Leaders cannot win in today’s business world with yesterday’s tools and strategies. In a slower moving, less confusing and more predictable world, things just didn’t change too much, too often or too dramatically.
The problem now is that world does not exist any more! As a result, the mindsets, attitudes, beliefs, processes and leadership competencies that have served us in the past, are not likely to be appropriate today, or in the near future. Leaders need to discover what’s next and play an active role in enacting the change.
The purpose of this site - Excellent Business Blogs - is to highlight some of my favorite articles, videos, graphics and audio that offers a fresh perspective on the transition we face in the modern workplace.
My personal aim is to provide you with stories you can learn and grow from. The kind of stories that provokes personal reflection and constructive action.
Many of the challenges faced by an organisation wanting to innovate boils down to talent management, areas often directly under the influence of HR. In this study, we explore whether HR has become a partner yet in innovation.
Change is in the air. With disruptive technologies hitting businesses from the outside in and the inside out, how companies invest in technology and ultimately how people use it to get work done is under significant re-evaluation.
The definition of the word "success" in the business world is almost always interchangeable for “profitable.”
When that word is used in boardrooms and executive speeches, the meaning is usually pretty clear.
But what does the word "innovation" signal?
It’s been perhaps one of the biggest corporate buzzwords and initiatives for decades. Mention the word innovation to two people in the same organization and what are the chances they would give you the same definition?
They would probably apply it to different functions as well. Is innovation a new product line? Does it represent an improved process for efficiency? Is it a great idea?
As the Internet of Things (IoT) spreads, the implications for business model innovation are huge. Filling out well-known frameworks and streamlining established business models won’t be enough. To take advantage of new, cloud-based opportunities, today’s companies will need to fundamentally rethink their orthodoxies about value creation and value capture.
Over-switching is a natural part of the adaptation process. The trick isn’t to make it go away; it’s to try your best to convert these inevitable errors into valuable learning opportunities. First, you need to understand the cultural code.
How can a companies’ ability to innovate be improved?All innovation activity can be traced back to the behavior of employees. That makes the employee the center point of attention, if you want to improve your innovation ability.
Kenneth Mikkelsen's insight:
This article is built around the question: Which personal abilities and traits as well as organizational culture enable an employee to be innovative?
There is a particular, awful feeling you get working in a company that is sinking. You can tell the minute you walk in the door that the energy is off. If you pay attention to the vibe you get on a job interview, you’ll know when a company is broken. People don’t look you in the eye. No one wants to be there, but you might take the job regardless if you’re out of other options.
As a company it is crucial to have your own social media policy and design, working out a clear-cut, preventive strategy.
Many companies, no matter how big, often delegate these tasks to their tech department, social media lab or innovation guys. Deadly wrong.
To be strong online, with a clear identity and an original message, you need vision, not a bunch of media-wise kids showing up at work in shorts and flip-flops. Is the CEO aware of the ambiguities, power and cunning ways of the web?
Has the board agreed on a common perspective, how to link to your clients, how to shape your own community, how friendly you want to appear on Twitter, Facebook, Pinterest?
Given the speed and skill with which today’s companies move -- especially technology businesses -- competitive advantage derived from a product or idea can be erased at a moment’s notice. But strong culture never dies. Culture isn’t just a set of inspirational sayings and wall ornaments. Culture is what you collectively believe and -- in practice -- what you collectively do.
How can companies make culture systemic? First and foremost, make it endemic to personnel decisions. Put culture at the core of why you hire, fire and promote people.
Communities are essential agents for change in an era of open innovation. The CEO of 3D Robotics—and former editor in chief ofWired—shares his own experience in harnessing the power of communities. He also explains how traditional companies can tap into this disruptive force.
The era of the traditional marketing campaign is ending. In this interview, McKinsey’s David Edelman explains what companies get wrong when it comes to digital marketing and the changes needed to better engage consumers.
Kenneth Mikkelsen's insight:
To understand the changing nature of marking I strongly encourage you to also read the July/August 2014 edition of Harvard Business Review. In particular this article: The Ultimate Marketing Machine.
Business model innovation(BMI) is risky, but when companies do it with agility, they thrive. This article looks at how Return Path, the global leader in email marketing, met the challenge of applying BMI successfully. The authors interviewed up to 700 CEOs to better understand BMI drivers.
Kenneth Mikkelsen's insight:
Business model innovation is the development of novel configurations of resources and transactions to create new markets or serve markets in new ways.
Two-thirds of executives surveyed for the GE Global Innovation Barometer believe businesses have to encourage creative behaviors and must disrupt their internal processes in order to do so. They are taking action, embracing the need to transform and adapt to an unprecedented - and at times undefined - reality.
Quarterly earnings guidance has outlived its usefulness.
There are instances when it might be perfectly legitimate and value enhancing to issue earnings guidance in an effort to inform the market about material disruptions, shifts in the business model etc., but on the whole, the practice is not a helpful way of building a sustainable business that is geared to succeed in the long-term.
Uncertainty is a double edged sword in the human experience - it provides us with excitement, but it also causes us a great deal of stress and discomfort. One of the tricks of life is learning how to stay on this razor’s edge between adventure and catastrophe.
We’ve all heard of “paying it forward” - the idea that one thoughtful act on someone’s part can touch off a chain reaction of good deeds. These are simple, inexpensive gestures that brighten a customer’s day and generate loyalty.