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Zoom calls in the wee hours of the morning or night, and emails at all hours, the scrambling that happened during 2020 and 2021 during work needs some structuring and laying down of boundaries. The work day got kind of crazy. Here Rachel Feintzberg offers tips on getting back to a healthier and more productive worklife by setting clear work boundaries and hours. The key experts say is to be respectful but resolute. Some tips are to follow boundaries such as a 6.00 pm for last calls you take- to do this 80% of the time and compromise on remainder. If pandemic habits are hard to break try innovative ways, like getting out on sports, cycling or gym routines at 6.00 pm. Its alway good to remember and articulate to peers and bosses that you will be most productive and producing higher quality work when you have time for taking care of your health and healthy living. Its hard depending on the boss but over 6 months it gets you to a better place. German practice of Feierabend actually refers to when you stop working for the rest of the day and is done in Germany. It sets a clear demarcation or boundary between work and leisure hours needed for healthy living. ...

LyrArc Article Gist
This story about companies in Australia that have tried a four day week shows employees using two mini weeks working Monday and Tuesday, taking off Wednesday and back to work for Thursday and Friday. It shows employees planning their Mondays and Tuesday miniweek in such a way that they can handle important work and meetings ahead of time. They come back recharged and renewed on Thursday, with Wednesday as the day to break up the work week in two. This has increased productivity at these companies. This is also a useful idea for older employees who work part time and work past usual retirement ages of 60 or 65 years as longevity increases in many countries. This enables retaining the vast experience of older workers in the workplace and promoting the health of older workers by keeping them active. As Japan, the U.S. and Europe and even China become aging societies this is becoming ever more important.  For worker on five day weeks this offers creative ideas to have a four and half day week giving workers a morning off or an afternoon off to recharge with sports or recreation activity or exercize, then coming back to work recharged in the afternoon. Other variations can also be used which promote productivity and employee satisfaction to get more of the most valuable work done more effectively and with enthusiasm, pushing less important work and time wasting out of the way. Employees generally would take charge of their work day and come up with creative and efficient ways of organizing their mini work weeks. ...

LyrArc Article Gist
Sony has lost its focus, it is in so many lines of business, that its brand identity has been lost. Especially in Japan where it is in cosmetics, massage, mailorder shopping club, insurance, finance, robots etc. It has 1000 subsidiaries and affiliates worldwide, of which a third are unrelated to its core electronics business. How does this hurt? It hurts because management is distracted, and when top management is distracted then its not focussing on customers, changing business trends, creativity in its business pioneering new products. In a big company this problem is just magnified by the bureaucracy that develops. Problems similiar to the ones faced by IBM and General Motors. The analysts and Howard Stringer talk about restoring the Sony premium. What is a premium, its not just the brand, its the innovation or something special behind the brand that enables it to command the premium. Stringer probably understands that its the innovative edge that Sony as lost. See the other piece "Howard Stringer, Sony's Road Warrior" by Siklos and Fackler in the Sunday NYT, May 30, 2006 with Stringer shown in a large picture imagining him as a Sumo wrestler. An unforgettable picture. In that piece it becomes clear that Stringer is keenly aware about Sony's and Japan's weakness in software which is increasingly driving success in products when combined innovatively with new bold concepts. He says there that Sony takes great pride in its hardware, and this is true of Japanese creative spirit in innovative and miniature gadgetry, but its capabilities in software are very modest. As one action step Stringer has hired Tim Schaaf , a senior Apple executive to lead that effort at Sony. The other part, getting the focus back by focussing on customers of electronic products is evident in this piece. Ryoji Chubachi, head of electronics and co-head of Sony with Stringer, regularly visits large retailers to offer incentives for making Sony products more visible, something the prior management failed to do. The prior management failed to focus on customers, and thought it beneath their highflying ways. One of the decisions by Chubachi in TV's is to price HDTV sets close to the price of Panasonic, Samsung and Sharp at large retailers in Japan. This makes sense to gain market leader status, as it shows Sony is living in the real world and taking decisions appropriate and relevant to a premium free environment in television sets. You a manufacturer cannot imagine a premium, a premium is a perception in the minds of customers and most likely reflects a perception of uniqueness, creativity, fashion and some other attribute, which can include engineering. Sony's philosophy has stated in Akio Morita's book "Made in Japan", was to be a pioneer, to walk the untrodden ways, break new ground. One aspect of this in comparison to Matsushita, Sharp and other competitors, was going to be its individuality, something Morita borrowed from his days in the US, because it is typically American and sort of unJapanese in a way. Though this is a generalization and many American companies merely follow and some Japanese companies have their own way of doing things even if it is thought of as being very Japanese like, witness Toyota in its Aichi prefecture surroundings. In this light the surveys show Sony significantly deteriorating in "conspicuous individuality." The New York Times cites a survey from BP Nikkei Consulting in Tokyo that the number of consumers saying that Sony showed "conspicuous individuality dropped to about 25% from about 40% the year before. ...