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Death To Core Competency: Lessons From Nike, Apple, Netflix

Death To Core Competency: Lessons From Nike, Apple, Netflix | DOORs to Leadership and Change | Scoop.it
Known for decades as a shoe company, Nike is undergoing a digital revolution. In recent years, it's launched everything from apps that are standard issue on the iPhone to wearable devices to web services.
Eugene Fernandez's insight:

The concept of 'Core Competency', like sticking to your knitting or operating within your own self created boundaries has had its day, not that many of its principles are still not relevant. However, it originates from an outdated concept influenced by an overtly rational lens that contained 'strategy' to the known domain. A Resource based, emergent, futures oriented and chaodic view of strategy lifts the constraints and promotes play, creativity, risk and capability.

 

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The Brain Science Behind Gut Decisions

The Brain Science Behind Gut Decisions | DOORs to Leadership and Change | Scoop.it
What parts of the brain are activated when we make a gut decision?Dr. Dan Siegel, clinical professor of psychiatry at the UCLA School of Medicine, explained the complex process of how our minds and
Eugene Fernandez's insight:

Neuroscience affirms what we have known tacitly that the head heart and gut are involved in the decision making process.

 

A key point that aligns with my doctoral research around reflective and strategic thinking is that people who spend time understanding their interiors (emotions, values, beliefs, stories) are more empathic. This self awareness or being in tune with oneself translates to acceptance of our own intuition and gut feeling, making us more reflexive and resourceful.

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Name the Elephants

Name the Elephants | DOORs to Leadership and Change | Scoop.it
Kristin von Donop,  Principal Follow Kristin on twitter Recently I attended a holiday party where the only people I knew were the hosts. It wasn’t long before I was engaged in a casual conversation...
Eugene Fernandez's insight:

Courageous conversations provides an opportunity to shift the frame and is an antidote to inertia.

Our Intent matters and Kristin's highlights an important guiding principle of "name, don't blame"

Her 7 point voting list allows for dissenting views to be framed with a further opportunity for dialogue.

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IBM Infographic: Reinventing the rules of engagement - United States

IBM Infographic: Reinventing the rules of engagement - United States | DOORs to Leadership and Change | Scoop.it
Eugene Fernandez's insight:

Results of over 800 interviews from CEO's in over 20 industries conducted in  2013. Three areas for Action were identified:

Embrace disruptionBuild shared valueDare to be openThe full report can be sourced at: http://public.dhe.ibm.com/common/ssi/ecm/en/gbe03579usen/GBE03579USEN.PDF
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Global Risks 2014 - World Economic Forum

Eugene Fernandez's insight:

This report from the World Economic Forum highlights the deep, complex and profound problems confronting us.  To address these wicked problems, we need to leverage and enact the kind of thinking that goes beyond the same thinking we used to create these problems" - drawing on one of Einstein's famous quotes.

The report explores the nature of systemic risk, focusing on 10 Global risks of highest concern in 2014.
1    Fiscal crises in key economies
2    Structurally high unemployment/underemployment
3    Water crises
4    Severe income disparity
5    Failure of climate change mitigation and adaptation
6    Greater incidence of extreme weather events
    (e.g. floods, storms, fires)
7    Global governance failure
8    Food crises
9    Failure of a major financial mechanism/institution
10   Profound political and social instability

Trust, Long-term thinking, Collaborative multi stakeholder action and Global Governance were seen as important enablers to address some of these risks.

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Tracing anthropogenic carbon dioxide and methane emissions to fossil fuel and cement producers, 1854–2010 - Springer

Tracing anthropogenic carbon dioxide and methane emissions to fossil fuel and cement producers, 1854–2010 - Springer | DOORs to Leadership and Change | Scoop.it
Eugene Fernandez's insight:
The analysis presented here focuses attention on the commercial and state-owned entities responsible for producing the fossil fuels and cement that are the primary sources of anthro-pogenic greenhouse gases that are driving and will continue to drive climate change. The results show that nearly two-thirds of historic carbon dioxide and methane emissions can be attributed to 90 entities
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Hierarchy is Good. Hierarchy is Essential. And Less Isn’t Always Better

Hierarchy is Good. Hierarchy is Essential. And Less Isn’t Always Better | DOORs to Leadership and Change | Scoop.it
I was raised to view hierarchy as a bad thing. My late father, an entrepreneur, often ranted about the idiocy he battled in the corporate and government bureaucracies that made life difficult for his
Eugene Fernandez's insight:

A timely article (book) given the current discussions about Zapos using the concept of Holacracy (diminishing or getting rid of managers and distributing power to the rest of the group).

This is not altogether new but refashioned or recloaked for this decade. Anyone remember Ricardo Semler and his work with SDWT at Semco.

 

Semler flattened the organisational hierarchy, and abolished rules and regulations, preferring to risk occasional abuses rather than perpetuate the patronising stance of before. 'When we introduced flexible hours, we decided to hold regular meetings to track problems and decide how to deal with abuses and production interruptions. That was years ago, and we haven’t yet held the first meeting'.

 

Semler did not appoint team managers. He believed that the right person for each role in the team would naturally emerge. Staff determine their own salaries and take part in profit-sharing. The organisation has an open book policy, whereby monthly figures are distributed to all staff. There are no secrets such as management salaries…

 

Ok I must confess I haven’t read the book Holacracy but only the articles circulating on-line and given I like the term I might be tempted to buy the book.

 

Bob's article is timely as with our journey with SDWT's we discovered along the way that hierarchy was necessary and useful and in many ways hardwired in us as a species.

 

We also discovered that it took time to get to a SDWT and that this was transitory as members of teams change for all sorts of circumstances. The biggest issue we discovered was when things got heated or circumstances turned dire, accountability slipped between the cracks.

 

Current discussions on Hierarchy place it in a dualistic frame. It is neither good nor bad but like most practices needs to be thought through as Bob's article highlights.

 

 

 

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24 Charts Of Leadership Styles Around The World

24 Charts Of Leadership Styles Around The World | DOORs to Leadership and Change | Scoop.it
Different cultures can have radically different leadership styles, and international organisations would do well to understand them.
Eugene Fernandez's insight:

Leadership style is undoubtedly influenced by culture. As culture is a moving feast and we increasingly live in a globalised world, many of these pure styles have porous boundaries - Particularly for countries such as Australia and Canada which are far from monocultural.

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Eugene Fernandez's comment, January 10, 12:24 AM
Cheers John.
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Why a Successful Transition is a Great Legacy

Why a Successful Transition is a Great Legacy | DOORs to Leadership and Change | Scoop.it
As you’ll know from my earlier posts, I firmly believe in following your intuition, especially in relation to the most important decisions in your life. When I joined Burberry in 2006, it was not
Eugene Fernandez's insight:

A first person account about a successful ‘Leadership Transition’. Angela openly shares some of her insights and quandaries, something more leaders could do. Her reference to relying on her Intuition and Instinct was refreshing to hear, as they are generally terms that are much maligned. Intuition is a non-rational process and should not be mistaken for irrational as some of the replies allude to. Current research around neuro-science and psychology are reaffirming the power of listening to the three brains- The gut, the heart and the head.

 

I found many of the responses just as interesting, including insights about how the organisation is viewed from an employee and community perspective. Whilst this was not the focus of Angela's article, it nevertheless highlights the multifaceted lens and expectations that people have of both Leaders and Organisations. As many leaders operate within a rarified self-referential space this is a useful counter balance. I am sure Angela has read the comments and will hopefully reply, it will add congruence to her belief about open and honest communication.

 

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The strategic yardstick you can’t afford to ignore | McKinsey & Company

The strategic yardstick you can’t afford to ignore | McKinsey & Company | DOORs to Leadership and Change | Scoop.it
A systematic scan of the economic-profit performance of nearly 3,000 global companies yields fresh insight about where and how to compete. A McKinsey Quarterly article.
Eugene Fernandez's insight:

Chris Bradley from the Sydney office at Mckenzie discusses the primary goal of strategy as 'Beating the Market' and 'Fighting Profit Depleting Forces'. He provides an excellent analysis  highlighting empirical based evidence to look at the application of company strategy and its link to 'Economic profit'.

Companies in the top quintile have 2.5 times the capital flow than the bottom- They get proportionately more capital because they get bigger.

If you are at the top quintile there is a 50/50 chance you will stay there. You have a 79% chance of remaining in the middle quintile companies if you are there. The 11% that jump into the top quintile had revenue growth on average of 21% a year to get there and added 18 points to ROIC.


Of the 37 companies in their sample who moved from the middle to the top the vast bulk of them are dependent on the industry they are a part of. The industries such as telecommunications and mining jumped an average of 39 places up the industries ladder. To get up to the top quintile you need to jump on to the escalator called the industry moving trend.

What role does Industry play in driving economic profit of companies?
If you are in a good industry you are three times as likely to generate a market leading profit, though there are a number of very average companies in leading industries. the strategy is to try and untangle the links between firm performance and industry performance.
The data shows 40% of economic profit can be attributed to which industry a company belongs to.

 

The other 60% is around your branding, segments, categories and the ability to focus strategies on where you compete including moving resources based on identified strategies based on what I call Capacity, Capability and Capital (Human) and the unique strategic advantage inherent in this.


Bradley's final analysis - if you are in the top quintile you have a 50/50 chance so his analogy is to 'use it or loose it'. If you are in the middle it is hard to escape it - he calls it the 'battle of inches' it will take an extraordinary sustained strategy coupled with a favourable industry trend to move.

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Mastering the building blocks of strategy | McKinsey & Company

Mastering the building blocks of strategy | McKinsey & Company | DOORs to Leadership and Change | Scoop.it

In conversations with senior executives, we occasionally hear some version of this saying: “I’d rather have a good strategy and great execution than vice versa.” This attitude reflects confusion about what great strategy is.


Via Annette Swann
Eugene Fernandez's insight:

Themes that stand out in this excellent article include:

The need to challenge norms and myths within the organisation

Grappling with the unknown therby developing the skill and mindset to work within uncertainity

Strategy and Execution are equal partners

Also, dont miss the link to a related article titled 'Strategic Yardstick'

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Graeme Reid's curator insight, October 30, 2013 5:28 PM

Interesting article on setting strategy by McKinsey's.

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Warren Buffett’s Warning: Don’t Lose the Game by Trying to Bat a Thousand

Warren Buffett’s Warning: Don’t Lose the Game by Trying to Bat a Thousand | DOORs to Leadership and Change | Scoop.it
Why my dad urged us to fail (occasionally).If you had the resources to accomplish something great in the world, what would you do? That was effectively the question my dad, Warren Buffett, posed to
Eugene Fernandez's insight:

Thanks Howard for an uplifting article. Time, risk and failure are all intertwined and I count myself fortunate that I can test their limits, understanding that the vast majority of humanity can ill afford that magnitude.

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HR Magazine - Organisations not confident about leadership capability, Harvard Business Publishing finds

HR Magazine - Organisations not confident about leadership capability, Harvard Business Publishing finds | DOORs to Leadership and Change | Scoop.it
Eugene Fernandez's insight:

Leadership is a critical capability within organisations, though you wouldn't know this was the case in many organizations. In my opinion the degree of strategic significance and subsequent investment in this key enabler is directly related to the Leadership practices of the Executive and the Board. Learning about and practicing Leadership takes time and concerted effort. Attending a training program or a virtual learning seminar thereby ticking the box on Leadership is a poor investment and enabler. You may increase your cognitive understanding of it but this does not necessarily impact on where it really counts – The Practice of it.

 

One way of overcoming the argument that ‘we don't have time to learn about leadership’ is to embed the learning of Leadership within what people do at work, i.e. embed it within their daily practice and use their daily practice as a means to learn about leadership, this is a creative way around the problem. Any issue, problem or crisis can be used as a means to learn about leadership, you can then use the plethora of rich free Data out there to then reinforce the theory. Notice that this is the other way around from what many business schools and training providers offer. This though demands that the Training or OD function (If you are lucky to have one) or Senior Managers view this as a systemic intervention rather than a tick the box exercise.

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Why working for a psychopath can be great

Why working for a psychopath can be great | DOORs to Leadership and Change | Scoop.it
THEY'RE the villain of the moment, portrayed as a hidden menace who lurks quietly among us.
Eugene Fernandez's insight:

 

Unfortunately the sensational one-liners detract from what I am sure is good research. There is nothing new here; we are one again led down the well-worn pathway of identifying and celebrating examples that fit the sensational aspect of Leadership and Entrepreneurship. This discounts other examples that would directly contradict the research and analogy drawn. I haven't heard of Richard Branson being a psychopath or perhaps I wouldn't know, as I haven't worked for him.
My guess is that the wiring associated with the Amygdala is somehow different for entrepreneurs and they view risk differently - Now that would be an interesting PhD study.

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Stephen Hinwood's comment, August 29, 2013 7:17 PM
The presented information has made me think whether the psychopaths and entrepreneurs are capable of adequately assessing consequence, as opposed to simply being OK with taking more risk. It would be extremely interesting to probe this further and see percentages of entrepreneurs who succeed or fail by task, not by person and to somehow assess their ability to assess risk, as opposed to simply accepting higher risk. I suspect that would seriously shock some people. Someone should do a PhD on furthering this work!
Eugene Fernandez's comment, August 29, 2013 7:56 PM
That's a great point Stephen about whether they weigh up the likely consequences of their decisions or just go ahead irrespective of this. Do they weigh risk purely with an objective, rational and dispassionate lens ignoring the consequences to people etc would be useful to know.
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Losing Touch - Power diminishes perception and perspective

Losing Touch - Power diminishes perception and perspective | DOORs to Leadership and Change | Scoop.it
Eugene Fernandez's insight:

This short article refers to research by Galinsky et al. on the effect of power on perspective-taking and suggests that power reduces the ability to understand how others see, think, and feel.

According to Galinsky, these findings may also give insights into how leadership can be harnessed to make global leaders more socially responsible.

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How much can an extra hour's sleep change you?

How much can an extra hour's sleep change you? | DOORs to Leadership and Change | Scoop.it
Eugene Fernandez's insight:

Most Managers and Executives that I work with are sleep deprived and in most instances an additional hour's sleep makes all the difference. ( speaking from personal experience as well) This short article will convince you of the benefits. 

 

Sleep is a key ingredient, it  plays a vital role in processing memory from short-term to long-term storage, and if you dont get enough of it, you are prone to loose those memories.

 

The study also highlighted other more dangerous manifestations including genes that are associated with processes like inflammation, immune response and response to stress became triggered and more active.

 

 

 

 

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The Future Of Jobs: The Onrushing Wave

The Future Of Jobs: The Onrushing Wave | DOORs to Leadership and Change | Scoop.it
IN 1930, when the world was “suffering…from a bad attack of economic pessimism”, John Maynard Keynes wrote a broadly optimistic essay, “Economic Possibilities for our Grandchildren”.
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Leading from the Bottom

Leading from the Bottom | DOORs to Leadership and Change | Scoop.it
We have been long term advocates of J.B. Quinn’s inverted hierarchy model for new service led economies.Essentially Quinn’s argument was that the vast majority of jobs in the developed world (arou
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How hot-desking offices can wreck productivity

How hot-desking offices can wreck productivity | DOORs to Leadership and Change | Scoop.it
Reduced office space may have yielded savings, but at what cost to workers' productivity?
Eugene Fernandez's insight:

Focus and reflective space is very important given our capacity for attention is small. Findings in neuroscience and my Doctoral research highlights that our conscious awareness barely makes up 5% of working memory.

 

As Ross's article highlights open plan offices diminish the opportunity to focus. Focus according to research conducted by Gensler a big US office design firm is a key attribute of workplace effectiveness.

 

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Build a 'Quick and Nimble' Culture

Build a 'Quick and Nimble' Culture | DOORs to Leadership and Change | Scoop.it
Author Adam Bryant describes innovative tactics used by effective CEOs.
Eugene Fernandez's insight:

Culture like the air we breathe permeates everything in organisations.

In keeping with the articles advise three key points stand out:

 

View culture as a dynamic process that needs to be deeply reflected on and influenced.

Focus on three key values (as opposed to a list) as business enablers and integrate and drive their implementation.

Encourage, demonstrate and hold conversations that matter.

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When Life Loses Its Meaning: The Heavy Price of High Achievement

When Life Loses Its Meaning: The Heavy Price of High Achievement | DOORs to Leadership and Change | Scoop.it
Are You Just Going Through the Motions?
Eugene Fernandez's insight:

A healthy reminder about what is important in life. If some of the symptoms refer to you, then 2014 is an opportrune time to embrace what you want more of in life.

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The Five Traits of Highly Adaptive Leadership Teams - Research from BCG

Eugene Fernandez's insight:

The Five Traits:

One Voice

Sense & Respond Capacity

Information Processing

Freedom within a Framework and

Boundary Fluidity.

 

Coupled with their 4 principles of Adaptive teams:

Distributed leadership

Optimal Talent Mix

Clear Charter and

Mutual Trust, provides a powerful framework for creating and sustaining Highly Adaptive Leadership Teams.

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Eugene Fernandez's curator insight, November 17, 2013 7:14 PM

The 5 traits which include:

One Voice

Sense & Respond Capacity

Information Processing

Freedom within a Framework and

Boundary Fluidity.

Coupled with their 4 principles of Adaptive teams:

Distributed leadership

Optimal Talent Mix

Clear Charter and

Mutual Trust, provides a powerful framework for creating and sustaining Highly Adaptive Leadership Teams.

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Making Leadership Happen- A Centre for Creative Leadership White Paper

Eugene Fernandez's insight:

I have Facilitated the Centre for Creative Leadership's 'The Looking Glass Experience' - Leading for Organisational Impact program at Mt Eliza Business School for the last decade and appreciate their  skill at simplifying complex processes. The DAC model (Direction, Alignment and Commitment) elaborated on in this paper are three interrelated mechanisms that make Leadership happen.

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How bad are US debt levels?

How bad are US debt levels? | DOORs to Leadership and Change | Scoop.it
The US debt position is creating global economic uncertainty, but how much money does the US owe, and how does it compare with other major economies?
Eugene Fernandez's insight:

IMF data - Australia and China only predicted to move to surplus by 2018.

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Bad advice: Why the future won't be like the past

Bad advice: Why the future won't be like the past | DOORs to Leadership and Change | Scoop.it
It's easy to get bad advice from successful people. Here's why: Successful people assume that the same circumstances that prevailed while they were achieving their success will generally prevail while you are pursuing yours.
Eugene Fernandez's insight:

 

Good advise on 'Bad Advice' - Best to look at the potential severity of an event when exploring ‘Probabilities’ linked to the future. I can’t help but think about Japan and its placement of the Fukushima reactor and the lack of 'Foresight' associated with exploring ‘Risk’.

The article sums it up in a quote by Nassim Nicholas Taleb, - in his seminal book entitled The Black Swan: "It does not matter how many times something succeeds, if failure is too great to bear."

 

The final quote in the article ends with a positive statement. “Living well even when fortune does not favour us”.

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The Great Dictator (1940) - Charlie Chaplin - Final Speech - Music - Hans Zimmer - Time - Subtitles

The Great Dictator (1940) - Charlie Chaplin - Final Speech - Music - Hans Zimmer - Time - Subtitles | DOORs to Leadership and Change | Scoop.it
The Great Dictator (1940) - Charlie Chaplin - Final Speech http://www.imdb.com/title/tt0032553/ An inspiring speech from an often unheard voice. How true its...
Eugene Fernandez's insight:

"I dont want to be an Emperor' A great speech that holds true today as it did in Charlie Chaplin's time.

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