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Through the Looking Glass - On Leadership

Through the Looking Glass - On Leadership | DOORs to Leadership and Change | Scoop.it
By: Dr Eugene Fernandez Lewis was walking past the office kitchen when he overheard a hushed conversation - off with his head I say, off with his head, it was the voice of Carol his executive
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Ivon Prefontaine, PhD's curator insight, February 9, 2016 10:22 PM

Leadership programs are formulaic. Leadership is a performance and a leader's character are important.

Eugene Fernandez's comment, February 10, 2016 4:23 AM
Thanks for your comments Ivon.
Eugene Fernandez's comment, February 10, 2016 4:25 AM
Thanks for your comments Ivon and for scooping the article.
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New Leaders Need More Than Onboarding

New Leaders Need More Than Onboarding | DOORs to Leadership and Change | Scoop.it
Newly hired executives need to be fully integrated into the company’s culture.
Eugene Fernandez's insight:
Companies can do far more to integrate Managers/Leaders within the organisation by helping them in the following five critical tasks: Assuming Operational leadership Taking charge of the team Stakeholder alignment Engaging with the culture Defining strategic intent
 
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Building a Resilient Global Enterprise Inspired by Biology

Building a Resilient Global Enterprise Inspired by Biology | DOORs to Leadership and Change | Scoop.it
Unprecedented levels of economic, technological, and political uncertainty threaten the architecture of many global firms. By applying the principles of biological systems, companies can develop the crucial ability to move from optimizing known, stable arrangements to addressing the unknown and the unknowable.
Eugene Fernandez's insight:
As there is a constant organisational need to build resilience and strategic optionality. The paradigm needs to change from incremental efficiency based on underlying assumptions of stability to one that accommodates the reality of dealing with variability and the unknown unknowns.

 Resilient biological and social systems display six characteristics which are applicable to business. 

 Redundancy - If elements (plants) can be repurposed rapidly, then the costs of duplication are partially offset. 
Heterogeneity - Diverse elements help in reacting to unexpected change and avoid responses which can lead to total system failure. Diversity encourages evolutionary learning and adaptation to new situations. 
 Modularity - Uncertainty favours a network of loosely linked parts rather than a centralised and tightly integrated system. Adaptation - An adaptive approach comprising experimentation, selection, and amplification of successful outcomes can be effective. 
 Prudence - Downside scenarios can often be plausibly envisioned. Invest in simulation models as well as the investment of management attention in scenarios and contingency plans.
Embeddedness - Most systems are embedded in larger systems requiring reciprocity and mutuality between levels. Articulation of social purpose and contribution is also essential at a time when corporate capitalism is under scrutiny.
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Surprise — CEO Tenures are Increasing

Surprise — CEO Tenures are Increasing | DOORs to Leadership and Change | Scoop.it
The job of the CEO is consuming and perilous. Headlines trumpet CEO retirements, successions, and transitions seemingly on a daily basis (e.g., Google
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CEO's digital leadership priorities for 2017

CEO's digital leadership priorities for 2017 | DOORs to Leadership and Change | Scoop.it
Late last year I spoke at a CEO Forum in Singapore on the topic of Navigating the Digital Revolution. Here I realised that most of the business
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Federico Briozzo's curator insight, February 18, 6:17 AM
It is not the strongest of the species that survives, nor the most intelligent that survives. It is the one that is the most adaptable to change - Charles Darwin
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A Resonant Leader

A Resonant Leader | DOORs to Leadership and Change | Scoop.it
This story is about a leader I know and continue to admire Ian Nunn. Ian engaged me to work with his team when he was the General Manager Information
Eugene Fernandez's insight:
A Positive Leadership story.
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Seth's Blog: Crossing the awareness threshold

Seth's Blog: Crossing the awareness threshold | DOORs to Leadership and Change | Scoop.it
The blockchain, game theory, float tanks, turmeric, Justin Trudeau, Joi Ito, dal fry, thermite, the Corbomite Maneuver... these are all notions (people, ideas, technologies, foods) that you may or may not be aware of or have engaged with. There'
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A history of global living conditions in 5 charts

This is an introduction to Our World in Data – the web publication that shows how global living conditions are changing.
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A recent survey asked “All things considered, do you think the world is getting better or worse, or neither getting better nor worse?”. In Sweden 10% thought things are ge
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Your Leadership Development Program Needs an Overhaul

How three big companies fixed theirs.
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CEO donates $167k bonus after Dreamworld outrage | The New Daily

CEO donates $167k bonus after Dreamworld outrage | The New Daily | DOORs to Leadership and Change | Scoop.it
The board of Ardent Leisure has failed to prevent a catastrophic public relations nightmare by waving through a "grotesque" bonus for CEO Deborah Thomas.
Eugene Fernandez's insight:
A poor demonstration by the board and CEO of crisis management and responding appropriately to public sentiment - Surely this would have been part of a scenario planning exercise given the nature of the operations and industry?
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The One Type of Leader Who Can Turn Around a Failing School

Based on a study of more than 400 British academies.
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The family battle behind the sale of S. Kidman & Co's cattle empire

The family battle behind the sale of S. Kidman & Co's cattle empire | DOORs to Leadership and Change | Scoop.it
For the first time, Kidman family member Will Abel Smith opens up about his failed plan to keep the company in family hands.
Eugene Fernandez's insight:
A good Australian case study with many off the key strengths and weaknesses inherent in family based businesses, however on an epic scale. The lessons from S.Kidman and Co could be contrasted with the Wagners, a regional family based business where a more cohesive family of four brothers employ a longterm view coupled with a speed to market strategy - written up in the April issue of Company Director.
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Building Trust while Cutting Costs

Building Trust while Cutting Costs | DOORs to Leadership and Change | Scoop.it
During a restructuring, rumors spread and fear takes hold. You can reduce the turmoil by finding ways to inform, empower, and inspire employees.
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Are CEO’s staying longer but losing trust?

Are CEO’s staying longer but losing trust? | DOORs to Leadership and Change | Scoop.it
CEO Credibility and Trust are at an all-time low but their tenure is at all-time high. The average total tenure for a S&P 500 chief executives in 2016
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Thank you Warren, Melinda and Bill.

Thank you Warren, Melinda and Bill. | DOORs to Leadership and Change | Scoop.it
A living example where principled action and a healthy dose of optimism can and will change the world. The 2007 annual letter to Warren Buffet from
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Where companies with a long-term view outperform their peers | McKinsey & Company

Where companies with a long-term view outperform their peers | McKinsey & Company | DOORs to Leadership and Change | Scoop.it
Our new Corporate Horizon Index provides systematic evidence that a long-term approach can lead to superior performance for revenue and earnings, investment, market capitalization, and job creation.
Eugene Fernandez's insight:
A Mckinsey Global Institute Study affirms that Longer Term View (LTV) companies outperform their shorter-term peers. The study was based on a sample of 615 large and mid-cap US publicly listed companies from 2001 to 2015 used what they have called a five-factor Corporate Horizon Index (CHI) 

The study also found that more companies are becoming increasingly short-term based on the studies median score. 

The revenue of LTV firms cumulatively grew on average 47 percent more than the revenue of other firms, and with less volatility. 

Cumulatively the earnings of long-term firms grew 36 percent more on average over this period than those of other firms, and their economic profit grew 81 percent more on average. long-term companies on average spent almost 50 percent more on R&D than other companies.

I would suggest reading the report for a more extensive analysis. Interestingly I did not seem to locate a definition of what a long term horizon entails i.e. The number of years ahead.

McKinsey’s findings follow a common pattern. AT Kerney’s strategy study in 2014 pointed to similar outcomes where companies with longer strategy cycles—five years or more—85 percent see beneficial results. For companies whose strategy cycles are less than five years, 53 percent are successful. Interestingly, there is little difference between companies that take an ad-hoc approach to strategy (46 percent) and those with planned strategy cycles of less than five years (47 percent). Importantly only 6 percent of companies have strategy cycles of more than 5 years.


My comments on a Company Directors site:

Thanks for the example James. I have heard similar sentiments about ‘not knowing what tomorrow has to offer let alone plan for 5 years ahead’. It often alludes to a gap in visible Leadership, content to work with the known and assuming that the future is an extension of today. This atrophies the thinking of the board and executive, creating a double bind for the organisation because when and if they choose to respond to a threat, the adaptability, critical thinking and aligned responsiveness will not be part of their DNA. As Roland points out ‘ Its the quality of the execution thats paramount’ - this needs the mental architecture, the organisational systems that Jennifer comments on and most importantly as Fulvio alludes to, the need to see this as an iterative ongoing value creation process. 
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The Data That Turned the World Upside Down

The Data That Turned the World Upside Down | DOORs to Leadership and Change | Scoop.it
Psychologist Michal Kosinski developed a method to analyze people in minute detail based on their Facebook activity. Did a similar tool help propel Donald Trump to victory?
Eugene Fernandez's insight:
 A big data approach provided deep and individualised insights on human behaviour, significantly framing the underlying strategies of the US election - The foundational algorithm drew on the well researched Big Five personality traits to profile and categorise people and their world views, thereby providing for targeted and individualised messaging to influence their votes. The background story about the original research, the researchers intent and the ensuing industrial espionage provide a useful case study and lessons for the future.
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CM 049: Arun Sundararajan on the Sharing Economy

CM 049: Arun Sundararajan on the Sharing Economy | DOORs to Leadership and Change | Scoop.it
We all share, but today, millions get paid for it. Is this new trend just a fad or is it radical rethink for how we work? When we catch a ride with an Uber driver or contract with someone on Upwork…
Eugene Fernandez's insight:
Excellent discussion- Many of the structures established last century need to be and are being reframed for providing services, Uber and the taxi industry are used as a present example of this reframing. Governments need to partner with these platform providers to enable solutions that incorporate regulations/safety as part of the operating business model, but not in the heavy handed manner in the past.
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Leadership in Turbulent Times, A Neuroscientific Explanation.pdf

Leadership in Turbulent Times, A Neuroscientific Explanation.pdf | DOORs to Leadership and Change | Scoop.it
Eugene Fernandez's insight:
Thank you Katherine for a comprehensive article that covers a lot of ground. Being mindful of the triggers around our core beliefs is a timely reminder for me to reflect on and with intentionality guide my thoughts to virtuous and positive ground.
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How the Internet Is Loosening Our Grip on the Truth

How the Internet Is Loosening Our Grip on the Truth | DOORs to Leadership and Change | Scoop.it
A wider variety of news sources was supposed to be the bulwark of a rational age. Instead, we are roiled by biases, gorging on what confirms our ideas and shunning what does not.
Eugene Fernandez's insight:
An insightful piece about that much maligned word  'The Truth'. As a social species, the notion of truth has been massaged to fit the eye of the beholder since the dawn of time. 

The truth you see reveals itself through the bars of your cage, which act as filters allowing confirmatory messages that agreed with our worldview to arrive with least resistance. On the other hand messages that are contradictory or cause dissonance are met with reinforced extra thick bars that are hard to prise apart. 

Drawing on empirical research the author cites many examples where the internet through infinite choice is further distorting our collective grasp of 'The Truth'. 
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Dangerous idiots: how the liberal media elite failed working-class Americans

Dangerous idiots: how the liberal media elite failed working-class Americans | DOORs to Leadership and Change | Scoop.it
Trump supporters are not the caricatures journalists depict – and native Kansan Sarah Smarsh sets out to correct what newsrooms get wrong
Eugene Fernandez's insight:
A critical expose of the ideological and polarising potrayal of the American election and the role an elite influenced media plays in portraying sweeping stereotypes around race, privilege and class.

The author asks us to look a little deeper at the generic, broad brush individual archetypes offered up for our consumption. I would recommend you read the whole article to understand the bigger picture and arguments. 

Here are a few pertinent passages from the article: 
 
A journalism that embodies the plutocracy it’s supposed to critique has failed its watchdog duty and lost the respect of people who call bullshit when they see it. 

 Last year, talking with author Marilynne Robinson for the New York Review of Books, Obama lamented common misconceptions of small-town middle America, for which he has a sort of reverence. “There’s this huge gap between how folks go about their daily lives and how we talk about our common life and our political life,” he said, naming one cause as “the filters that stand between ordinary people” who are busy getting by and complicated policy debates. 

 Results of 87,000 interviews conducted by Gallup showed that those who liked Trump were under no more economic distress or immigration-related anxiety than those who opposed him. 

Earlier this year, primary exit polls revealed that Trump voters were, in fact, more affluent than most Americans, with a median household income of $72,000 – higher than that of Hillary Clinton or Bernie Sanders supporters. Forty-four percent of them had college degrees, well above the national average of 33% among whites or 29% overall. In January, political scientist Matthew MacWilliams reported findings that a penchant for authoritarianism – not income, education, gender, age or race –predicted Trump support. 

 Affluent analysts who oppose Trump, though, have a way of taking a systemic view when examining social woes but viewing their place on the political continuum as a triumph of individual character. Most of them presumably inherited their political bent, just like most of those in “red” America did. If you were handed liberalism, give yourself no pats on the back for your vote against Trump. The main reason that national media outlets have a blind spot in matters of class is the lack of socioeconomic diversity within their ranks. 

Few people born to deprivation end up working in newsrooms or publishing books. So few, in fact, that this former laborer has found cause to shift her entire writing career to talk specifically about class in a wealth-privileged industry, much as journalists of color find themselves talking about race in a whiteness-privileged one. 

 In a world in which the Bettys and Arnies of the world have little voice, those who enjoy a platform from which to speak might examine their hearts and minds before stepping onto the soap box. 

 If you would stereotype a group of people by presuming to guess their politics or deeming them inferior to yourself – say, the ones who worked third shift on a Boeing floor while others flew to Mexico during spring break; the ones who mopped a McDonald’s bathroom while others argued about the minimum wage on Twitter; the ones who cleaned out their lockers at a defunct Pabst factory while others drank craft beer at trendy bars; the ones who came back from the Middle East in caskets while others wrote op-eds about foreign policy – then consider that you might have more in common with Trump than you would like to admit.
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The Culture Ate Our Corporate Reputation

The Culture Ate Our Corporate Reputation | DOORs to Leadership and Change | Scoop.it
Former IBM chairman Lou Gerstner says a failure of institutional culture isn’t what causes major shortfalls in a company’s performance and a failure to serve customer needs. CEOs must do more than establish corporate values. Look at what your actions tell employees.
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