Visit here regularly to see our ongoing Insights Without Borders: Truth Tellers, Mind Shifters and Idea Ambassadors — who have the courage to ask questions that matter, challenging the way mindshare, ideas and performance management are being co-created and socialized in organizations.
How are you going to appreciate or know that you can crush Market Share if you’ve flatlined Mindshare?
Mindshare is often more important than Market Share — not just a Big Footprint.
Authenticity and Authentic Change
Highlights vital issues regarding well-functioning individuals, motivational need systems that drive people, and the conditions that make for healthy organizations — authentizotic ones — where people find meaning in and are captivated by their work.
Change or Be Changed
Organizations, like living organisms, have life cycles. They are born (established or formed), they grow and develop, they reach maturity, they begin to decline and age, and finally, in many cases, they die.
If you want to provoke a vigorous debate, start a conversation on organizational culture. While there is universal agreement that (1) it exists, and (2) that it plays a crucial role in shaping behavior in organizations, there is little consensus on what organizational culture is, never mind how it influences behavior and whether it is something leaders can change.
One business buzzword we hear almost every day is “culture,” as in; our organization has a “strong” or “innovative” or even a “toxic” culture. But what do we mean when we say this?
Our interview with Marty had striking similarities to more than 250 interviews we conducted and 10,000 descriptions of award-winning work we analyzed as part of a comprehensive study on great work. When we traced the genesis of innovation and value creation back to its source, we were surprised to see how many times it began with asking the right question.
Mirrors Like Observation Are Powerful Tools
Mirrors reveal truths you may not want to see. Give them a little smoke and a house to call their own, and mirrors will tell you nothing but lies.
Climate and Culture
In today’s complex global business environment, it’s no longer enough to respond to change merely. Successful leaders can anticipate the impact of marketplace adjustments, new regulatory requirements, a change in business strategy, or the implementation of new technology within their organizations. By taking a holistic approach to their change initiatives, these leaders create an agile work environment while promoting organizational resilience.
The Creative Economy
Disruption goes mainstream
For years, Chief Executive Officers (CEOs) have told us that disruption is top of mind. Value chains, industries, and business models have undergone sizable and unexpected shifts, keeping enterprise leaders the world over guessing what’s next. CEOs today recognize the criticality of disruption, but in contrast to earlier reports, few feel intimidated by it. Most CEOs don’t see disruption as disruptive. They’ve grown accustomed to the barrage of sudden change and have factored that reality into their day-to-day operations and strategies. They tell us they are well prepared. But are they?
Peers into the future to describe the look and feel of 21st-century corporations. Draws on the insights of CEOs, venture capitalists, academics, consultants, and, of course, the cubicle dwellers who do the work. Looks at management via the Web, the workplace of the future, the battle for talent, the ecosystem in which corporations will exist, job titles of the future, and much more. Provides readers with insights that could help their own companies thrive in the decades ahead.
The crisis has drawn attention to the stark reality of growing inequality and the uneven distribution of burdens and rewards across society.
The Forum programme will reflect on OECD’s vision for Inclusive Growth that combines a focus on strong economic performance with outcomes that matter for people’s quality of life.
Covers the nature of creativity, how to be creative, business models, intellectual property, managing a creative company, the 22 largest sectors, online opportunities, creative capital, and more.
Creativity is one of the most critical skills for the future
Recent surveys of 1,500 CEOs and 17 countries agree.
The ability to dream, take chances, and create the things we imagine these are the skills of entrepreneurs, innovators, and change makers. Children are born with these exceptional talents, but research shows that over time, they begin to lose them.
Back in 1958, Ted Schwarzrock was an 8-year-old third grader when he became one of the “Torrance kids,” a group of nearly 400 Minneapolis children who completed a series of creativity tasks newly designed by professor E. Paul Torrance.
Difference Between Creativity and Innovation
The terms “creativity” and “innovation” are often used interchangeably. But how similar – or different – are they? I spoke with my colleague, Teresa Amabile, an expert on workplace innovation for my Leadership: A Master Class video series. Here’s her take on the connection between these commonly used terms – and what it means for business.
Reactionary responses to turbulence – the global marketplace, competition, internal strife – can easily set organizations off course. Organizations need the capacities to be resilient, adaptive and have confidence in the face of uncertainty. But those qualities often come from developing a solid identity and having a clear vision of the group’s goals. I spoke with the founding chair of the Society for Organizational Learning, Peter Senge, in my Leadership: A Master Class about ways organizations can find their rudder.
The Disruptive Organization
- How should you think about disruptive technology?
- What impact will tech have on your industry?
- How do I develop a strategy and a plan for my company?
Innovation is the name of the game today. But managing innovations has become a somewhat challenging task. Leadership teams must be able to manage streams of innovations. They must be able to handle existing products and services even as they create new ones. They should be able to manage both incremental and radical innovations.
Balance and Counterbalances
The Roman god Janus had two sets of eyes—one pair focusing on what lay behind, the other on what lay ahead. General managers and corporate executives should be able to relate. They, too, must constantly look backward, attending to the products and processes of the past, while also gazing forward, preparing for the innovations that will define the future.
Activity versus Achievement
As the world grows more confusing, demand for clever consultants is booming
ELITE management consultancies shun the spotlight. They hardly advertise: everyone who might hire them already knows their names. The Manhattan office that houses McKinsey & Company does not trumpet the fact in its lobby. At Bain & Company’s recent partner meeting at a Maryland hotel, signs and name-tags carried a discreet logo, but no mention of Bain. The Boston Consulting Group (BCG), which announced growing revenues in a quiet press release in April, counts as the braggart of the bunch.
Trading Labor for Money
Well, Steven Clifford isnʼt just biting the hand —heʼs chomping at the whole arm. And I believe he has a good reason to do so.
This report looks at trends in CEO compensation using two measures of compensation.
Colossal CEO pay harms employees, impedes economic growth, and is a major cause of income inequality in America. CEO pay will continue to skyrocket unless it becomes a major political issue.
This past March, Walt Disney Co. (dis, +0.57%) settled a claim by the Department of Labor that it had violated the law by deducting the cost of uniforms from employeesʼ wages—which brought the workersʼ pay below the federal minimum wage. The violations, which occurred at Disney facilities in Florida over the past few years, didnʼt add up to a lot of money. Disney will pay back wages of $3.8 million to 16,000 workers (about $230 per employee). What made the story galling is that the entire expense is roughly in line with what Robert Iger, Disneyʼs CEO, earns in a single month. Last year Iger netted $44 million.
This is not a difficult time to be a chief executive.
The solid economy has bolstered companies’ sales, and President Trump’s corporate tax cuts have juiced profits. A huge increase in stock buybacks has lifted share prices.
Enron. Tyco. WorldCom. The financial crisis. As corporate scandals and ethical fiascoes shatter the American economy, it is time to take a step back and reflect. What do these disasters have in common? We believe that excessive reliance on financial incentives is a key culprit.
Earn Less, To Do More — Meaningful Work
Over the last year, I’ve been doing a lot of research on how organizations will need to evolve to meet the demands of the 21st century. The central premise of this work is those new technologies, most of which have appeared only within the last decade, greatly amplify our abilities to interact simultaneously with large numbers of people. The frontier of human productive capacity today is the power of extended collaboration — the ability to work together beyond the scope of small groups.
Their Meaning and Purpose at Work report, released, surveyed the experience of workplace meaning among 2,285 American professionals, across 26 industries and a range of pay levels, company sizes, and demographics. The height of the price tag that workers place on meaning surprised us all.
Defining True Sustainability
What does Ben & Jerry’s have to do with the Paris climate conference? No, the company isn’t providing free ice cream to attendees (at least not that we know of). The connection is much deeper and more meaningful. Ben & Jerry’s represents a crucial thread of progress that has global implications for business in a world responding to the increasing effects of climate change. To understand this, however, we need to go back a few years.
Most companies have not yet come to terms with what it means to be genuinely sustainable.
The signs are clear: Sustainability is a key corporate priority. Nearly 9,700 companies have committed to the United Nations Global Compact, more than 90% of the world’s largest companies issue sustainability reports, and survey after survey shows businesses want to play a leading role in advancing sustainability.
Explores the implicit and explicit conceptions of the relationship between business, society, and nature that are evident in the management literature. The authors derive three notions, termed the disparate, intertwined, and embedded views, and consider how they relate to the economic, social, and environmental challenges of our time.
Inside the Octagon
To casual observers the Ultimate Fighting Championship is little more than a brute contest. Blood and teeth spill on the Octagon. However what the organization has done to elevate the sport of mixed martial arts over the last 20 years is remarkable…and offers lesson for any startup executive.
“Learned helplessness” — has the power to permeate the culture of an organization. Like a spreading infection, managers pass on learned helplessness from group to group and level to level. Eventually, the standard response to any initiative is some variation of, “We’d love to do that, but we really can’t.”
Staying in the Ring
Comedian Lewis Black is 65, but his audience skews much younger. This creates some unusual challenges for the Daily Show commentator—like finding a way to do a live comedy special without isolating fans closer to his own age. “I can’t put it on Yahoo, because 40 percent of my audience isn’t going to watch it on their computer.
Changing Without Change
Human-Centric BPM is a business management process approach that focuses on the tasks, activities and human skills in processes, to create other automated functions to support these human actions.
Eddie Murphy stars as an over-the-top television evangelist who finds a way to turn television home shopping into a religious experience, and takes America by storm.
In the opening pages of “The Way We’ll Be: The Zogby Report on the Transformation of the American Dream,” the pollster John Zogby describes people between ages 18 and 29 as “the first colorblind Americans.”
The future belongs to a different kind of person with a different kind of mind: artists, inventors, storytellers-creative and holistic “right-brain” thinkers whose abilities mark the fault line between who gets ahead and who doesn’t.
Fake faith healer Jonas Nightingale is stranded in a small town where he finds he can’t fool all of the people all of the time.
Instrumental Conditioning and Behavioral Systems
Now, the advice I give to public speakers is that successful speeches and speakers these days need to be authentic. That means sharing – appropriately – from your life experiences with your audiences. You don’t have to share everything – that would be too much information – but you do have to share something and it has to be real.
OCM, as Usual, Won’t Cut It
All organizations must grapple with change, yet many conventional models of organizational change management leave me dissatisfied. I recently revisited some classic texts on change management and a few of them reminded me of Sleeping Beauty. Do you remember the fairy tale?
When French novelist Jean-Baptiste Alphonse Karr wrote “Plus ça change, plus c’est la même chose,” he could have been penning an epigram about change management. For over three decades, academics, managers, and consultants, realizing that transforming organizations is difficult, have dissected the subject.
Imagine organizations where everyone engages the best of self to inspire the best in others.