ 30 Million to over $ 1 Billion. Elbit Ltd., is a NASDAQ and TASE publicly traded Israeli manufacturer of electronics for the defense, medical imaging and communications industries Listen in to learn what are the techniques and skills that he used to accomplish this and how the Adizes methodology assisted in the process.

Lou Siracusano was the CEO of Video Services Corporation on the East Coast of the United States. The company built most of the TV studios in NY and abroad. Lou tells us in this interview how the Adizes methodology saved his company, and how even after twenty years, he is still practicing Adizes in his new company.

Lou Siracusano was the CEO of Video Services Corporation on the East Coast of the United States. The company built most of the TV studios in NY and abroad. Lou tells us in this interview how the Adizes methodology saved his company, and how even after twenty years, he is still practicing Adizes in his new company.

The former president of Applied Materials, the leading company in manufacturing the equipment used to produce the wafers needed to produce computer chips, recalls the contribution Adizes has made in building the company. He also shares his experiences as a leader, and how his managerial style helped the company to innovate and grow.

The former president of Applied Materials, the leading company in manufacturing the equipment used to produce the wafers needed to produce computer chips, recalls the contribution Adizes has made in building the company. He also shares his experiences as a leader, and how his managerial style helped the company to innovate and grow.

Dr. Carlos Valdesuso is Chairman of SCI , one of the largest software companies in Brazil and of Teledata , a data mining company, also located in Brazil. Both companies, he started from scratch. In addition, Dr. Valdesuso is President of Adizes Brazil, the consulting branch of Adizes in Brazil. He is the first graduate with a Doctoral degree in the Adizes methodology from the Adizes Graduate School for the study of leadership and change. Tune in to listen to his experiences with the Adizes methodology.

Dr. Carlos Valdesuso is Chairman of SCI , one of the largest software companies in Brazil and of Teledata , a data mining company, also located in Brazil. Both companies, he started from scratch. In addition, Dr. Valdesuso is President of Adizes Brazil, the consulting branch of Adizes in Brazil. He is the first graduate with a Doctoral degree in the Adizes methodology from the Adizes Graduate School for the study of leadership and change. Tune in to listen to his experiences with the Adizes methodology.

This week, Dr. Ichak Adizes will be speaking with Mr. Gazmend (Gazi) Haxhia, Licensee Proprietor and President of Avis Rent A Car Albania and Managing Director of the OPEL General Motors Albanian Representation. In an era, where it is difficult to be a serial entrepreneur, Mr. Haxhia has been able to create multi-business ventures at the same time, in parallel to each other, making him part of a new phenomenon- “The Parallel Entrepreneur.” Moreover, what makes his plight interesting and worth investigating, is the fact that he has successfully created these ventures within the developing country of Albania. Please join Dr. Adizes and Mr. Haxhia as they discuss the challenges, risks and the secret to his success of being a Parallel Entrepreneur in a developing country.

This week, Dr. Ichak Adizes will be speaking with Mr. Gazmend (Gazi) Haxhia, Licensee Proprietor and President of Avis Rent A Car Albania and Managing Director of the OPEL General Motors Albanian Representation. In an era, where it is difficult to be a serial entrepreneur, Mr. Haxhia has been able to create multi-business ventures at the same time, in parallel to each other, making him part of a new phenomenon- “The Parallel Entrepreneur.” Moreover, what makes his plight interesting and worth investigating, is the fact that he has successfully created these ventures within the developing country of Albania. Please join Dr. Adizes and Mr. Haxhia as they discuss the challenges, risks and the secret to his success of being a Parallel Entrepreneur in a developing country.

This week, Dr. Ichak Adizes will be speaking with Eduardo Garza T. , founder and current Chairman of the FRISA Industries Group , a leading world expert in the manufacture of seamless rolled rings and open die forgings that service a wide spectrum of industrial markets. The organization asserts a 390 million dollar increase in revenue over the last twenty years. During this time they have been utilizing the Adizes Methodology. Dr. Adizes and Mr. Garza will discuss the role Adizes has played over the years in the organizational development of the company.

This week, Dr. Ichak Adizes will be speaking with Eduardo Garza T. , founder and current Chairman of the FRISA Industries Group , a leading world expert in the manufacture of seamless rolled rings and open die forgings that service a wide spectrum of industrial markets. The organization asserts a 390 million dollar increase in revenue over the last twenty years. During this time they have been utilizing the Adizes Methodology. Dr. Adizes and Mr. Garza will discuss the role Adizes has played over the years in the organizational development of the company.

Leading an organization through lifecycle transitions is neither easy nor obvious. Methods that produce success in one stage can create failure in the next. Fundamental changes in leadership and management are required. This week, I will talk about how the Adizes Methodology facilitates this organizational change.

Leading an organization through lifecycle transitions is neither easy nor obvious. Methods that produce success in one stage can create failure in the next. Fundamental changes in leadership and management are required. This week, I will talk about how the Adizes Methodology facilitates this organizational change.

In management, what is right and what is wrong? This is the final discussion about management myths. I will explore the validity of the ideas: • You need a Strategic Planner • Participative Management is necessary • Accounting and Finance should report to the CFO • Characteristics of a Leader I will also discuss the Founders Trap; what is it and how do you get out of it.

In management, what is right and what is wrong? This is the final discussion about management myths. I will explore the validity of the ideas: • You need a Strategic Planner • Participative Management is necessary • Accounting and Finance should report to the CFO • Characteristics of a Leader I will also discuss the Founders Trap; what is it and how do you get out of it.

In this program, I discuss what typical mistakes managers make and how to avoid them. I analyze the difference between managers and mismanagers. I describe how organizations grow, age and die. I explain why and how to bring a company to prime and maintain its position there.

In this program, I discuss what typical mistakes managers make and how to avoid them. I analyze the difference between managers and mismanagers. I describe how organizations grow, age and die. I explain why and how to bring a company to prime and maintain its position there.

In this program, I discuss what typical mistakes managers make and how to avoid them. I analyze the difference between managers and mismanagers. I describe how organizations grow, age and die. I explain why and how to bring a company to prime and maintain its position there.

In this program, I discuss what typical mistakes managers make and how to avoid them. I analyze the difference between managers and mismanagers. I describe how organizations grow, age and die. I explain why and how to bring a company to prime and maintain its position there.

In this program, I discuss what typical mistakes managers make and how to avoid them. I analyze the difference between managers and mismanagers. I describe how organizations grow, age and die. I explain why and how to bring a company to prime and maintain its position there.

In this program, I discuss what typical mistakes managers make and how to avoid them. I analyze the difference between managers and mismanagers. I describe how organizations grow, age and die. I explain why and how to bring a company to prime and maintain its position there.

In this program, I discuss what typical mistakes managers make and how to avoid them. I analyze the difference between managers and mismanagers. I describe how organizations grow, age and die. I explain why and how to bring a company to prime and maintain its position there.

In this program, I discuss what typical mistakes managers make and how to avoid them. I analyze the difference between managers and mismanagers. I describe how organizations grow, age and die. I explain why and how to bring a company to prime and maintain its position there.

In this program, I discuss what typical mistakes managers make and how to avoid them. I analyze the difference between managers and mismanagers. I describe how organizations grow, age and die. I explain why and how to bring a company to prime and maintain its position there.

In this program, I discuss what typical mistakes managers make and how to avoid them. I analyze the difference between managers and mismanagers. I describe how organizations grow, age and die. I explain why and how to bring a company to prime and maintain its position there.

In this program, I discuss what typical mistakes managers make and how to avoid them. I analyze the difference between managers and mismanagers. I describe how organizations grow, age and die. I explain why and how to bring a company to prime and maintain its position there.

In this program, I discuss what typical mistakes managers make and how to avoid them. I analyze the difference between managers and mismanagers. I describe how organizations grow, age and die. I explain why and how to bring a company to prime and maintain its position there.

In this program, I discuss what typical mistakes managers make and how to avoid them. I analyze the difference between managers and mismanagers. I describe how organizations grow, age and die. I explain why and how to bring a company to prime and maintain its position there.

In this program, I discuss what typical mistakes managers make and how to avoid them. I analyze the difference between managers and mismanagers. I describe how organizations grow, age and die. I explain why and how to bring a company to prime and maintain its position there.

In this program I will cover how to predict the managerial style of any leader, manager, or executive and how to predict their responses to different situations. It will help understand the nature of conflict between personalities and what to do about it. I will also discuss how to compose the best team or partnership for a business to succeed.

In this program I will cover how to predict the managerial style of any leader, manager, or executive and how to predict their responses to different situations. It will help understand the nature of conflict between personalities and what to do about it. I will also discuss how to compose the best team or partnership for a business to succeed.

In this program, I will cover what causes problems, why we have them and how to diagnose them so we can address them well. I will also present the four managerial vitamins that make an organization healthy and which “managerial diseases” i.e. problems, arise whenever any of those vitamins are deficient.

In this program, I will cover what causes problems, why we have them and how to diagnose them so we can address them well. I will also present the four managerial vitamins that make an organization healthy and which “managerial diseases” i.e. problems, arise whenever any of those vitamins are deficient.

Not everything we do not like is a problem. In this program we will talk about what is a problem and how to frame it correctly so that it can be solved. We will discuss how to address it, once the nature of the problem is understood, The show is applicable to business as well as personal problems. For more information on the subject, Dr. Adizes recommends his book Mastering Change.

Not everything we do not like is a problem. In this program we will talk about what is a problem and how to frame it correctly so that it can be solved. We will discuss how to address it, once the nature of the problem is understood, The show is applicable to business as well as personal problems. For more information on the subject, Dr. Adizes recommends his book Mastering Change.