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A Series of Tsunamis are Underway: Leaders Must Learn How to Surf the Waves

A Series of Tsunamis are Underway: Leaders Must Learn How to Surf the Waves | LeadershipABC | Scoop.it
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Kenneth Mikkelsen's comment, August 12, 2013 10:31 AM
Raj, Pascale and Fred: Thanks for sharing the viewpoint! I really appreciate it.
LeadershipABC
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About LeadershipABC

About LeadershipABC | LeadershipABC | Scoop.it

I collect gold nuggets on leadership/management, that I find useful, educational, and inspirational to others. 

 

It is no longer a futuristic vision to talk about a volatile, uncertain, complex and ambiguous business environment. It is the reality that most leaders face every day. 

The way we work is fundamentally under pressure and it is evident that leaders must develop new responses and capabilities to navigate in the world and stay relevant. 

The purpose of this site - LeadershipABC - is to help leaders rethink, redefine, and reshape their organizations and themselves to meet the challenges of the future.


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. 


You're welcome to connect via: 

 

LinkedIn: www.linkedin.com/in/kennethmikkelsen


Google+: https://plus.google.com/+KennethMikkelsen


Twitter: www.twitter.com/LeadershipABC

  

Enjoy!

 

Kenneth

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The Skills Leaders Need at Every Level

The Skills Leaders Need at Every Level | LeadershipABC | Scoop.it

Are some skills less important for leaders at certain levels of the organization? Or is there a set of skills fundamental to every level?


Kenneth Mikkelsen's insight:

Joseph Folkman and Jack Zenger compiled a dataset in which they asked 332,860 bosses, peers, and subordinates what skills have the greatest impact on a leader’s success in the position the respondents currently hold. Each respondent selected the top four competencies out of a list of 16 that were provided. They then compared the results for managers at different levels.


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Ron McIntyre's curator insight, Today, 9:55 AM

Another list for leaders. I agree with every item on the list so embracing is easy however if you are challenged by any let's discuss.

Business Transition Accelerator's curator insight, Today, 12:04 PM

Fundamental leadership skills

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The hero’s journey through the landscape of the future

The hero’s journey through the landscape of the future | LeadershipABC | Scoop.it

The forces of the Big Shift are driving both fragmentation and consolidation, fundamentally changing the nature of the relationships among businesses.

Kenneth Mikkelsen's insight:

This is a must read publication from Deloitte University Press written by John Hagel III, John Seely Brown, Tamara Samoylova and Duleesha Kulasooriya. 

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Ivon Prefontaine's curator insight, July 29, 6:52 PM

Journey is an interesting word. It comes from the French journee which means day, but is not the day. Instead it signifies the progress during the day, a moment-to-moment process. Alfred North Whitehead called the recurring present holy ground where past and future fused. Being and becoming present, mindful, might be the most important part of the hero's journey. What makes me a better person and the world a better place?

 

@ivon_ehd1

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Leadership Lessons From A War Zone

Leadership Lessons From A War Zone | LeadershipABC | Scoop.it

U.S. Air Force Brigadier General John Michel knows about leadership in challenging environments.


This is an interesting article with fellow Scooper, @John Michel. I in particular like the idea of 'The Order of the Penguin' award that goes to the person who represents the principle of smart risk-taking.


You should also follow John on Twitter here: @JohnEMichel.

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Leadership Is About to Get More Uncomfortable

Leadership Is About to Get More Uncomfortable | LeadershipABC | Scoop.it

Good leaders have always stepped out of their comfort zones, but converging global megatrends are putting more pressure on those at the top to navigate a faster, more complex, more integrated, and more transparent business world.


Kenneth Mikkelsen's insight:

Transparency and complexity make the boss's chair increasingly painful to sit in.


Read also this article from The Economic Times in India:


More than half of Chief Executive Officers would have a senior 'digital' leader role among them by the end of 2015, Gartner's 2014 CEO and Senior Executive Survey report said.


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Miklos Szilagyi's curator insight, July 21, 3:38 PM

Yeah... Leadership 2030...:-))) if one  found out Leadership 2014, there would be a great sigh...:-)))

Lisa McCarthy's curator insight, July 22, 6:24 AM

All leaders will see life become more chaotic and overwhelming, and their struggles and management will be more visible than ever. Egocentric leaders will have a difficult time evolving, if they even can, and will be unable to thrive in such discomfort. Organizations need to develop leaders who are motivated by altrocentric leadership. They will be better prepared to succeed in 2030 and beyond.

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Nearly 100 Chinese firms are among the 500 largest—what is the corporation of the future?

Nearly 100 Chinese firms are among the 500 largest—what is the corporation of the future? | LeadershipABC | Scoop.it

Be prepared for a future in which the concept of a corporation - how it's structured, how it's governed - will vary widely. 


If companies didn't begin with a culture of purpose and principles, an internationally, ethnically diverse membership will demand it, as universal values and ethical codes facilitate communication, coordination and cooperation. More companies will be shape-shifting bundles of activities, designed for flexibility rather than stability and predictability.


To deal with a rapidly changing environment and the fluid boundaries of business units that come and go, more work will be done by crosscutting project teams, and there will be more bottom-up self-organizing—a matrix on steroids. Companies will embrace the always-on, always-accessible, democratizing communication of social media, or fall behind.


Kenneth Mikkelsen's insight:

Excellent column by Rosabeth Moss Kanter.


The Harvard Business School professor says corporations will be globally connected and socially accountable, so their conduct will converge on a few universal standards and norms.

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Why Businesses Must Stand Up for What They Believe

Why Businesses Must Stand Up for What They Believe | LeadershipABC | Scoop.it

According to business owner, designer and author Brian Sooy, a business must know what it stands for to make a difference. In this episode of Work That Matters, Brian Sooy explains what the elements are to be a business that is clear on what it stands for - what it’s cause is.

Kenneth Mikkelsen's insight:

Interview Topics:

  • Communicating your cause to create alignment
  • Aligning your communications to your business’s calling
  • Reconnecting with your business’s mission
  • The four personalities of a cause


Additional Resources

  • The 2014 Deloitte Core Beliefs & Culture survey also found that focusing on purpose rather than profits builds business confidence and drives investment. You can read more about the survey here
  • In the May 2014 edition of Harvard Business Review Nick Craig and Scott Snook wrote this brilliant article: From Purpose to Impact.
  • In the spring edition 2014 of MIT Sloan Management Review Julian Birkinshaw, Nicolai J. Foss and Siegwart Lindenberg wrote this excellent article: Combining Purpose With Profits.
  • In the January 2011 edition of Harvard Business Review Michael Porter and Mark Kramer wrote this important article: Creating shared value


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Why Your Life Needs A Mission Statement

Why Your Life Needs A Mission Statement | LeadershipABC | Scoop.it

The same strategies used to create a business plan can tell you if you're on the right track in your career and personal life.

Kenneth Mikkelsen's insight:

How aligning your values with a mission statement can have powerful results.

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Graeme Reid's curator insight, July 14, 7:27 PM

How can I tell you if you are heading in the right direction if you don’t where you are headed.

Tony Phillips's curator insight, July 15, 9:33 PM

I love it!

Dixie Binford's curator insight, July 24, 9:28 AM

Good guidelines for school leadership in coaching/mentoring staff.

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4 Ways Leaders Can Create a Candid Culture

4 Ways Leaders Can Create a Candid Culture | LeadershipABC | Scoop.it

When leaders want to create an open culture where people are willing to speak up and challenge one another, they often start by listening. This is a good instinct. But listening with your ears will only take you so far. You also need to demonstrate with words that you truly want people to raise risky issues.


Kenneth Mikkelsen's insight:

Listening matters. But sometimes you’ve got to open your mouth too and make positive statements to generate the safety people need.

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donhornsby's curator insight, July 14, 5:53 PM

(From the article): Sacrifice ego. On one memorable occasion Phil said in front of a group of middle managers: “I’ve been told I am unapproachable. I don’t know what that means. I would appreciate any specific feedback any of you would be willing to offer me.” The rest of the group looked on in awe as one brave soul, a manager named Terry, raised his hand. “I would be happy to, Phil.” Terry met later with Phil and gave a couple of suggestions – which Phil then shared publicly. Phil sacrificed his ego to show how much he valued candor and openness and that people were safe with him.

Ivon Prefontaine's curator insight, July 14, 7:44 PM

Don's point is well-made: sacrifice ego. Too often, bosses want to talk and not listen. Sometimes stepping back and listening is important. It allows the other person to share their complete thought rather than only half which might not be enough.

Ian Berry's curator insight, July 15, 8:09 PM

Please read co-creating cultures of candor too http://blog.ianberry.biz/2014/07/co-creating-culture-of-candor.html

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Even In An Age of Uncertainty, Managers Still Must Decide

Even In An Age of Uncertainty, Managers Still Must Decide | LeadershipABC | Scoop.it

Most managers take it for granted that the world has become much more volatile and complex and that we need to constantly adapt.  The days when we could simply plan and execute a strategy and hope to effectively compete are long gone.



Kenneth Mikkelsen's insight:

In an age of disruption, the only viable strategy is to adapt.


Further reading: 


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The Renaissance We Need in Business Education

The Renaissance We Need in Business Education | LeadershipABC | Scoop.it

Business education today is anachronistic in both how it is conducted and what its content focuses on. Our brick institutions have in no way caught up with what today’s technologies make possible in terms of virtual learning and individualized, customized instruction. More importantly, business education needs to evolve once again, revising its goals to educate leaders of the future who have a new set of skills: sustainable global thinking, entrepreneurial and innovative talents, and decision-making based on practical wisdom.

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Why Business Strategy is Changing

Why Business Strategy is Changing | LeadershipABC | Scoop.it

A shift in strategic thinking is underway as boards come to realise that they must respond faster to the changes shaping the global marketplace. The old notion of a set five-year plan has been transformed by the use of more emergent strategies, where assumptions about the future are tested more frequently and, if a new direction is needed, the business is fluid enough to be able to adapt quickly.


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David Hain's curator insight, July 3, 7:40 AM

The future is emergent - agile business recognise this and change tack faster and with more empowerment.

Tony Brugman (Bright & Company)'s curator insight, July 21, 10:26 AM

Nice expert discussion on strategy and change. "If CEOs delude themselves about the need to adapt, strategies will fail."

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The Lives and Times of the CEO

The Lives and Times of the CEO | LeadershipABC | Scoop.it

Throughout modern business history, CEOs have faced challenges and pursued opportunities tied to the times in which they led.


Kenneth Mikkelsen's insight:

This StrategyQ article looks at the evolution of the chief executive officer from 100 years back to a quarter century ahead.

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Leading in the 21st century

Leading in the 21st century | LeadershipABC | Scoop.it

Wharton School professor Michael Useem scopes out the leadership challenges facing executives today:


Because the world is now more complicated and more uncertain, I think that on top of always having a great vision there will be a premium on thinking strategically and on being able to come back from setbacks, and maybe above all, on being very good at reading the increasingly ambiguous and uncertain universe we operate in.


Companies probably focus too much on the bottom line, too much on meeting quarterly analyst expectations, and this has cost us companies paying attention to what the country needs or what the world needs or certainly what the community requires.



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Where Do You Stand? The Shifting Ground of Strategy

Where Do You Stand? The Shifting Ground of Strategy | LeadershipABC | Scoop.it

We’re all trying our best to remain standing, but the ground beneath us is shifting at an accelerating rate. The implications for strategy are profound, but few have explored this terrain.

Kenneth Mikkelsen's insight:

Excerpt from John's blog post: 


Make no mistake about it, if all you do is focus on learning within the four walls of your firm, you’ve already lost. The key to scaling learning is to be able to reach out beyond your enterprise and find ways to connect with world-class participants in a broad array of complementary domains in ways that will help all participants to learn faster.


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Leadership Ethics: It Doesn't Depend

Leadership Ethics: It Doesn't Depend | LeadershipABC | Scoop.it

Imagine recent outcomes at GM, and Toyota before it, if some frontline engineer – or even assembly line worker – used the company Intranet to say "Hey, CEO, there’s a fundamental design problem with (fill in the blank),” …and the CEO stopped production while the glitch was fixed, even if that meant months of stalled production.


Ethics today save you money tomorrow. But that’s not all. Ethics todaymakes you more money, every day of the year, for generations.


Via Roger Francis
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Charlotte Hitchcock's curator insight, July 25, 4:49 AM

We need to learn to get the right priorities which may mean losing activity for a while but the long teem benefits will outweigh any kind of loss

Jeremy Pollard's curator insight, July 25, 6:26 AM

If culture beats strategy (Drucker) and Ethics is the basis of good culture - why, why why are there so many companies that refuse to take ethics seriously?

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Why Can't We Solve The Problem Of Short-Termism?

Why Can't We Solve The Problem Of Short-Termism? | LeadershipABC | Scoop.it

The reason we can’t solve the problem of short-termism is that it’s just a symptom. The real disease is maximizing shareholder value.

Kenneth Mikkelsen's insight:

Another monumental blog post by Steve Denning about the dumbest idea in the world: maximizing shareholder value. 

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Miklos Szilagyi's curator insight, July 23, 2:09 PM

Somehow it's even ridiculous... First everybody is for to kill short-termism... great... then, basically the same bunch of people are finding out that short-termism is like the phoenix bird it cannot be killed... great... then, basically the same bunch of people are finding out that the basic problem is not short-termism any more... great... I find this ridiculous, don't you?

Kenneth Mikkelsen's comment, July 23, 3:14 PM
It's a transparent learning process taking place online, Miklos. ;-)
Miklos Szilagyi's comment, July 23, 6:11 PM
:-))) it's such a mallable subject, main thing is that they always find fuels for the next turn...:-)))
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Don’t Sell a Product, Sell a Whole New Way of Thinking

Don’t Sell a Product, Sell a Whole New Way of Thinking | LeadershipABC | Scoop.it

Companies that successfully market and sell innovation are able to shift how people think not only about their product, but about themselves, the market, and the world.


Shifts in thinking don’t happen overnight, any more than going to a weekend yoga workshop makes you flexible. Think of it like learning a second language or building a new habit – in this case a mental habit. People need to see how the new way of thinking plays out in different contexts and situations.



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Miklos Szilagyi's curator insight, July 21, 3:46 PM

"The problem is that data, information, and value propositions are not enough to sell innovative products. We all know the saying, “I’ll believe it when I see it.” But when it comes to innovation, the truth is often “I’ll see it when I believe it.” To sell your idea to executives, buyers, and users, you have to change not only what they think, but how they think. Without the right mental model, they won’t see the problem, understand the benefits, or make the change."

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Calling all CEOs: It’s time to join Twitter

Calling all CEOs: It’s time to join Twitter | LeadershipABC | Scoop.it

Being a CEO on Twitter today is comparable to playing a game without an opponent. Fewer than 30 per cent of Fortune 500 CEOs are active Twitter users. This figure is astounding. I say this because Twitter, for all of its unique attributes, is the most powerful global communications tool in existence for business, government, and opinion leaders worldwide. Many business leaders have shunned Twitter. This needs to change.

Kenneth Mikkelsen's insight:

For senior executives social media is all about relevance and influence.


Additional resources: 


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Steve Bax's curator insight, July 16, 4:19 AM

Another interesting scoop from Kenneth Mikkelsen. Food for thought.

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Driving Organisational Change Under Pressure

Driving Organisational Change Under Pressure | LeadershipABC | Scoop.it

Intense pressure often calls for knee-jerk reactions. While firm responses are needed from leaders, they should resist the temptation to centralise control and stifle frontline ownership.


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David Hain's curator insight, July 14, 7:13 AM

Pressure challenges congruence - need to make sure even more carefully that actions match words, unless the whole strategy is changing.

donhornsby's curator insight, July 14, 5:23 PM

While firm responses are needed from leaders, they should resist the temptation to centralise control and stifle frontline ownership.

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Reinventing Management

Reinventing Management | LeadershipABC | Scoop.it

What is the future of management? Can management be reinvented to make it more effective as an agent of economic progress and more responsive to the needs of employees?

Kenneth Mikkelsen's insight:

Leadership is a process of social influence: it is concerned with the traits, styles, and behaviours of individuals that causes others to follow them. Management is the act of getting people together to accomplish desired goals. Or to put it really simply, we all need to be leaders and managers. We need to be able to influence others through our ideas, words, and actions. We also need to be able to get work done through others on a day-to-day basis.

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Michael Binzer's curator insight, July 10, 8:43 AM

Future management from a different perspective

David Hain's curator insight, July 14, 7:14 AM

Leader? Manager? Most of us are both - it's knowing where the intersection is and what to do in context that matters!

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Strategic principles for competing in the digital age

Strategic principles for competing in the digital age | LeadershipABC | Scoop.it

Digitization is rewriting the rules of competition, with incumbent companies most at risk of being left behind. Here are six critical decisions CEOs must make to address the strategic challenge posed by the digital revolution. 

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John E Smith's curator insight, July 8, 11:28 AM

Digital engagement is not a trial-error tool ... you need to think seriously about how you will use the various strategies and tools ...

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Management theory was hijacked in the 80s. We're still suffering the fallout

Management theory was hijacked in the 80s. We're still suffering the fallout | LeadershipABC | Scoop.it

We know what makes companies prosper in the long term. They manage themselves as whole systems, look after their people, use targets and incentives with extreme caution, keep pay differentials narrow (we really are in this together) and treat profits as the score rather than the game. And it's a given that in the long term companies can't thrive unless they have society's interests at heart along with their own.


Kenneth Mikkelsen's insight:

Good governance went out of the window when the Chicago school's reductive view of human nature took hold.

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Erwan Hernot's curator insight, July 6, 12:26 PM

Top managers and shareholders on one side and employees on the  other. Think it's past history (before the  fall of the Berlin Wall) ? Wrong. We're still in it.

Tony Brugman (Bright & Company)'s curator insight, July 21, 10:01 AM

Great read on Good Governance and (What went wrong in) Management! Brought to you in 2012 by The Guardian.

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Social Leadership: Crossing Boundaries

Social Leadership: Crossing Boundaries | LeadershipABC | Scoop.it

Our lives today weave between formal and social spaces, no longer defined by the four walls of the office or a clear distinction between technologies and communities. Social Leadership is a style suited to the Social Age: it’s about building reputation that leads into authority.


Kenneth Mikkelsen's insight:

Excerpt from the blog post:


Within formal spaces, authority is hierarchical, often embedded in team and management structures and through official channels. 


Social authority communicates through social channels and communities and is socially moderated: granted and removed contextually. It’s reputation based and often crosses into social technologies: that which sits within our pockets and plays by the rules of Facebook and Twitter.

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David Hain's curator insight, July 4, 5:52 AM

#SocialCapital or #RelationshipCapital builds networked communities through technology, but only when underpinned by trustful behaviours. PS: @julianstodd a #mustfollow!!

Gary Bamford's curator insight, July 4, 8:29 AM

Leadership Jim but not as we know it ...

Ivon Prefontaine's curator insight, July 4, 12:56 PM

Leading should occur on the boundaries (eco-tones) in organization. Anthony Bryk and others suggested the role of School leadership was to work on the boundaries between School and community rather than micro-managing what went on in School. That almost sounds like John Dewey.

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Eight Must-Have Competencies for Future Leaders

Eight Must-Have Competencies for Future Leaders | LeadershipABC | Scoop.it

Leaders tomorrow will succeed with a different skill set than that of today’s best. Smart leaders will spot the mid-career folks with greatest potential to become those outstanding future executives.

Kenneth Mikkelsen's insight:

In the June 2014 Harvard Business Review hiring guru Claudio Fernández-Aráoz says to spot those with high leadership potential look for four abilities:


  • Openness and curiosity
  • Recognition of new possibilities
  • Persuasion
  • An unstoppable drive


Daniel Goleman adds a few more distinguishing competencies  that set star leaders apart from mediocre:


  • Strategic Orientation – being able to think analytically and come up with a strategy.
  • Market insight – understanding the market and the business.
  • Results Orientation – the drive to achieve results through constant improvement as assessed by sound metrics.
  • Customer Impact – passion for pleasing customers and clients.
  • Collaboration and influence – working well with others, including influencing those not in one’s line of command.
  • Organizational Development – developing strengths for the company by recruiting, retaining, and developing future leaders.
  • Team Leadership – Building winning groups.
  • Transformation Leadership – leading the way toward new goals.
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Tony Brugman (Bright & Company)'s curator insight, July 21, 9:52 AM

Good Linkedin blog on Leadership stating that the Fundaments of Leadership will never change: "While leaders tomorrow will need these capacities to adapt to a turbulent world, the fundamentals of leadership will not change. The reason: leadership relies on mobilizing human skills. Always has. Always will."

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Don’t Let the Short-Term–Long-Term Tension Drag Your Strategy Down

Don’t Let the Short-Term–Long-Term Tension Drag Your Strategy Down | LeadershipABC | Scoop.it

Nearly 60 percent of all companies fail at the double act of sustaining both results and investment year in and year out. That’s because most corporate leaders address the short-term–long-term tension by seeking the right balance between today and tomorrow. When the two are out of balance, this means taking less of one in order to get more of the other. And it inevitably leads to a kind of corporate schizophrenia, where companies switch between visionary, manic investment and aggressive, “performance-oriented” retrenchment — often with a leadership change marking the end of one phase and the start of the other.

Kenneth Mikkelsen's insight:

How to navigate the twin demands of current performance and future investment.

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