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The Global Leadership and Talent Index

The Global Leadership and Talent Index | marketing leadership and planning | Scoop.it
The power of the index lies in its simplicity: a 20-question survey that precisely identifies a company's leadership and talent management capabilities and quantifies the revenue and profit gains it can expect by moving from one level to the next.
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Google accused of abusing Android smartphone monopoly in new battle with Brussels

Google accused of abusing Android smartphone monopoly in new battle with Brussels | marketing leadership and planning | Scoop.it
Google has been formally charged with monopoly abuse over an alleged effort to crush rivals to its mobile search service and Android smartphone operating system, in a major escalation of its battle with Brussels.
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The four building blocks of change | McKinsey & Company

The four building blocks of change | McKinsey & Company | marketing leadership and planning | Scoop.it
Four key actions influence employee mind-sets and behavior. Here’s why they matter.
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Tesco returns to profit as recovery takes hold

Tesco returns to profit as recovery takes hold | marketing leadership and planning | Scoop.it
Tesco has inched back into the black following its battle to turn around from the biggest loss in British corporate history.

The supermarket chain has posted a £162m pre-tax profit for the year ending 27 February, a dramatic swing from the £6.4bn loss it posted in 2015 on the back of heavy property writedowns.
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M&S boss brands clothing sales 'unsatisfactory'

M&S boss brands clothing sales 'unsatisfactory' | marketing leadership and planning | Scoop.it
Steve Rowe, Marks & Spencer chief executive, comments on the retailers performance after its long-suffering clothing division posts another slump in sales.
Steve Bax's insight:
Mr Rowe said that he had set his team a number of "exam questions" about the group's clothing division as part of a strategic review that could lead to some of its clothing brands, such as Per Una, Classic, Indigo, Limited Edition and Autograph, being scrapped. Analysts have often criticised M&S's plethora of brands as confusing for shoppers and a sign that the retailer does not have a clear idea of its core customer.
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10 Principles of Organizational Culture

10 Principles of Organizational Culture | marketing leadership and planning | Scoop.it

How often have you heard somebody — a new CEO, a journalist, a management consultant, a leadership guru, a fellow employee — talk about the urgent need to change the culture? They want to make it world-class. To dispense with all the nonsense and negativity that annoys employees and stops good intentions from growing into progress. To bring about an entirely different approach, starting immediately.

 

These culture critiques are as common as complaints about the weather — and about as effective. How frequently have you seen high-minded aspirations to “change the culture” actually manage to modify the way that people behave and the way in which they work? And how often have you seen noticeable long-term improvements?

 


Via Kenneth Mikkelsen
Steve Bax's insight:

Well worth reading. The video is simple but effective too. 

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Walter Gassenferth's curator insight, April 10, 7:35 AM
Organizational culture is a very important topic and often overlooked by companies. For those who speak the Spanish or Portuguese, more about organizational architecture can be read in http://www.quanticaconsultoria.com
David Hain's curator insight, May 14, 6:29 AM

Most organisations want culture change quick fixes - but there are building blocks to develop first!

Ian Berry's curator insight, May 14, 9:04 PM
I like the emphasis on behaviour. Fits with the best definition of culture I know of from Michael Henderson "Culture is what it means to be human here"
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Leadership as the starting point of strategy | McKinsey & Company

Leadership as the starting point of strategy | McKinsey & Company | marketing leadership and planning | Scoop.it
Even the best strategy can fail if a corporation doesn’t have a cadre of leaders with the right capabilities at the right levels of the organization. A McKinsey Quarterly article.
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David Walker: sack CEOs after six years

David Walker: sack CEOs after six years | marketing leadership and planning | Scoop.it
Chief executives should only spend five or six years at the top to avoid them
becoming untouchable and unaccountable, according to ex-Barclays chairman
Sir David Walker
Steve Bax's insight:

“A charismatic chief executive probably becomes an increasing problem after three or four years in the job."
Sir David Walker, the former chairman of Barclays, believes ...
Quote of the day from The Telegraph

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We Learn More When We Learn Together

We Learn More When We Learn Together | marketing leadership and planning | Scoop.it

We rarely grow alone. In fact, some psychologists have made a compelling case that we only grow in connection with others. However, we don’t need to learn with others in formal training or development programs: we can architect our own opportunities to gain insight, knowledge, and skills that move us on an upward trajectory. We can have more control over our learning at work if we make building high-quality connections a priority.

 


Via Kenneth Mikkelsen
Steve Bax's insight:

Good scoop by Kenneth Mikkelsen here. 

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Kenneth Mikkelsen's curator insight, January 13, 11:51 AM

As employers’ training and development investments wane, we all have to take charge of our development. You can amplify opportunities for growth and learning by cultivating high-quality connections. Look for them inside and outside your team at work and beyond the boundaries of your organization, or even outside your professional life. The great thing about investing in building and maintaining these connections is that everyone wins.

 

i also encourgae you to watch these two TED Talks with Kare Anderson (@KareAnderson on Twitter):

 

 

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Mapped: London driving UK growth as 'Northern Powerhouse' falters

Mapped: London driving UK growth as 'Northern Powerhouse' falters | marketing leadership and planning | Scoop.it
North-South divide gap widens as new analysis deals blow to Chancellor's plans to build a Northern Powerhouse
Steve Bax's insight:

Useful analysis for UK planning purposes. 

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Lessons for Volkswagen on Organizational Resilience

Lessons for Volkswagen on Organizational Resilience | marketing leadership and planning | Scoop.it

Volkswagen shocked the world. The world’s largest automaker admitted to creating software that would deliberately generate false exhaust emission information on many of its popular cars. Making matters worse, Volkswagen’s top leadership seemed unsure about how to respond to the crisis as it threatened the company’s reputation, operations, and long-term strategy.

 


Via Kenneth Mikkelsen
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Kenneth Mikkelsen's curator insight, December 6, 2015 6:28 PM

Building resilience involves more than a single process, but requires attention to multiple activities. At Volkswagen, for example, learning might involve rethinking its leadership and operations, redirecting corporate strategy, and rebuilding its sagging reputation. Efforts to build resilience often focuses on four core areas:

 

  1. Operational resilience occurs when an organization maintains its production and learns to operate even when experiencing catastrophic failure.
  2. Strategic resilience happens when an organization adapts its strategy to changes in the environment, stakeholder interests, or emerging technology. 
  3. Managerial resilience surfaces from the know-how and decision-making skills of leaders. 
  4. Reputational resilience refers to an organization’s ability to learn from public failures or embarrassing revelations about the organization. 

 

All four areas of resilience require learning.

Eric Payne's curator insight, December 7, 2015 5:43 PM

Organizations should be building resilience before the crisis hits.  And as the article states "In the case of organizational leaders, the fundamental issues might involve returning to normal operations, generating review, or regaining reputation."

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Angela Duckworth

Angela Duckworth | marketing leadership and planning | Scoop.it
Angela Duckworth is a MacArthur “genius” grant winner, researcher, and author of Grit: The Power of Passion and Perservearance.
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BE Bites: How to de-bias decision making | Opinion

BE Bites: How to de-bias decision making | Opinion | marketing leadership and planning | Scoop.it
Knowing that we are prone to making biased decisions doesn't always help us to avoid doing so, says Crawford Hollingworth. But there are strategies to keep us on the straight and narrow.
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Steve Bax's curator insight, April 19, 7:17 AM
Great example of taking the outsider's view. "... comes from Intel, the microprocessor company. In 1985, its core business was still based around its founding business, manufacturing memory chips, but it was struggling to compete with Japanese manufacturers. Andy Grove, who was then director of engineering ( and later became Intel’s chief executive and chairman ) notes “I looked out of the window at the Ferris wheel of the Great America amusement park revolving in the distance, then I turned back to Gordon [then the company’s chief executive] and I asked ‘If we got kicked out and the company brought in a new CEO, what do you think he would do?’ Gordon answered without hesitation: 'He would get us out of memories [memory chips].' I stared at him, numb, then said: ‘Why shouldn’t you and I walk out the door, come back and do it ourselves?’.”"
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Evolving Leadership in the Digital Age

Evolving Leadership in the Digital Age | marketing leadership and planning | Scoop.it

Today leaders face added complications of rapidly changing technology, virtual working teams separated by cultural and geographical boundaries, and the difficulties of making decisions when faced with an overload of information.

 


Via Kenneth Mikkelsen
Steve Bax's insight:
Excellent blog scooped by Kenneth Mikkelsen. 
I like the quote: "Leadership has become a team sport". 
The final paragraph is also worth highlighting here:
"Leadership success today has to do with the way people think, the way they feel, the way they behave in a responsible manner. This is more than charisma and it is not something that can be learned in three easy steps or over a single programme. Strong leadership requires continuous development. Clever people don’t necessarily become wise. But they can learn how to find ways to cope with stressful experiences by getting to know themselves. It’s always good to keep in mind that leaders are like wine. Some turn out great; others may turn into vinegar!"
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Tanyam's curator insight, May 15, 10:23 PM
Share your insight
Technical Support Service 1-800-439-2178 Hp, Dell and other brands's curator insight, May 17, 5:53 AM
Apple macbook technical support Number @ 1.800.931.5079 to repair Macbook http://macbook.technicalsupportservicesinc.com/
People Power's curator insight, May 19, 11:32 AM
It's not just leaders .. all of us - wake up - and don’t wait for the 'leaders' - they will follow
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Moody's adds to M&S and Next's retail gloom

Moody's adds to M&S and Next's retail gloom | marketing leadership and planning | Scoop.it

Moody’s, the credit rating agency, has become the latest voice to join warnings about the health of the UK fashion retail sector.

Steve Bax's insight:
Evidence of market change here. Clothing and food retail being impacted. Growth in leisure spend. What would you do if you were responsible for Next's marketing strategy?
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Building Better Support Systems for Intrapreneurs

Building Better Support Systems for Intrapreneurs | marketing leadership and planning | Scoop.it

Most companies claim to support entrepreneurial behavior — but their employees are not so sure. The research speaks volumes: Only 20% of employees in an Accenture study said their managers encourage entrepreneurial ideas. Another survey showed that 70% of successful entrepreneurs developed their big idea while working at an established organization and then left to commercialize it on their own.


Via Becky Willmoth
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Becky Willmoth's curator insight, April 6, 6:35 AM

In today’s VUCA (Volatile, Uncertain, Complex, Ambiguous) economy intrapreneurship is gaining popularity as a way of sustaining competitive advantage. This HRB article highlights that it is not only individuals within an organisation who must be encouraged to find their inner entrepreneur, but the culture of organisations must also evolve so allow innovations to then flourish. The author suggests four key components can help create an organisational culture that is flexible enough to enable creativity and build momentum yet firm enough to keep intrapreneurs on track:

 

  1. Make it easy to conduct the first experiment - encourage the creation of a prototype to test with just one customer.
  2. Add structure to unstructured time – provide a structure and time to develop relevant side projects.
  3. Support, don’t control – empower individuals to make some of the big decisions on their own by encouraging them to ‘fall in love with the problem not the solution, take risks and regroup based on learning.
  4. Value ‘Return on Intelligence’- Look at learning as part of the return to create a corporate culture that doesn’t fear failure.

 

Emerging World

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The Most Important Leadership Competencies, According to Leaders Around the World

The Most Important Leadership Competencies, According to Leaders Around the World | marketing leadership and planning | Scoop.it

What makes an effective leader? This question is a focus of my research as an organizational scientist, executive coach, and leadership development consultant. Looking for answers, I recently completed the first round of a study of 195 leaders in 15 countries over 30 global organizations. Participants were asked to choose the 15 most important leadership competencies from a list of 74. I’ve grouped the top ones into five major themes that suggest a set of priorities for leaders and leadership development programs. While some may not surprise you, they’re all difficult to master, in part because improving them requires acting against our nature.


Via Bonnie Hohhof
Steve Bax's insight:
Interesting scoop by  Bonnie Hohhof here.
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The OHS Professional 's curator insight, March 17, 3:55 AM

Leadership – When it comes to leadership one may think that a leader is one who tell others what to do and makes things happen, this may be true to an extent but what makes a great leader? These values here are what makes a great leader a leader leads at the front and empowers others to feel good about what they do. Encourages and mentors’ the future. ‘Outstanding leaders go out of their way to boost the self-esteem of their personnel. If people believe in themselves, it's amazing what they can accomplish.’ This is the making of a great leader and this is what inspires me.

Emerging World's curator insight, March 17, 5:24 AM

It's interesting to compare what current global leaders think is important compared with what 'followers' think is important and what we think will be important in the future. I think there are probably some big differences - at least in relative importance..

 

One thing I find fascinating is that high moral and ethical standards is so high and yet few companies have programs that seek to develop 'responsible' leadership.  Is this just because it is assumed as innate or too politically charged to deal with?

 

What I like about this piece is how Sunnie explores what's happening under the headline statements and references neuroscience in her explanation of why particular behaviours are important and also why many are actually quite difficult.

 

www.emergingworld.com

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RBS business chief seeks to rebuild bank's battered reputation

RBS business chief seeks to rebuild bank's battered reputation | marketing leadership and planning | Scoop.it

RBS and NatWest's business banking boss Marcelino Castrillo wants to make better use of the group's branch network. Castrillo has headed the business banking unit for nine months and seems to relish the challenge of turning the bank – and its reputation – around. Saving the branch network might prove to be the easy part of his job.

Steve Bax's insight:

Here is a strategic marketing challenge.

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UK's digital industries growing 32pc faster than wider economy

UK's digital industries growing 32pc faster than wider economy | marketing leadership and planning | Scoop.it
The digital economy is booming, and creating record numbers of jobs in the UK
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Revealed: the 16 smartest start-up businesses to launch in 2016

Revealed: the 16 smartest start-up businesses to launch in 2016 | marketing leadership and planning | Scoop.it
So you want to be an entrepreneur? If you're launching a new venture this
year, these are the hot industries to focus on, according to new research
from Startups.co.uk
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The Biology of Corporate Survival

The Biology of Corporate Survival | marketing leadership and planning | Scoop.it

Companies are dying younger because they are failing to adapt to the growing complexity of their environment. Many misread the environment, select the wrong approach to strategy, or fail to support a viable approach with the right behaviours and capabilities.

 


Via Becky Willmoth
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Becky Willmoth's curator insight, February 1, 8:39 AM

This HBR article reignites the concept of corporations as complex adaptive systems, in which local events and interactions can cascade and reshape the entire system—a property called emergence. This emergence not only takes place within the organisation itself but also in the business ecosystem in which it resides, and the broader societal environment. Complexity therefore exists at multiple levels, not just within organisational boundaries.  Whilst the concept of complex adaptive systems has been discussed for over two decades, our increasingly interconnected world is creating even greater complexity and therefore the results of emergence have become even more difficult to predict.


So how can business leaders enable their organisation to navigate such complexity? The authors identify six principles that can help make complex adaptive systems in business robust:


  1. Heterogeneity - Diversity in people, ideas, innovations, and endeavours
  2. Modularity - Barriers or loose connections between components of the business system and between business systems
  3. Redundancy - Duplication that creates buffering capacity in components of the business system
  4. Expect surprise, but reduce uncertainty - Collect signals, detect patterns of change, imagine plausible outcomes, and take precautionary action
  5. Create feedback loops and adaptive mechanisms - Monitor change, promote variation, experiment, amplify innovations, and iterate rapidly
  6. Foster trust and reciprocity - Act in ways that benefit other participants in the overall system, and establish mechanisms that ensure reciprocity


The article also includes a number of interesting examples of organisations that have adopted these principles and thrived as a result, as well as a few cautionary tales of organisations that were locked in rigid order, incapable of responding to the changes within and around them, and are now extinct.

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Co-op Bank and Wonga are most improved UK brands of 2015

Co-op Bank and Wonga are most improved UK brands of 2015 | marketing leadership and planning | Scoop.it
Banks and financial institutions account for half of Britain's top 10 most
improved brands, according to the YouGov BrandIndex
Steve Bax's insight:

Top five UK brands according to YouGov for 2015 were:

1.Aldi 
2.Lidl 
3.BBC iPlayer 
4.John Lewis 
5.Dyson 

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Do you work for one of the 25 best companies in Britain?

Do you work for one of the 25 best companies in Britain? | marketing leadership and planning | Scoop.it
Expedia tops the list but Google drops to number 8, while Transport for London makes the top 10 for its free employee travel perks
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Steve Bax's curator insight, December 9, 2015 4:19 AM

Top 10 here:

1 Expedia
2 Hays plc
3 AKQA
4 GE
5 Schuh Limited
6 Oxfam
7 ARM Holdings
8 Google
9 Unilever
10 London Underground

 

Some interesting ones in there. Keythemes are worth looking at.