Leadership, Strategy & Management
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If You're Not Helping People Develop, You're Not Management Material

If You're Not Helping People Develop, You're Not Management Material | Leadership, Strategy & Management | Scoop.it
Facilitating employee learning should be a non-negotiable competency.


Skilled managers have never been more critical to the success of firms than they are today.  Not because employees can’t function without direction, but because managers play a vital role in talent management.

Emeric Nectoux's insight:

Good managers attract candidates, drive performance, engagement and retention, and play a key role in maximizing employees’ contribution to the firm.


Poor managers, by contrast, are a drag on all of the above.  They cost your firm a ton of money in turnover costs and missed opportunities for employee contribution, and they do more damage than you realize.

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Leadership, Strategy & Management
Inspirational stories and valuable insights into leadership, management and strategy trends
Curated by Emeric Nectoux
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Responsive.org - Manifesto

Responsive.org - Manifesto | Leadership, Strategy & Management | Scoop.it

About the Responsive.org Manifesto

The Responsive Organization Manifesto describes the disruptive factors impacting work today and the fundamental shifts organizations are making to take advantage of those changes. This document is not meant to be exhaustive or to convince people who may not already agree. It is only meant to catalyze those who do agree around a common starting point. Many business and thought leaders are already thinking deeply about these shifts. This document is a common framework around which like-minded people can connect and develop the deeper insights necessary to act.
In the spirit of emergence and experimentation, this manifesto is meant to be a living document which will be updated as our understanding of these shifts and how to communicate them improves.

Emeric Nectoux's insight:

No need to say more...

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Corinne BUHAGIAR's curator insight, February 9, 2016 3:45 PM

The picture is self-explanatory !

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3 idées reçues sur l'holacratie et le management horizontal

3 idées reçues sur l'holacratie et le management horizontal | Leadership, Strategy & Management | Scoop.it

L'idée de l'holacratie c'est de gérer une entreprise comme une ville, propose Charles Miglietti (Toucan Toco). L’idée de l’holacratie, c’est de gérer une entreprise comme une cité. Dans une ville, les personnes et les commerces s’autogèrent. Le but est de produire un système semblable où les employés agissent comme des entrepreneurs. Ils prennent des décisions en autonomie tout en respectant l’alignement stratégique de l’entreprise.

La différence avec le système traditionnel c’est que la hiérarchie n’est pas imposée. Elle prend la forme d’entre aides à la demande des salariés. En contrepartie, les employés sont considérés comme responsables de leurs actes, ils doivent devenir des entrepreneurs sur leur périmètre.


Via Fouad Bendris
Emeric Nectoux's insight:
L’holacratie est un nouveau style de management horizontal. L’autorité et les prises de décisions appartiennent aux salariés et à des équipes automanagées. Chacun est autonome et choisit ses missions tout en respectant l’alignement stratégique de l’entreprise. Les employés adhèrent à une vision commune. La communication et la culture d’entreprise sont donc des valeurs centrales qui fédèrent l’équipe.
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Fouad Bendris's curator insight, April 30, 8:13 AM
L’holacratie est un nouveau style de management horizontal. L’autorité et les prises de décisions appartiennent aux salariés et à des équipes auto-managées. Chacun est autonome et choisit ses missions tout en respectant l’alignement stratégique de l’entreprise. Les employés adhèrent à une vision commune. La communication et la culture d’entreprise sont donc des valeurs centrales qui fédèrent l’équipe !
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Traits of Truly Agile Businesses

Traits of Truly Agile Businesses | Leadership, Strategy & Management | Scoop.it

Many organizations, in pursuit of growth, understand the need to be agile in every aspect of their business—from faster decision making to more flexible operations to collaborative ventures. Yet, there is often a gap between that awareness and cohesive action. The Accenture study on agility explores the common characteristics of agile businesses.


Via Kenneth Mikkelsen, Djebar Hammouche
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Claude Emond's curator insight, October 24, 2014 8:30 PM

Leadership diversity is one of the key factors

Miguel Paul Trijaud Calderón's curator insight, December 23, 2014 4:52 PM

Agile, a cool business model 

The Agile Monks's curator insight, January 14, 2015 3:12 PM

The challenge in getting diverse leadership is that too many companies are afraid to hire creative thinkers who have different ideas on how to express their art, than the existing leaders. To much of the same gets you just the same and less over time. Companies need to hire people with a variety of insights and approaches, including ones that are challenging to the existing patterns and approaches. Additionally, they need to create, mentor and support the concept of Self-Organizing Leaders and empower people and their teams through Radical Honesty. Check out more information here in the future as we The Agile Monks talk about Agile, Lean, Honesty, having a Code/Creed to operate under, and show how Radical Honestly get you AGILE and successful far faster than the just practicing agile concepts.

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What’s Your Digital ROI?

What’s Your Digital ROI? | Leadership, Strategy & Management | Scoop.it
The age of digital disruption is here, and no company is immune. Leaders who believe their companies can afford to be cautious in their digitization overhaul should think again. While they may be moving slowly and carefully, competitors are moving at great speed. Still, companies can’t afford to hastily throw resources into strategies that won’t work. So what’s a company to do? That’s where the digital ROI framework comes in.

Digital ROI allows companies to gauge how well investments are paying off throughout a firm’s entire ecosystem during a digital transformation. It reveals whether companies should pause and reset if necessary or push harder for strategies that are working.

The digital ROI framework balances digital investments in several focus areas. Each focus area is then associated with specific performance indicators. In this way, the framework can provide the holistic view companies need to ensure an organized and effective digital transformation while adhering to broader strategic goals.

Key to the framework is taking frequent measurements of what is working and what isn’t, how much time those actions are taking, and whether they are boosting revenues and cutting costs. This allows companies to track and calculate the impact of their digital initiatives more accurately, retool when necessary, and make teams accountable for their roles. The exhibit below shows how a company's digital ROI framework might look. 

For most companies, regardless of size, industry or geography, digital investment can be broken down into six strategic focus areas: customers, employees, operations, safety and soundness, infrastructure, and disruption and innovation. Each focus area is assigned a goal (or goals) that works toward the desired digital transformation, and each goal is given specific performance indicators and a timeframe to hit that mark. Many of the metrics will be quantitative, but they should be balanced with softer, more qualitative judgments of progress. Both kinds of metrics must be appropriate to the company’s industry and geography and aligned to its overall strategy. And they must be made a part of every employee’s individual performance objectives in order to drive the change required. 


Via Fred Zimny
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Comprendre les indicateurs clefs de performance (KPI)

Comprendre les indicateurs clefs de performance (KPI) | Leadership, Strategy & Management | Scoop.it

Le concept d’indicateur clef de performance, ou key performance indicator (KPI) en anglais, est très étroitement lié au concept d
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The Effects of IoT on Corporate Strategy

The Effects of IoT on Corporate Strategy | Leadership, Strategy & Management | Scoop.it
With its rapidly accelerating expansion and far-reaching effects, the Internet of Things (IoT) is demanding that technology have a broader inclusion within co
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3 Questions to Identify Strategic Objectives

3 Questions to Identify Strategic Objectives | Leadership, Strategy & Management | Scoop.it
strategic objectives. With that information, we will be in a strong position to identify a content marketing strategy specific to each business unit’s needs.
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Why Boards of Directors Need a Digital Leader

Why Boards of Directors Need a Digital Leader | Leadership, Strategy & Management | Scoop.it
THOMAS H. DAVENPORT: Find an experienced digitizer and add that person to the board of directors.
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Ian Harris's curator insight, April 20, 2016 6:54 PM

Hear! Hear! Is there a digital leader on your management team?

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Lead with ICE

Lead with ICE | Leadership, Strategy & Management | Scoop.it

With all the changes required to enable a disruptive organization, leaders can sometime get overwhelmed or confused on their role. Recently I had a discussion with a senior executive about how to lead such a disruptive transformation in an organization without creating resistance, ensuring that the whole organization from board members to executives are pulling on the same rope. Not an easy task but here is why I believe a simple 3 step focus can help you.

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Five Leadership Traits That Will Make You Invaluable During Digital Transformation

Five Leadership Traits That Will Make You Invaluable During Digital Transformation | Leadership, Strategy & Management | Scoop.it

Every successful business in today’s market is undergoing some degree of digital transformation. With the advancing pace of technology, no business will remain unchanged.

 

Mobile platforms and increased connectivity are quickly altering long-standing business structures and changing roles and responsibilities. Begging the question, are you transforming along with your industry? If not, you risk being left behind.


Via Karl Wabst
Emeric Nectoux's insight:

Although there are many traits required to drive digital transformation, the following five traits should establish you as a leader in your organization – positioning yourself and your business as industry frontrunners:

  • Think Mindset, Not Skillset
  • Ignore Your Job Title
  • Use Your Brain
  • Take Initiative
  • Provide Feedback

 

The digital transformation of your business might be intimidating, it’s a fact of modern life. By cultivating a proactive, adaptable mindset, taking initiative, and demonstrating commitment to your organization’s health, you can ensure you aren’t a casualty in your company’s transformation.

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Karl Wabst's curator insight, May 21, 2016 9:06 PM

Digital transformation is a misleading term. Do not be misled by the word digital. Hardware and software are often the first thing that comes to mind. It is also wrong.

 

The most important component that needs upgrade is employee wetware. That refers to the soft, squishy bit between each set of ears. The ability to be agile cannot be overstated.

 

Bite your tongue any time you feel the burning desire to say, "No, this is how we do things around here!" Listen! Hear, to understand, not to respond! There is a reason you have two ears and one mouth!

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The economic essentials of digital strategy

The economic essentials of digital strategy | Leadership, Strategy & Management | Scoop.it
A supply-and-demand guide to digital disruption.
Emeric Nectoux's insight:

Since digital “makes everything new”—returned to the fundamentals of supply, demand, and market dynamics to clarify the sources of digital disruption and the conditions in which it occurs. We need to explore supply and demand across a continuum: the extent to which their underlying elements change. This approach helps reveal the two primary sources of digital transformation and disruption:



  1. The first is the making of new markets, where supply and demand change less.

  2. But in the second, the dynamics of hyperscaling platforms, the shifts are more profound (exhibit).

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Leading Teams: How to Avoid “Groupthink”

Leading Teams: How to Avoid “Groupthink” | Leadership, Strategy & Management | Scoop.it
Groupthink happens when people are afraid of the consequences of sharing their real thoughts, says team leadership coach Elena Aguilar. Learn the warning signs.

Via Ariana Amorim
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Ivon Prefontaine, PhD's curator insight, April 29, 2016 9:32 AM
Groupthink is a product of a lack of trust, but it is also a cultural phenomenon. Perhaps it is so ingrained in the way things are done that it is hard to shake free. Schools abound with groupthink as people focus on managing rather than leading. It will take courageous leaders and followers to step out of those shadows.
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What Makes A Good Leader?

What Makes A Good Leader? | Leadership, Strategy & Management | Scoop.it
Leaders have a unique talent for rallying people together and getting them passionate about working towards something amazing. This is no easy task, being a good leader is very tough. So much to do,…
Via Rami Kantari
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11 Leadership Guidelines for the Digital Age

11 Leadership Guidelines for the Digital Age | Leadership, Strategy & Management | Scoop.it
“1. Digitalisation requires an unbiased understanding of the external environment.Analogue-era frameworks such as Michael Porter’s “five forces” will need to be revisited, now that the impact of digitalisation is rapidly replacing traditional physical barriers to entry with intangible barriers (e.g. relevant purpose, resonant mission, authenticity and trust) that no amount of industry prominence or cash can overcome.The organisation2. Digitalisation may require a reformulation of the firm’s mission.The environmental shift caused by digital may challenge the very existence of individual companies, even entire industries. Boards and executives will need to question all pre-existing assumptions about the firm’s mission and industrial positioning, as well as the sustainability of its business models and methods.3. The meaning and impact of digital to the firm must be clearly stated.Digital advantage resides largely in the opportunity to customise not only products and services but also organisational strategy and structure. Rather than searching for a blueprint to guide them through digitalisation, firms should define their own digital road map. Leaders can start by developing an in-house dictionary, including entries for “digital” and all related keywords, terms and concepts”
Via Don Dea
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7 Things the Smartest Leaders Do at the Start of Every Year

7 Things the Smartest Leaders Do at the Start of Every Year | Leadership, Strategy & Management | Scoop.it

When we look at the major priorities and initiatives for growing your business in 2017, we need to take a cue from the Global Leadership Forecast study, conducted by DDI and the Conference Board.

Their crystal ball is clear: Leaders just aren't ready to lead. In the research, four of the top 10 human capital strategies CEOs selected as crucial for their companies' success should be focused on, what else, leadership!

This is no joke. Looking ahead, organizations will have to rethink their existing leadership development efforts in order to minimize the risks brought on by unprepared leaders.

As a founder, executive, or manager in charge of your most precious commodity--people--it's time to take inventory of your skills and key behaviors compared with what you'll find the smartest leaders doing in the next 90 days.

Emeric Nectoux's insight:
  1. Smart leaders promote the big picture.
  2. Smart leaders know what's needed to keep their most talented employees happy and engaged.
  3. Smart leaders develop self-awareness.
  4. Smart leaders begin the year by accepting feedback.
  5. Smart leaders start off the year with a commitment to authenticity.
  6. Smart leaders start and finish with integrity.
  7. Smart leaders will create the environment for retaining top talent

 

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~ A Strategic Planning Model

~ A Strategic Planning Model | Leadership, Strategy & Management | Scoop.it

Via AlGonzalezinfo, Djebar Hammouche
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Larry Glover's curator insight, May 19, 2014 10:04 AM

Heading into a Strategic Planning Retreat with a client this coming weekend and so appreciated seeing this succinct description. 

HJJP's curator insight, August 23, 2014 11:24 PM

Excellent in it's simplicity. 

Jean-Guy Frenette's curator insight, January 29, 2016 11:33 AM

PDGPlan

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Les smart machines pourraient défier les DSI

Les smart machines pourraient défier les DSI | Leadership, Strategy & Management | Scoop.it

Au cours des cinq prochaines années, les machines intelligentes influenceront davantage l'activité des entreprises. Un défi pour les DSI.

Les algorithmes et les applications d’intelligence artificielle (IA) permettent aux machines connectées d’assurer des tâches multiples et de prendre des décisions sur lesquelles les humains pourraient perdre le contrôle. Des emplois vont disparaître, d’autres vont émerger. Les DSI devront donc s’adapter et mettre en évidence les risques et les opportunités pour leur organisation.

Au cours des cinq prochaines années, selon la société d’études Gartner, les machines intelligentes influenceront davantage l’activité des entreprises. Et d’ici 2020, le monde abritera plus de 25 milliards d’objets connectés et machines intelligentes. De plus, l’augmentation massive du nombre decapteurs, physiques et virtuels, donnera aux smart machines les moyens de « percevoir » le monde physique et de travailler de manière toujours plus autonome.

Un environnement pervasif

« Les machines intelligentes collectent désormais des informations sur pratiquement toutes les facettes de l’activité humaine de façon continue, ubiquitaire et incontrôlable, sans option pour ‘stopper’ cette activité », a commenté Stephen Prentice, vice-president et associé chez Gartner.

Les atteintes potentielles à la réputation découlant de cette collecte de données incontrôlée sont bien connues. Elles peuvent être « substantielles » et coûter cher. Pour sécuriser les processus tout en tirant profit du potentiel de ces smart machines, ajoute-t-il, les DSI devraient contribuer à « la prise de conscience au sein de leur organisation » sur ces problématiques sensibles.

En savoir plus sur http://www.silicon.fr/smart-machines-intelligence-artificielle-dsi-gartner-118901.html#wMCs4FwtSFi1zgHi.99


Via Yves Pellemans
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Yves Pellemans's curator insight, June 18, 2015 10:55 AM

Mais qui va piloter vos SI d'ici 5 ans ?!? 

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How leaders can make big organizations more innovative

How leaders can make big organizations more innovative | Leadership, Strategy & Management | Scoop.it
Big institutions reward efficiency, risk-avoidance, and predictability, all things contrary to what’s needed for innovation. How can leaders change this?
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How to be a leader in the digital age

How to be a leader in the digital age | Leadership, Strategy & Management | Scoop.it
What does leadership means in today’s world, and how can leaders benefit from digital disruption and breakthrough technologies?
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How CEOs Get Strategy All Wrong (and How They Can Get It Right)

How CEOs Get Strategy All Wrong (and How They Can Get It Right) | Leadership, Strategy & Management | Scoop.it
CESARE R. MAINARDI: Another day, another headline about a major company in trouble. When crisis strikes, leaders are often quick to blame things not in their control. They shouldn’t look elsewhere. They should look in the mirror.
Emeric Nectoux's insight:

There are five things companies and CEOs can do to help close this strategy-to-execution gap:



  • Commit to an identity. A truly differentiating identity is built on bespoke, difficult-to-build capabilities. If a company’s competitors can’t buy these capabilities off the shelf, it gives that company an unbeatable growth engine. Think about Apple. It wasn’t just the genius of Steve Jobs that created all that value, but the capability to develop a single digital system enabling consumers to easily manage media production, consumption and communication. If a leader chooses to be true to his or her company’s chosen identity day in and out, he or she can build an extraordinary company.

  • Translate the strategic into the everyday. Focus on building the handful of unique, cross-functional capabilities that actually deliver on strategy and drive profits. Leaders must roll up their sleeves and be close enough to the execution to become the architect and chief builder of the capabilities needed.

  • Put culture to work. Stop fighting a company’s culture and blaming it for undermining strategy. Start putting it to work instead. No culture is perfect. The key is to identify and leverage the parts that work in a company’s favor. A leader’s job is to help inspire every employee to help execute strategy. This requires consistently and constantly demonstrating, celebrating, and modeling the cultural traits that reinforce strategy.

  • Cut costs to grow stronger. Stop making the classic mistake of going lean everywhere. Start driving growth by cutting costs strategically. Most companies waste 20% to 40% of their budget on expense items that have nothing to do with their strategy. Instead, invest this money in unique capabilities and put it work to fuel success. CEOs should be sure to make clear and visible investments in their strategy. And they should invest their precious time and attention in the projects and capabilities that drive strategy — not on whatever fires happen to erupt on any given day.

  • Shape the future. Stop constantly reacting to market changes. Agility is overrated. It has unfortunately become code for throwing out strategy and chasing any opportunity one thinks might work. The best way to own the future is to be the one to shape it. Starbucks is a classic example. We thought we just wanted coffee. CEO Howard Schultz knew before we did that we wanted “a third place” beyond home and work to gather. Starbucks took the market in a completely new direction, and with 22,000 stores and counting it continues to dominate the “coffee and community” space it created. This is certainly a tall order, but a critical one for a leader. CEOs must lead the rallying cry to realign his or her industry around their company’s strengths and push the market in a direction where they can win.

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Digital Priorities for CIO - Digi-Biz Stack

Digital Priorities for CIO - Digi-Biz Stack | Leadership, Strategy & Management | Scoop.it

In an era of fast change, disruptive tech, and too many priorities, what will the CIO really need to focus on this year to deliver combined technical and business leadership that will guide their organizations into the future?

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Ian Harris's curator insight, April 20, 2016 6:50 PM

A net framework you might find useful.

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10 Principles of Strategic Leadership

10 Principles of Strategic Leadership | Leadership, Strategy & Management | Scoop.it
How to develop and retain leaders who can guide your organization through times of fundamental change.
Emeric Nectoux's insight:

Most companies have leaders with the strong operational skills needed to maintain the status quo. But they are facing a critical deficit:

They lack people in positions of power with the know-how, experience, and confidence required to tackle what management scientists call “wicked problems.” Such problems can’t be solved by a single command, they have causes that seem incomprehensible and solutions that seem uncertain, and they often require companies to transform the way they do business. Every enterprise faces these kinds of challenges today.

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The Digital Ultimatum: What's your plan?

The Digital Ultimatum: What's your plan? | Leadership, Strategy & Management | Scoop.it

The old rules no longer apply. Digital technologies have radically transformed the business landscape, yet many organizations have completely ignored this reality.


A new survey of IT decision makers found 96% see digital transformation as important or critical, yet 55% say they have one year or less to respond before they financially suffer.


By failing to prepare for new technologies, devices and systems, organizations have threatened their own survival.


Now, it’s time to face this new dynamic and begin planning for a more integrated, technical future.

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Empathie & leadership, le nouveau duo gagnant

Empathie & leadership, le nouveau duo gagnant | Leadership, Strategy & Management | Scoop.it
Aujourd’hui, tout leader qui se respecte doit faire preuve d’empathie envers son équipe. Mais l’empathie se prescrit-elle ? Comment faire pour la développer ? Qu’apporte-t-elle au monde de l’entreprise ? Décryptage.
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Sketch Note: How to Influence Without Authority | Leadership | EQ

Sketch Note: How to Influence Without Authority | Leadership | EQ | Leadership, Strategy & Management | Scoop.it

Leading without relying on authority is a higher evolutionary skill. It supports developing adult relationships based on mutual objectives and creates work environments grounded in respect for human dignity.


Via Gust MEES, Jim Lerman
Emeric Nectoux's insight:

In her post: “How to Influence Without Authority”, Jesse Lyn Stoner offers useful guidance on the what she calls as “8 Portals of Influence”. Whether you lead backed by a formal authority or you lead without a title, these ideas should help you build influence.

 

    1. Character – Your own character is your greatest source of influence.
    2. Expertise – Do you have content knowledge and experience? Are you a thought leader?
    3. Information – Do you have access to valuable information?
    4. Connectedness – Do you form close relationships with people? Do they enjoy working with you? 
    5. Social intelligence – Do you offer insight into interpersonal issues that interfere with work and help facilitate resolution of issues? P
    6. Network – Do you put the right people in touch with each other? 
    7. Collaboration – Do you seek win-win solutions, unify coalitions and build community? 
    8. Funding – Do you have access to financial support? 

 

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Gust MEES's curator insight, December 17, 2015 8:49 AM

My work in corporate quality functions in the past involved influencing cross-functional teams (as an internal consultant) on processes and methods when I had no direct reporting relationships with them. I knew that only technical expertise was not enough and I wished I had some guidance on how to.


Learn more:


http://www.scoop.it/t/21st-century-learning-and-teaching/?tag=EQ


http://www.scoop.it/t/21st-century-learning-and-teaching/?tag=LeaderShip


Patricia Clason's curator insight, March 12, 2016 8:38 AM

Valuable tips for all business relationships!!


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12 Critical Competencies For Leadership in the Future

12 Critical Competencies For Leadership in the Future | Leadership, Strategy & Management | Scoop.it

The rate of change in the business world today is greater than our ability to respond. In a world that is often described as VUCA (Volatile, Uncertain, Complex and ambiguous), there are major tectonic shifts that demand a new mindset of leadership.


Via Marc Wachtfogel, Ph.D., Roger Francis
Emeric Nectoux's insight:

If you are a leader at any level in a modern organization or aspiring to be one, here are some of the critical competencies and skills you need to thrive in a VUCA world.

  1. Develop an Adaptive Mindset.
  2. Have a Vision.
  3. Embrace Abundance Mindset.
  4. Weave Ecosystems for Human Engagement.
  5. Anticipate and Create Change.
  6. Self-Awareness.
  7. Be an Agile Learner.
  8. Network and Collaborate.
  9. Relentlessly Focus on Customer.
  10. Develop People.
  11. Design for the Future.
  12. Constantly Clarify and Communicate.
 
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Authentis Formations's curator insight, May 6, 2016 3:58 AM
Le leader du futur...le
Ian Berry's curator insight, September 26, 2016 10:41 PM
A good infographic for dealing with disruption
Emerging World's curator insight, September 27, 2016 1:33 AM

Within the business world, the term VUCA is becoming very popular to describe the kind of world in which we live  This graphic and article does a great job is summing up some of the main issues concerning how to lead in this environment.

 

Emerging World