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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.
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Inspirational stories and valuable insight into management and leadership trends
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About LeadershipABC

About LeadershipABC | LeadershipABC | Scoop.it

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.


I collect stories 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. 

                                                 ★★★★★


I believe that knowledge is everything. Knowledge is ideas. Knowledge is power. Knowledge is hope. 

But only if it is shared and applied.


That is why I created LeadershipABC on Scoop.it. 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. 

I'm co-founder of Future Associates, a consultancy that helps visionary companies identify and tackle the big shifts in the world by cultivating the skills, mindsets, and organizational cultures needed to succeed in times of change.


You're welcome to connect via: 

 

LinkedIn: www.linkedin.com/in/kennethmikkelsen

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

Twitter: www.twitter.com/LeadershipABC

 

I hope you'll be inspired.

 

Enjoy!

 

Kenneth

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Leaders in Search of Followership

Leaders in Search of Followership | LeadershipABC | Scoop.it

When Americans rallied to support Barack Obama during the 2008 presidential campaign, it reflected widespread wishful thinking - that here was a hero for our own times, a Great Man who had overcome difficult odds to create change and cure what ails the American society. A human incarnation of “the audacity of hope.” But according to Barbara Kellerman reality has caught up with Obama and his followers.

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Are You a Leader in a Bubble?

Are You a Leader in a Bubble? | LeadershipABC | Scoop.it

Executives are essentially operating in a “protective bubble” because the people around them feel that it is their job to protect both the executive and themselves. But in essence, that very ‘inner-circle’ achieves the exact opposite. It puts leaders at greater risk because they don’t get the information they need fast enough to make the right decisions and when they do, it’s been filtered and sanitized. It puts the entire organization at risk as critical decisions get delayed as information slowly reaches the decision maker.


Image credit: HikingArtist, Fritz Ahlefeldt. 

Kenneth Mikkelsen's insight:

Too many leaders are getting filtered information from their staff who ‘protect’ them, and that hampers their ability to be effective.


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Understanding Servant Leadership

Understanding Servant Leadership | LeadershipABC | Scoop.it

The 21st century has brought much in the way of turmoil and change to the world of business. As a consequence, ways of doing business that were once universally accepted now seem outdated and inflexible in an age where knowledge drives economies and socially responsible corporate attitudes influence stakeholders and shareholders alike.


Kenneth Mikkelsen's insight:

Companies adopting servant leadership within their organisational culture give a lot of attention to developing environments and support structures that foster high levels of employee satisfaction. In addition, the servant leader works toward building a learning organisation where individuals are encouraged to grow and be of unique value.


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Bureaucracy Must Die

Bureaucracy Must Die | LeadershipABC | Scoop.it

Most of us grew up in and around organizations that fit a common template. Strategy gets set at the top. Power trickles down. Big leaders appoint little leaders. Individuals compete for promotion. Compensation correlates with rank. Tasks are assigned. Managers assess performance. Rules tightly circumscribe discretion. This is the recipe for “bureaucracy,” the 150-year old mashup of military command structures and industrial engineering that constitutes the operating system for virtually every large-scale organization on the planet.


Kenneth Mikkelsen's insight:

When the responsibility for setting strategy and direction is concentrated at the top of an organization, a few senior leaders become the gatekeepers of change. If they are unwilling to adapt and learn, the entire organization stalls. When a company misses the future, the fault invariably lies with a small cadre of seasoned executives who failed to write off their depreciating intellectual capital.

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Edward Pierce's curator insight, November 12, 9:50 AM

when looking at how technology has impacted modern business, we MUST think differently on how we structure organizations

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The Leaders Who Ruined Africa, and the Generation Who Can Fix It

The Leaders Who Ruined Africa, and the Generation Who Can Fix It | LeadershipABC | Scoop.it

Before he hit eighteen, Fred Swaniker had lived in Ghana, Gambia, Botswana and Zimbabwe. What he learned from a childhood across Africa was that while good leaders can't make much of a difference in societies with strong institutions, in countries with weak structures, leaders could make or break a country. In a passionate talk the entrepreneur and TED Fellow looks at different generations of African leaders and imagines how to develop the leadership of the future.

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The Biggest Contract

The Biggest Contract | LeadershipABC | Scoop.it

The great, long-running debate about business' role in society is currently caught between two contrasting, and tired, ideological purposes: create shareholder value or embrace corporate social responsibility. 


In this column, Ian Davis takes a critical look at both viewpoints and suggest a different way to move forward. 


Kenneth Mikkelsen's insight:

Large companies need to build social issues into strategy in a way which reflects their actual business importance. They need to articulate business's social contribution and define its ultimate purpose in a way that has more subtlety than “the business of business is business” worldview and is less defensive than most current CSR approaches. It can help to view the relationship between big business and society in this respect as an implicit “social contract.”



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David Foster Wallace on Leadership

David Foster Wallace on Leadership | LeadershipABC | Scoop.it

“A leader’s real ‘authority’ is a power you voluntarily give him, and you grant him this authority not with resentment or resignation but happily.”


In a culture that calls pop culture celebrities “thought-leaders” and looks for “leadership ability” in kindergartners, we’re left wondering what leadership actually means and questioning what makes a great leader.


The best definition of the essence beneath the leadership buzzword comes from David Foster Wallace. 


Kenneth Mikkelsen's insight:

This is a beautifully curated story by Maria Popova on Brain Pickings.


Also discover Debbie Millman's felt-on-felt typographic art piece and reading that captures the wisdom from Wallace’s essay “Up, Simba: Seven Days on the Trail of an Anticandidate."


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The Art of Self-Renewal: A Timeless 1964 Field Guide to Keeping Your Company and Your Soul Vibrantly Alive

The Art of Self-Renewal: A Timeless 1964 Field Guide to Keeping Your Company and Your Soul Vibrantly Alive | LeadershipABC | Scoop.it

Self-Renewal: The Individual and the Innovative Society is a forgotten book of extraordinary prescience and warm wisdom, which rings even timelier today. It’s a must-read as much for entrepreneurs and leaders seeking to infuse their organizations with ongoing vitality as it is for all of us as individuals, on our private trajectories of self-transcendence and personal growth.


Kenneth Mikkelsen's insight:

John W. Gardner's book is a gem!!! 


I also recommend that you read a speech given by John W. Gardner that I Scooped earlier: Personal renewal.  

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Tom Wojick's curator insight, October 23, 8:22 AM

This is one book everyone needs to read not tomorrow - Today! 

David Hain's curator insight, October 23, 10:08 AM

"The renewal of societies and organizations can go forward only if someone cares. Apathy and lowered motivation are the most widely noted characteristics of a civilization on the downward path." ~ John W. Gardner

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Military Adaptive Leadership: Overcome or Overcompensate?

Military Adaptive Leadership: Overcome or Overcompensate? | LeadershipABC | Scoop.it

The dynamic nature of the 21st century security environment requires adaptations. 


The most important adaptations will be in how we develop the next generation of leaders, who must be prepared to learn and change faster than their future adversaries.  


Kenneth Mikkelsen's insight:

Army Major John McRae argues that the military must take a balanced approach to the concept of "adaptive leadership," understanding there is still a need for more traditional and technical leadership forms. Applying the right form at the right time is crucial in war and in peace.


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John Michel's curator insight, October 16, 11:57 AM

One significant danger associated with the military’s embrace of adaptive leadership is the risk of utilizing adaptive leadership in instances where technical leadership is the more effective approach. 

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Management Intuition For the Next 50 Years

Management Intuition For the Next 50 Years | LeadershipABC | Scoop.it

We stand today on the precipice of much bigger shifts in each of these areas, with extraordinary implications for global leaders. In the years ahead, acceleration in the scope, scale, and economic impact of technology will usher in a new age of artificial intelligence, consumer gadgetry, instant communication, and boundless information while shaking up business in unimaginable ways.

 

Kenneth Mikkelsen's insight:

The collision of technological disruption, rapid emerging-markets growth, and widespread aging is upending long-held assumptions that underpin strategy setting, decision making, and management.

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Beware the Angry Birds

Beware the Angry Birds | LeadershipABC | Scoop.it

The digital revolution has dramatically shifted the balance of power from companies to their critics. Although big firms deploy armies of PR flacks, anyone with a smartphone and a socialmedia account now has the same power to reach a global audience.


Kenneth Mikkelsen's insight:

Companies have failed to adapt. The biggest of businesses with the slickest of publicity operations, from McDonald’s to JPMorgan Chase, British Gas to Qantas, have found that when they tried engaging with tweeters on their home turf, they were drowned in a sea of sarcasm.


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Steve Bax's curator insight, October 10, 5:36 AM

Very good scoop by Kenneth Mikkelsen here. Some interesting comment in the article by Eric Dezenhall, an American crisis-management consultant, who has lots of practical advice. He tells CEOs to restrict the view into their glass houses: avoid the “reply all” function on their e-mail; think twice before sending any strongly worded message. He warns against one-size-fits-all approaches to crises: the common prescription to come clean quickly and fully sometimes stokes the fire. 

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Tom Peters on leading the 21st-century organization

Tom Peters on leading the 21st-century organization | LeadershipABC | Scoop.it

Thirty years after leaving McKinsey, the prolific author returns to discuss tomorrow’s management challenges and the keys to organizational change and transformative leadership in any age. 


Kenneth Mikkelsen's insight:

Wise take-aways from Tom Peters:


  • Do you know what the biggest problem is with big-company CEOs? They don’t read enough.” We’ve always had to keep up. But now we need to be students in a way that maybe we haven’t been before.
  • 50 percent of your time should be unscheduled. The secret to success is daydreaming.
  • One way to deal with the insane pace of change is by living to get smarter and to learn new things. Another way is by going up the value-added chain beyond the kinds of tasks and roles that can be automated.
  • “Design mindfulness” has got to be in everything you do—down to the littlest thing. Even the language you use in your e-mails. There’s a character to communications. There’s a character to business. It’s how you live in the world
  • If you’re a leader, your whole reason for living is to help human beings develop —to really develop people and make work a place that’s energetic and exciting and a growth opportunity, whether you’re running a Housekeeping Department or Google.
  • People say that fame is important, but in the end it really isn’t. People say that wealth is important, but in the end it really isn’t. My ex-wife had a father who was in the tombstone business. I’ve seen a lot of tombstones. None of ’em have net worth on ’em. It’s the people you develop.
  • Change is about recruiting allies and working each other up to have the nerve to try the next experiment.
  • Leadership is about organizing the affairs of our fellow human beings to provide some sort of a service to other people.


I also encourage you to follow Tom on Twitter here: @tom_peters.
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Ivon Prefontaine's curator insight, October 6, 11:54 AM

School managers,. politicians, and School bureaucrats along with teachers should read Peters. We would be more humble and less expert in are efforts.

 

@ivon_ehd1

 

Tony Vengrove's curator insight, October 6, 1:48 PM

Not much to add after Kenneth brilliantly shared his own takeaways. Having said that, I believe much of what's discussed here is highly relevant for leading innovation. 

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What Maslow’s Hierarchy Won’t Tell You About Motivation

What Maslow’s Hierarchy Won’t Tell You About Motivation | LeadershipABC | Scoop.it

Despite the popularity of Maslow’s Hierarchy, there is not much recent data to support it. Contemporary science — specifically Dr. Edward Deci, hundreds of Self-Determination Theory researchers, and thousands of studies — instead points to three universal psychological needs. If you really want to advantage of this new science – rather than focusing on a pyramid of needs – you should focus on: autonomy, relatedness, and competence.

Kenneth Mikkelsen's insight:

Autonomy is people’s need to perceive that they have choices, that what they are doing is of their own volition, and that they are the source of their own actions. The way leaders frame information and situations either promotes the likelihood that a person will perceive autonomy or undermines it.


To promote autonomy:

  1. Frame goals and timelines as essential information to assure a person’s success, rather than as dictates or ways to hold people accountable.
  2. Refrain from incentivizing people through competitions and games. Few people have learned the skill of shifting the reason why they’re competing from an external one (winning a prize or gaining status) to a higher-quality one (an opportunity to fulfill a meaningful goal).
  3. Don’t apply pressure to perform. Sustained peak performance is a result of people acting because they choose to — not because they feel they have to.


Relatedness is people’s need to care about and be cared about by others, to feel connected to others without concerns about ulterior motives, and to feel that they are contributing to something greater than themselves. Leaders have a great opportunity to help people derive meaning from their work.


To deepen relatedness:

  1. Validate the exploration of feelings in the workplace. Be willing to ask people how they feel about an assigned project or goal and listen to their response. All behavior may not be acceptable, but all feelings are worth exploring.
  2. Take time to facilitate the development of people’s values at work — then help them align those values with their goals. It is impossible to link work to values if individuals don’t know what their values are.
  3. Connect people’s work to a noble purpose.


Competence is people’s need to feel effective at meeting every-day challenges and opportunities, demonstrating skill over time, and feeling a sense of growth and flourishing. Leaders can rekindle people’s desire to grow and learn.


To develop people’s competence:

  1. Make resources available for learning. What message does it send about values for learning and developing competence when training budgets are the first casualty of economic cutbacks?
  2. Set learning goals — not just the traditional results-oriented and outcome goals.
  3. At the end of each day, instead of asking, “What did you achieve today?” ask “What did you learn today? How did you grow today in ways that will help you and others tomorrow?”


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David Hain's curator insight, November 27, 1:57 AM

Beyond Maslow? The 3 key needs that science underscores.

The Pioneers's curator insight, November 27, 7:50 AM

Our basic physical needs do not necessarily bear more weight when it comes to motivation than our psychological ones. What we really need is to feel in control of our own lives, connected with other people and the effects of our actions and like we're getting better at stuff.

Steve Bax's curator insight, November 27, 10:58 AM

An interesting viewpoint on Maslow scooped by Kenneth Mikkelsen. The core principles of Maslow's Hierarchy remain both valid and important for leaders to understand in addition to this, in my view. .  

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The Art of Leadersheep

The Art of Leadersheep | LeadershipABC | Scoop.it
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Understanding “New Power”

Understanding “New Power” | LeadershipABC | Scoop.it

Old power works like a currency. It is held by few. Once gained, it is jealously guarded, and the powerful have a substantial store of it to spend. It is closed, inaccessible, and leader-driven. It downloads, and it captures.

New power operates differently, like a current. It is made by many. It is open, participatory, and peer-driven. It uploads, and it distributes. Like water or electricity, it’s most forceful when it surges. The goal with new power is not to hoard it but to channel it.


Kenneth Mikkelsen's insight:

The crowd is challenging traditional leadership. Here’s how to harness its energy.


Watch also Jeremy Heimans's talk on What New Power Looks Like from TED in Berlin.


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Humble Leaders Most Effective - Especially When in Power

Too often, being humble is linked to iconic spiritual or political leaders -- instead of humility in leadership in the business world. New research by Milton Sousa of Rotterdam School of Management, Erasmus University reveals that the more power you have as a leader, the more humility will help to be a successful one.


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Sandeep Gautam's curator insight, November 26, 1:40 AM

With great power comes great humility:-)...at least for the servant leaders:-))..and it works other way round too....with great humility you rise to the positions of great power.

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Clay Christensen on Peter Drucker

Clay Christensen on Peter Drucker | LeadershipABC | Scoop.it

Managers today know that their enterprises depend on frequent, important innovation, but they lack good frameworks and tools to act on that recognition. Management science as it is taught today and embedded in firms’ structures and processes still assumes that the introduction of a new offering – let alone a new business model – is the exceptional event and not the norm.


Kenneth Mikkelsen's insight:

Great points by Clayton Christensen: 


My observation of what’s happened is that, today, the people convened for that senior executive meeting all have different languages that they speak. One speaks finance, one speaks HR, one speaks operations, and so on. They have discovered that, if they translate all of their initiatives into numbers, then everyone can talk about them.


When you put the agenda together, all of the options that people need to decide upon are translated into numbers. And so the evaluation of the ideas quickly turns into a review of how good the numbers look, as opposed to being a substantive discussion about things that are not known.


The fork in the road for managers is this: if finance, which has been the kingpin for the last fifty years, is no longer the kingpin, what will be? The only viable alternative is talent, so that managers must learn better how to help people become more capable.



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David Hain's curator insight, November 22, 5:04 AM

One of today's business gurus on another.  Double bubble!

Sandeep Gautam's curator insight, November 23, 12:51 AM

Talent (or people focus) will replace numbers (or financial focus) in the new lingua frnca of the executives.

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Finding a Corporate Culture that Drives Growth

Finding a Corporate Culture that Drives Growth | LeadershipABC | Scoop.it

Corporate leaders and academics have been debating the connection between institutional culture and growth for more than three decades. Yet most can’t really put their finger on the single aspect of an organization’s culture that’s most effective at driving financial performance.


Kenneth Mikkelsen's insight:

In recent research published in the August 2014 Journal of Organizational Behavior, Stanford professor Charles A. O’Reilly teamed with colleagues Jennifer A. Chatman and Bernadette Doerr at the University of California–Berkeley and David F. Caldwell at Santa Clara University.  


The research concluded that “adaptive” corporate cultures are more effective at driving financial performance.


Adaptive cultures encourage:

  • Risk-taking
  • A willingness to experiment
  • Innovation
  • Personal initiative
  • Fast decision-making and execution
  • Ability to spot unique opportunities


Adaptive cultures are also notable for the behaviors they choose to minimize. There’s less emphasis on being careful, predictable, avoiding conflict, and making your numbers.


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Lisa McCarthy's curator insight, October 30, 11:18 AM

Research has found that corporate cultures that emphasize adaptability generally produce “revenue growth, market and book value, ‘most admired’ ratings, employee satisfaction, and stock analysts’ recommendations.”

Christian Bartosik's curator insight, November 14, 11:14 AM

The research concluded that “adaptive” corporate cultures are more effective at driving financial performance.

 

Adaptive cultures encourage:

Risk-takingA willingness to experimentInnovationPersonal initiativeFast decision-making and executionAbility to spot unique opportunities

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Is leadership ready for the social age?

Is leadership ready for the social age? | LeadershipABC | Scoop.it

The social age is a revolution; one that affects all parts of the business model. The way an organization creates, delivers and captures value. The way a business talks with employees, customers, communities, even regulators and government. And certainly the way leaders lead and behave.


Kenneth Mikkelsen's insight:

The biggest challenge the world has seen since the Industrial Age isn't the internet or social media. It is transparency.


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David Hain's curator insight, October 28, 5:20 AM

"The business world needs: Less jargon, more sincerity, less propaganda, more value, less process, more humanity." ` @PeterAceto

donhornsby's curator insight, October 28, 8:42 AM

(From the article) So we face a big challenge. But it certainly is not Facebook, Twitter or the latest social media platform. The biggest challenge the world has seen since the Industrial Age is not social media. It is transparency.

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The Wisdom of Peter Drucker from A to Z

The Wisdom of Peter Drucker from A to Z | LeadershipABC | Scoop.it

Known widely as the father of management, Peter Drucker formulated many concepts about business that we now take for granted. Here is an overview of Drucker's contributions, from A to Z.


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James Schreier's curator insight, October 27, 9:16 AM

What wisdom -- at the time -- and now timeless!

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What Peter Drucker Knew About 2020

What Peter Drucker Knew About 2020 | LeadershipABC | Scoop.it

Leaders and organizations cannot win in today’s business world with yesterday’s tools and strategies. The mindsets, attitudes, processes and leadership competencies that have served us well in the past, are not likely to secure success today, or in the near future.


Kenneth Mikkelsen's insight:

In this HBR blog post leading up to the Global Peter Drucker Forum in Vienna, Rick Wartzman takes a closer look at six management imperatives for the knowledge age. Inspired by the great Peter F. Drucker. 

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David Hain's curator insight, October 17, 2:55 AM

Via @Kenneth Mikkelsen, well worth following the Global Peter Drucker Forum in Vienna.

Tony Park's curator insight, October 17, 5:33 AM

Ours is “the first society in which ‘honest work’ does not mean a callused hand,” Drucker noted

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Business Transformation Journal

We are at the beginning of a new era in which traditional industries are transforming the ways they act and operate significantly. Many firms are starting to move towards a customer-centric organization, to think about new business models or to think about the digitalization of the economy and what this could mean for their business.


Even though the need to change is obvious and the willingness to succeed is evident, many transformations still fail. Looking at emerging technologies such as the digitalization, we can even draw a more pessimistic picture. Nearly 70% of all companies do not have a clear strategy on how to integrate digitalization with the elements of their business.


For the future, we need to think of transformation in a systematic and a highly integrated way. Consistency in strategy and design will be as important as specific and complementary leadership styles and governance.

Kenneth Mikkelsen's insight:

An interesting publication - 360° Business Transformation Journal - by SAP and The University of Applied Sciences and Arts Northwestern Switzerland.


The magazine contains two particularly interesting articles about business model innovation (page 6-15) and business transformation management (page 16-27).

Key Learnings (Business Model Innovation): 

  1. It is not enough to rely on product innovation. Often products fail, if they address the market with the wrong business model.
  2. Business models can be systematically developed and evaluated based on an agile and iterative process that ensures economic viability.
  3. Business models are probably the most powerful driver of competitive advantage and should be managed as it is done with product portfolios.
  4. Business cases by themselves are insufficient if they do not build on a validated business model.
  5. Business model development and innovation combined with Design Thinking and lean offers a meaningful and solid foundation for businesses.

Key Learnings (Business Transformation Management):

  1. New technologies and market demands initiate tremendous need for transformation in organizational and process dimensions and question existing structures of power in companies. Existing management practices and the management itself will be the objective of transformation.
  2. In order to master transformation, integrated approaches are needed to focus simultaneously on the strategy and new design of a future organization when initiating and orchestrating the change.
  3. In order to achieve the desired results by changing patterns of an organization, consistency in strategic and structural dimension is the major design principle.
  4. A comprehensive approach to leadership style to fit with the objectives and situations in transformations is needed.
  5. Charismatic and instrumental leadership styles have to be used at the same time and management behavior has to switch between collaborative and coercive depending on the specific situation, as these styles and behavior are in fact complementary. Leaders thus have to go beyond personal value preferences when selecting an organizational change strategy and reject the idea of a universally applicable leadership style in transformations.
  6. A comprehensive governance structure is needed to insure for information flow and feedback within the structures and roles and finally steer the overall transformation.
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Business Transformation: People. Process. Results.

Business transformation has taken hold across the broad corporate landscape, and there is a correlation between a formal process and transformation itself. Companies that have a formal process are more vigilant about assessing their business and operating models against their business strategy and are more active in transformation. 


Kenneth Mikkelsen's insight:

For this study, Forbes Insights, in association with KPMG, surveyed 910 executives at U.S.-based multinationals and banking or asset management firms. Out of 709 corporations, 90% of executives came from companies with revenues over $1 billion. Out of 201 banking or asset management firms, all had assets under management of at least $5 billion. 

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David Hain's curator insight, October 15, 2:42 AM

Business as usual just doesn't cut it any more...

Steve Bax's curator insight, October 15, 5:26 AM

Another very good scoop from Kenneth Mikkelsen here. Key 'take aways' for me are the reinforcement of some of the core principles of effective change within organisations. The research identifies the importance of elements such as: alignment of corporate culture, structure and early integration of metrics to the process. Although the shift is clearly to emergent rather than planned 'seismic' Kurt Lewin type change, the need for John Kotter's eight steps can still be seen in the issues from this recent study. There are some valuable findings on culture, decentralised companies and the need for collaboration across functions here too. 

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Espousing Equality, but Embracing a Hierarchy

Espousing Equality, but Embracing a Hierarchy | LeadershipABC | Scoop.it

Many companies aspire to a flat organizational structure, but a new paper finds that management serves a purpose that workers welcome: providing order in a chaotic world.

Kenneth Mikkelsen's insight:

recently published paper in The Journal of Personality and Social Psychology suggests that hierarchies are a form of structure that we embrace for comfort in a chaotic world.


The paper, by Justin Friesen of York University, Aaron C. Kay of the Fuqua School of Business at Duke, Richard Eibach of the University of Waterloo and Adam Galinsky of the Columbia Business School, builds on the notion of compensatory control: When we feel a lack of personal control, we compensate by looking for order or predictability in our environment.

Photo credit: Michael Waraksa

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Miklos Szilagyi's curator insight, October 8, 7:06 AM

As I'm always saying: BALANCE!!! ...:-)))

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Reinventing Organizations

A talk, followed by Q&A, by Frederic Laloux about "Reinventing Organizations", a research and book that is turning into an international phenomenon. 


Increasingly, employees and managers (but also doctors, nurses, teachers, etc.) are disillusioned with the way we run organizations today. We all somehow sense that there simply must be better ways to run our businesses, nonprofits, schools and hospitals. 

Kenneth Mikkelsen's insight:

This hopeful talk shares the key insights from groundbreaking research into the emergence, in different parts of the world, of truly powerful and soulful organizations that have made a radical leap beyond today's management thinking.


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David Hain's curator insight, October 5, 4:32 AM

Great book, great talk.  The future is here already, but it means a mindset change for most!