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This year’s Value Creators report published by The Boston Consulting Group explores how companies can use value patterns to unlock new sources of value.
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Working professionally with leadership and management storytelling I collect gold nuggets on the subject, that I find useful, educational and inspirational to others.
Stories you and learn and grow from. And issues that will provoke personal reflection and constructive action.
My aim is to provide you with insight into the latest trends - but at the same time stear clear of easily digested stories that leaves you with nothing but empty calories and meaningless buzzwords.
The subjects featured here all relates to the complex reality that leaders must navigate in todays business world.
You're welcome to connect via:
I hope you'll be inspired.
The biggest problem we have in contemporary society is not that we do too little but that we try to do too much. All the pressures in the workplace and in the social domain are about collaborating, speaking up, stepping forward, leaning in - doing practically anything to be noticed and to get ahead. When all is said and done, doing nothing does not get much press.
Doing nothing is socially unacceptable. That's why we're so afraid of it.
Adam Grant elaborates on the many courses and Facebook pages that pledges you to get involved. In this LinkedIn commentary Grant points to evidence that supports five better ways to promote giving.
1. Invite Commitments to Specific Acts of Giving
2. Make the Behavior — Not the Signature — Public
3. Highlight the Right Reason to Give
4. Encourage Reflection on Past Contributions
5. Humanize the Need
Research says empathizing with our customers helps us overcome creative blocks and feel more energized than ever.
A degree of success can breed complacency. We grow confident in our creative process and start cruising along in the comfort zone. It feels safe but this is how we can become insulated and out-of-touch. Our performance dips and our ideas start to lose their real-world relevance. If this sounds like you, it could be time to reconnect with your audience – the end-users and customers who will benefit from your best work.
Innovation is highly relevant to every organization. Yet, eighty percent of innovation projects never reach the market. Many have a false start. Gijs van Wulfen's book, The Innovation Expedition, is written to inspire you with practical tools on HOW to start innovation effectively.
If the tech scene is really a meritocracy, why are so many of its key players, from Mark Zuckerberg to Steve Jobs, white men?
If entrepreneurs are born, not made, why are there so many programs attempting to create entrepreneurs?
If tech is truly game-changing, why are old-fashioned capitalism and the commodification of personal information never truly questioned?
The Myth of Meritocracy
The myth is that anyone can come from anywhere and achieve great success in Silicon Valley if they are skilled. It holds that those who “make it” do so due to their excellent ideas and ability, because the tech scene is a meritocracy where what you do, not who you are, matters.
There is some truth to this statement. To a certain extent, there is a lower barrier to entry in tech than in some other industries. Having a famous father or coming from an old money family would not necessarily be an asset as it might in banking (it wouldn’t necessarily hurt, either). And certainly the highest status in the tech scene comes from one’s job rather than family name, although wealth factors considerably into status.
I frequently heard variations of the saying “everyone wants to take the pretty girl to the dance,” which refers to the tendency venture capitalists have to cluster around popular deals. (The prevalence of this phrase is very revealing of who is in these meetings.) In reality, everyone wants to be in business with young, white, male entrepreneurs with connections to high-status people, a pedigree from certain companies, a well-known mentor. Sharon Vosmek, CEO of the nonprofit Astia that helps fund women entrepreneurs, identified “systematic and hidden biases” in technology funding:
VCs hold clear stereotypes of successful CEOs (they call it pattern recognition, but in other industries they call it profiling or stereotyping.) John Doerr publicly stated that his most successful investments — and the no-brainer pattern for future investments — were in founders who were white, male, under 30, nerds, with no social life who dropped out of Harvard or Stanford.
Large corporations and conglomerates, the engines of growth and vitality in the twentieth century, have lost their edge and their image. They have proven themselves unable to innovate, and they have lost more jobs than they create.
It’s time to move on to a new way of thinking, living, and doing business.
Are you an enforcer? Or maybe you're more of an emotional quarterback? A well-balanced team has a few superpowers like these that transcend role or experience.
We develop and use expert intuition every day, in all kinds of tasks. Most professional training increases expert intuition, but expert intuition can be the enemy of innovation. Expert intuition cannot solve a strategic or creative problem, which by definition is a new situation.
William Duggan of Columbia Business School discusses a set of steps that can be used to apply strategic intuition, outlining a formal method for innovation.
A method for developing innovation.
2020 isn’t the future; the future is now. Every day, the look and feel and function of marketing is transforming radically - and so the means to keep up must be transforming too.
David Butler is the VP of Innovation and Entrepreneurship of at The Coca-Cola Company – responsible for finding breakthrough innovation and building an entrepreneurial culture. Here’s how he’s shaping the future of corporate innovation.
Great blog post by Steve Blank on LinkedIn.
Innovation is the art of bringing together innovation culture rules and a business model.
Another fine blog post by Henry Doss.
I suggest you follow Henry on Twitter here: @HenryHartDoss
To reap the benefits of open innovation, managers must understand what to open, how to open it and how to manage the resulting problems.
Which parts of your innovation processes should you open up to the wider world?
I got an email at 5 in the morning that made me angry. It pressed every button. It accused. It threatened. It cc-ed people. It attempted to make me feel guilt. It attempted to make me feel fear.
The biggest consultancy firms - the McKinseys and Janeses of the world--make many millions of dollars predicting the future and writing what-if reports for clients.This model is built on the idea that those companies know best -- and that information and ideas should be handed down from on high.
But the future of geopolitical consultancy will belong to the crowd.
By the middle managers obsession with constantly chasing efficiencies alone, there is little ‘slack’ for innovation and new learning. Their measurement is often based on this efficiency and effectiveness emphasis and not on generating innovation.
Accenture’s 2013 survey of US retail banking customers finds that traditional providers need a radically new approach to distribution.
Accenture research highlights five key findings that underscore the need for a more radical approach:
Retail banks are managing a tenuous relationship with their customers. Customers still value what they get from branches—but they also want more online. In fact, customers acquired more than one third of traditional retail banking products from institutions other than their primary bank.
The branch-banking conundrum. Nearly four out of five customers say they expect to be visiting their local branch just as frequently—or even more frequently—five years from now, in large part because 66 percent of them still prefer to talk to a person rather than purchase a banking product online.
The cross-selling challenge persists for full-service providers. US banks have plenty of information about their customers, but our research shows, that many don’t necessarily know how to make sense of it. As a result, customers are shopping around.
The digital era has arrived. Digital banking is becoming essential. Consumers view online banking as the single most important area for banks to invest in and develop. Mobile banking activity has increased nearly 50 percent since 2012, with nearly one-third of customers active at least once a month.
The potential of social media and video conferencing remains untapped. Some customers are seeing tangible benefits from blending social networks with financial activities. Well over a third, for instance, say they would like to be able to locate branches through social media.
How Lippincott the branding and strategy firm behind Coca-Cola's swirl Starbucks's logo and Samsung's global identity fuses creativity and analytics.
Instead of seeing talent as merely the unique contribution we all have to share with the world, it’s common to associate talent only with a celebrated few.
How would things be different in the world if we viewed talent as less a matter of genetic disposition and more a reflection of purposeful determination?
John E. Michel is a fellow curator on Scoop.it. You can find his scoops @John Michel.
You can also follow John on Twitter here: @JohnEMichel
A wider international movement of CEOs, investors, and business-school professors hope to transform the way business is done, and create a more “sustainable” system of capitalism.
B Corp, Conscious Capitalism - more than a coincidence!
Ist das überhaupt noch eine Frage? #Langsamdenker
New research shows that we are more likely to pay greed forward than generosity. Story from Scientific American.
Ten mega corporations control the output of almost everything you buy; from household products to batteries. But it gets even crazier who when you see who controls the money.
Great brand overview.
This tool helps you design a strategy canvas with value curves like they are proposed by in the Blue Ocean Strategy by W. Chan Kim and Renée Mauborgne
Leading Beyond the Status Quo - Do You Deliver and Receive Feedback as a Gift?
Outstanding perspective from an outstanding leader.
How do you present a business idea to someone? Tim Kastelle takes a look at the challenge. As he says: "I don’t care about your features, I care about getting problems solved."
References to work by Alex Osterwalder and Guy Kawasaki: