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.
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
“Digital business changes customer propositions, business models, industry models, financial models, culture, regulation, talent and more. For that reason, digital cannot be owned and executed as a single departmental function.
An organization’s leadership must evolve to accompany digital transformation, according to Mark Raskino, vice president and Gartner Fellow.”
Yet, many companies still struggle to bring their top leaders along on the digital journey. It’s tempting to think of digital as distinct and separable into specialist enclaves. All organizations have a deep-seated bias toward perpetuating business as usual and repelling forces that try to change conventional and well-honed best practices.
Here’s how C-level roles must play together to win at digital:
Chief Executive Officer
Digital business change can quickly alter the fundamentals of the business, only the CEO can deal with these fondamentals, in conjunction with the board of directors, investors, executive team, customers and other major stakeholders.
Chief Financial Officer
The company’s CFO must adapt the financial model to the new cash flows that digital brings. Only the CFO can make these changes and judge how to time them.
Chief Information Officer
In the digitalisation team, the CIO have a brand new role compared to tradionnal organizations. More than ever, the CIO must be a business partner and be pro-active to allow the transformation journey. Based on his strong understanding and vision of the (coming) evolution of the Information technology, only the CIO can enable the company to put in place and execute the needed changes to succeed the digitalisation.
Anne Dwane, CBO at Chegg, has had to adapt a lot in her career as she's started and sold companies. Here's what she learned.
Emeric Nectoux's insight:
In this exclusive interview, Dwane explains how to adopt the most important learner mindsets — Gamer, Beginner, and Growth.
The Gamer Mindset, popularized by Jane McGonigal, Director of Games and Research at the Institute for the Future, challenges us to apply the courage and willpower — and also optimism and creativity — we have when playing fictional games to real world problems.
The Beginner’s Mindset is rooted in openness, being childlike and curious. You don’t have preconceptions about the way things are and are eager to explore new possibilities. It’s about asking “what if” and “why not”, and not being dismissive. It’s popular today to talk about reasoning from first principles versus reasoning from analogy.
The Growth Mindset empowers you to take risks by freeing you from associating failure with your self-worth. Carol Dweck of Stanford University pioneered this type of thinking, which posits that brains and talent aren’t fixed, but starting points. Abilities can be developed through dedication, hard work and confronting challenges.
"To understand the extent to which the skills taught in education systems around the world are changing, and whether they meet the needs of employers and society more widely, Google commissioned research from The Economist Intelligence Unit (EIU). The EIU surveyed senior business executives, teachers and students."
From industry type to company age, we reveal the data behind the companies that made our Top Company Cultures list
Emeric Nectoux's insight:
When people think of strong company cultures, many immediately jump to images of slick offices in Silicon Valley, Ping-Pong tables and yoga hour. But these “perks” don’t necessarily equate to a productive culture, one that encourage employees' growth and development, while getting results.
This infographic and the survey behind it push further than the typical images mentionned above.
From my standpoint: As it is mentionned: "Company culture is a story", a story that develops over time. Once damaged, the scare is part of the history and the culture cannot be fixed, just by appointing a VP or anyone else... Time have to do its duty and a "transformed" company culture will exist overtime.
“ In today’s hyper-connected world, the kind of leaders who climbed the corporate ladder with a “command and control” style of management can have a hard time adjusting to today’s new workplace realities. Businesspeople are working more collaboratively today than ever before – not just with their colleagues, but with suppliers, customers, and other external agencies, too. And because global teams are more dispersed, there’s a reliance on tools and social networks that can put connectivity on steroids.”
Via Roger Francis
Enterprise 3.0 Principles : common traits of new forms of enterprise organization, as seen in multiple new books published in the past ten years, such as Reinv…
Emeric Nectoux's insight:
Les six principes généraux de l'entreprise 3.0:
Une vision unique, comprise et partagée par tous, distribué à tous les composants de l’entreprise. Une finalité unique (holacratie) que chacun décline localement en fonction de son contexte et ses moyens, en vertu du principe d’holomorphisme des systèmes complexes.
Cette vision passe par le co-développement avec le client d’une expérience qui lui apporte une véritable satisfaction. C’est bien sur le message central du Lean Startup : dans un environnement complexe, la satisfaction et la véritable innovation se co-construisent de façon itérative, pour faire émerger une solution à un « problème » qui se révèle progressivement, par opposition au monde compliqué pour lequel la spécification du problème est accessible.
Ce co-développement est assuré par un réseau d’équipes autonomes et cross-fonctionnelles. Ces équipes fonctionnent de façon synchrone, c’est-à-dire une véritable collaboration physique, avec une unité de lieu et de temps. Je me suis expliqué à ce sujet dans le billet sur le travail du futur : L’entreprise 3.0 repose sur la force des liens forts.
Le « control & command » est remplacé par « recognition & response », la prévision est remplacée par la mesure et la réaction. L’entreprise 3.0 adopte l’approche agile : travailler par petits lots et réajuster constamment ses actions en fonction de l’évolution de l’environnement.
L’entreprise 3.0 s’inscrit dans un écosystème de partenaires, autour d’une vision précise de sa mission pour son client. L’entreprise 3.0 est une plateforme qui sait attirer les contributions venant de l’extérieur : elle fait émerger une forme d’innovation ouverte. Pour ce faire, elle favorise la simplicité et l’excellence : faire peu de choses, mais les faire le mieux possible.
L’entreprise 3.0 est anti-fragile car elle apprend continûment des changements de son environnement. Elle s’organise pour que les équipes apprennent le maximum des problèmes rencontrés, à la fois des opportunités d’enrichir les compétences métiers en continu, mais aussi la compétence fondamentale de collaboration.
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.
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.
Character – Your own character is your greatest source of influence.
Expertise – Do you have content knowledge and experience? Are you a thought leader?
Information – Do you have access to valuable information?
Connectedness – Do you form close relationships with people? Do they enjoy working with you?
Social intelligence – Do you offer insight into interpersonal issues that interfere with work and help facilitate resolution of issues? P
Network – Do you put the right people in touch with each other?
Collaboration – Do you seek win-win solutions, unify coalitions and build community?
Funding – Do you have access to financial support?
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.
“Factor in the HeartChange involves loss. Recognize when you ask people to change, you are asking them to give up something. People may recognize the change will benefit the organization long-term, but may still be reluctant to deal with the impact on them personally. Acknowledge the reluctance and allow employees to give voice to a feeling of loss.An employee may be the designer of a program that is being replaced. While they understand the need for the change – and may even agree with the recommended change – they may still feel disappointed that a program they worked hard to create is being replaced. Acknowledgment is key.”
Via Don Dea
“CIOs have an unprecedented opportunity to transform themselves and their departments and become a key voice at the executive table,” explains John MacDorman, research director at Gartner. “However, many enterprises haven’t defined their expectations regarding digital leadership.”
CIOs have a real opportunity to bring value to the enterprise and be a business partner together their business peers. But, as any opportunity, they have to catch it and use it quickly, otherwise it will be done by others and CIOs would have missed this one time in a life opportunity.
Here are the main responsibilities (listed by John MacDorman) to define their role in digital business strategy:
I’ve often wished I could say something to every leader. Some things I’ve learned the hard way. I often share things leadership should do, but today I thought I’d share some things not to do. Some things to quit. Here are 7 things every leader needs to quit:
“Strategic planning work is some of the hardest work we do with groups. Over the years, we have discovered some consistent dilemmas groups experience in planning – and their antidotes.”
Via Bonnie Hohhof
Emeric Nectoux's insight:
Investing time and effort into thinking together and co-creating plans for the future is a critical move for sustainable organizational effectiveness. Do not short-change this critical investment by falling prey to these common pitfalls.
People have differing titers for plans and strategic planning.
Thinking forward is different than thinking backwards.
The words hold us hostage.
It is tempting to over-plan execution, rather than over-executing plans.
People enter strategy planning sessions with no previous thought.
1. Build to the Culture More important than technical skills and is whether people fit in the culture you want for your team.
2. Strategy and Execution This ability to execute on a plan is an essential, but often undervalued, part of achieving results in any organization. Great execution can elevate a flawed plan; at the same time, poor operational capabilities can easily sink a great set of ideas.
3. Fill Your Blind Spots
A leader has to surround himself with people who counterbalanced my shortcomings with unique skillsets.
4. Diversity Matters
Diversity in race, culture, gender, educational background, and many other parameters is a matter of good business management.
5. Follow Kenny Rogers
Kenny Roger’s proverbial gambling dilemma of “knowing when to hold ’em and when to fold ’em”.
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