Leadership, Strategy & Management
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How Successful People Cure Their Blindspots

How Successful People Cure Their Blindspots | Leadership, Strategy & Management | Scoop.it

Do you know what your leadership blindspots are?


It’s a trick question because, by definition, blindspots are areas where you lack awareness of your weakness. Many coaches casually refer to them as “derailers.” A leader continues to advance and climb the career ladder until an unknown weakness suddenly derails her career.


Via Anne Leong
Emeric Nectoux's insight:

In this article, Kevin Kruse summarize some of the blindspots describes by the Robert Bruce Shaw in his new book, Leadership Blindspots: How Successful Leaders Identify and Overcome the Weaknesses That Matter


As short extract, here are some of my favorites: 

  • Overestimating your strategic capability. This is often the blind spot of leaders who have strong operational backgrounds, but then get promoted into higher levels of the organization where their role is more strategic.
  • Valuing being right over being effective. This blind spot occurs when a leader thinks she already knows the correct answer or best course of action, and is therefore unwilling to spend additional time listening to others. She may even interrupt people, or call conversations to a conclusion. Her followers quickly learn that it’s a waste of time to raise contrary opinions and ideas.
  • Failing to balance the what with the how. This blind spot occurs when leaders focus only on the measurable results of the organization. In extreme situations this can lead their followers to short-term thinking, or worse, unethical behaviors.
  • Avoiding the tough conversations. Leaders who struggle with crucial conversations send mixed messages to individual reports, which leads to unresolved issues, and in turn can frustrate other high-performing members.
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John Michel's curator insight, April 12, 2014 7:07 AM

Are you aware of your leadership blind spots?  If not, his posts for you. 

Joyce Layman's curator insight, April 13, 2014 12:57 PM

It's always interesting to discover that something was in front of you all the time. 

Cruise Line Class's curator insight, April 15, 2014 6:39 AM

Really enjoyed this article!

 

As an Executive Coach one of the greatest aha moments comes when b.lindspots are revealed.  Leaders will say things like "this is the first time I have ever heard this, or I have never been told this by anyone else." 

 

We all have blindspots, and as soon as we uncover some old ones new ones will certainly surface.

 

Enjoy the article.

 

Until next time...PS - Live on Purpose!

Leadership, Strategy & Management
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Responsive.org - Manifesto

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

About the Responsive.org Manifesto

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

Emeric Nectoux's insight:

No need to say more...

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

The picture is self-explanatory !

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How to go agile enterprise-wide: An interview with Scott Richardson | McKinsey & Company

How to go agile enterprise-wide: An interview with Scott Richardson | McKinsey & Company | Leadership, Strategy & Management | Scoop.it
Successfully scaling agile starts with a strategy that’s consistent from the front lines to the C-suite.
Emeric Nectoux's insight:

Although agile is a fabulous improvement, its various modes of implementation (e.g., Scrum) are not perfect. For example, product owners do not always have all the answers. Frequently they do not have better [customer] insights nor better ability to prioritize than any other team member. Where possible, a better approach is to have the teams interact directly with customers, for example to codesign products and services with them using design thinking.

It’s truly amazing the insights you can get, and the superior products you can build, when you use human-centered design like this. The insights from direct customer observation or cocreation are far superior to relying on customer-survey results or the opinions of our relationship-management staff.

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The ‘Adaptable Leader’ is the New Holy Grail — Become One, Hire One

The ‘Adaptable Leader’ is the New Holy Grail — Become One, Hire One | Leadership, Strategy & Management | Scoop.it
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:

Oldies but always good to remember from time to time!

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To Be a Strong Leader, There Are 6 Things You Must Give Your People (Most Rarely Do)

To Be a Strong Leader, There Are 6 Things You Must Give Your People (Most Rarely Do) | Leadership, Strategy & Management | Scoop.it

The impact of work cultures on the bottom line is a hot business topic. More execs and HR leaders are connecting the dots on how an ecosystem of commonly held values, beliefs, and positive work behaviors drives engagement, innovation, and high performance.

Yet culture doesn't just happen. It takes visionary, servant leadership at the top creating the environment for intrinsically motivated employees to release discretionary effort.

These are selfless leaders who shine the spotlight on others instead of themselves. They have one thing in mind: How do I empower my tribe to reach their potential? You'll find that they are givers--in a personal, leadership, and organizational sense.


Via The Learning Factor, Roger Francis
Emeric Nectoux's insight:

So true, nothing to add... Just do it!

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transombunting's comment, June 10, 2:24 AM
Its tremendous :)
powertechpollution's comment, June 12, 5:56 AM
http://www.powertechpollutioncontrols.co.in/mist-collector.php
Andrea Ross's curator insight, June 13, 6:19 AM

As leaders we can sometimes think we are too busy to consider the organisational health of the company as we can be consumed with bottom line results. This article reminds us all that commonly held beliefs, strong values and positive work behaviours do drive engagement and ultimately stronger results. If you like this article then do read The Advantage by Patrick Lencioni who focuses solely on the benefits of building a cohesive leadership team who cited "The single greatest advantage any company can achieve is organisational health". Happy Reading and Happy Holidays. 

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5 Great Ways Entrepreneurs Create Winning Cultures - Resource Partners

5 Great Ways Entrepreneurs Create Winning Cultures  - Resource Partners | Leadership, Strategy & Management | Scoop.it
Long-term success isn't possible without the right company culture and smart entrepreneurs will make sure that from the start they have a winning culture in
Emeric Nectoux's insight:

Leadership: A mix of sense making, management, pro-activity, awareness and openness to others (companies, methods, practices...), curiosity, taste for innovation, and empathy...

 

Can't be complicated! :D

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Outiz : la start-up de St Gobain qui transforme le groupe

Outiz : la start-up de St Gobain qui transforme le groupe | Leadership, Strategy & Management | Scoop.it
“ Outiz est un cas d'école de la transformation digitale. Un exemple fort intéressant d'un groupe pourtant traditionnel qui comprend Internet”
Via Afci
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Transformation digitale, guerre des talents : les entreprises passent à l’action

Transformation digitale, guerre des talents : les entreprises passent à l’action | Leadership, Strategy & Management | Scoop.it
La culture du management et la gestion des talents sont les grandes faiblesses des entreprises dans leur proje
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3 idées reçues sur l'holacratie et le management horizontal

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

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

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


Via Fouad Bendris
Emeric Nectoux's insight:
L’holacratie est un nouveau style de management horizontal. L’autorité et les prises de décisions appartiennent aux salariés et à des équipes automanagées. Chacun est autonome et choisit ses missions tout en respectant l’alignement stratégique de l’entreprise. Les employés adhèrent à une vision commune. La communication et la culture d’entreprise sont donc des valeurs centrales qui fédèrent l’équipe.
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Fouad Bendris's curator insight, April 30, 8:13 AM
L’holacratie est un nouveau style de management horizontal. L’autorité et les prises de décisions appartiennent aux salariés et à des équipes auto-managées. Chacun est autonome et choisit ses missions tout en respectant l’alignement stratégique de l’entreprise. Les employés adhèrent à une vision commune. La communication et la culture d’entreprise sont donc des valeurs centrales qui fédèrent l’équipe !
Michel CEZON's curator insight, May 2, 8:25 AM
En résumé :
- Plus de collaboration et moins de tensions
- Une structure organisationnelle flexible
- Plus d'autonomie pour les équipes et les employés
- Une forte capacité d’adaptation
Avec comme moteur la responsabilisation des employés !
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Traits of Truly Agile Businesses

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

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


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

Leadership diversity is one of the key factors

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

Agile, a cool business model 

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

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

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What’s Your Digital ROI?

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

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

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

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

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

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Comprendre les indicateurs clefs de performance (KPI)

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

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

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

3 Questions to Identify Strategic Objectives | Leadership, Strategy & Management | Scoop.it
strategic objectives. With that information, we will be in a strong position to identify a content marketing strategy specific to each business unit’s needs.
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7 Skills Managers Will Need In 2025

7 Skills Managers Will Need In 2025 | Leadership, Strategy & Management | Scoop.it

We all know that the work landscape is changing. The jobs that will be in demand are shifting as more are automated by artificial intelligence, machine learning, and robots. Teams are becoming more disparate and globalization has added new collaboration challenges. At the same time, more millennials are taking on management roles, and even our work spaces will undergo changes between now and 2025.

“Change will be happening so quickly that 50% of the occupations that exist today will not exist 10 years from now. So we’re going to be living in an environment that is extremely adaptable and changing all the time,” says Liz Bentley, the founder of Liz Bentley Associates, a leadership development consulting firm.


Via The Learning Factor, Roy Sheneman, PhD, Mark E. Deschaine, PhD
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Susanna Lavialle's curator insight, August 23, 4:15 PM
The management is also changing - not only the managing of change - or the field of change management
CCM Consultancy's curator insight, August 24, 1:20 AM

Emotional Intelligence has gotten a fair amount of attention  but it will only become more important as the workplace changes over the next eight to 10 years. Effective managers will create environments that focus less on where and how people work, but which measure success based on results and output..

Jerry Busone's curator insight, August 29, 7:43 AM

Interesting insight...

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7 Questions That Will Change The Way You Lead Forever

7 Questions That Will Change The Way You Lead Forever | Leadership, Strategy & Management | Scoop.it
Article originally written by James Carbary

Coaching is one of the most powerful leadership and sales tools.

It can be tempting to dismiss it as time-consuming or handholding, but both of those assumptions are mistaken. In his book, The Coaching Habit, Michael Bungay Stanier gives busy leaders advice on how to coach effectively.

In ten minutes or less, you can ask strategic and thought-provoking questions that can help drive beneficial changes in behavior, help build team cohesiveness, and get things done effectively.

Here are his seven questions to add to your coaching toolbox to make your life easier and get big results.

Via David Hain, Mark E. Deschaine, PhD, Bobby Dillard
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David Hain's curator insight, July 13, 6:47 AM

Some really excellent coaching questions here, for professional coaches and managers alike!

Ron McIntyre's curator insight, July 16, 11:11 AM

These are some basic questions that can start the ball rolling. The real power comes in the listening and coaching that follows.

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Leadership Development: The Path To Becoming Our Highest Self

Leadership Development: The Path To Becoming Our Highest Self | Leadership, Strategy & Management | Scoop.it

Perhaps the most surprising element in business today is that we often behave in ways that are extremely ineffective and quite beneath us. Even those among us who are highly educated senior-level professionals fall into these traps. 


Via The Learning Factor, Kevin Watson, Bobby Dillard
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clara noble's curator insight, June 15, 8:49 AM
Working on the being part of human... what about you?
Jerry Busone's curator insight, June 30, 7:51 AM

#leadership #development #offthebenchleadership

CCM Consultancy's curator insight, November 2, 1:41 AM

Make it your goal to become a person: a human being worthy of your own admiration and respect.

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The Easy Daily Habits 24 Executives Say Give Them an Edge

The Easy Daily Habits 24 Executives Say Give Them an Edge | Leadership, Strategy & Management | Scoop.it

You might be surprised at the routines these high achievers swear by.

Emeric Nectoux's insight:

The most successful people I know share some common traits. They're confident, hard-working, astute with money, and health conscious. They also stick to certain routines proved over time to work. Check out these quotes from 24 successful executives who credit simple daily habits for helping them get ahead in business and life.

 

 

  1. Get a head-start at home.
  2.  No phones during family time.
  3. Floss every night.
  4. Say "hello" to everyone and take interest in what they are working on.
  5. Build relationships with face-to-face time.
  6. Stand for 15 minutes out of each hour.
  7. Make the right enemies.
  8. Exercise.
  9. Use the "bassackward" agenda.
  10. Do something daily to expand your network.
  11. Take a five-minute time out for personal reflection.
  12. Don't do the things you are good at.
  13. Give yourself time.
  14. Create a prioritized daily to-do list.
  15. Pray and give thanks every morning before your feet hit the ground running.
  16. Drink more water.
  17. Think of projects as white-water rafting.
  18. Celebrate every employee.
  19. Find a way to notice and recognize at least one employee a day.
  20. Connect with people on a personal level.
  21. Read positivity every day.
  22. Never assume that you know what matters most to your customer.
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4 Types of Leaders Who Aren’t Ready for Coaching

4 Types of Leaders Who Aren’t Ready for Coaching | Leadership, Strategy & Management | Scoop.it

All over the world, leaders are using coaching to gain a competitive edge. But does coaching solve every problem one might encounter in the workplace? “No. It’s not a panacea,” says coaching expert Patricia Overland in an article for Chief Learning Officer. “Determining when coaching is a good investment can be challenging.” Overland shares a couple of examples from her experience when a leader may not be ready to learn and apply coaching skills. Overland explains that offering coaching without addressing these underlying beliefs is usually a recipe for failure.


Via Roger Francis
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Amazon CEO Jeff Bezos Shareholder Letter: How To Make Tough Decisions

Amazon CEO Jeff Bezos Shareholder Letter: How To Make Tough Decisions | Leadership, Strategy & Management | Scoop.it
And you can, too.
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11 Leadership Guidelines for the Digital Age

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

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

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

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

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

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

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

 

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~ A Strategic Planning Model

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

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

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

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

Excellent in it's simplicity. 

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

PDGPlan

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Les smart machines pourraient défier les DSI

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

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

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

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

Un environnement pervasif

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

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

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


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

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

Gautier Deborde's curator insight, May 19, 8:40 AM

Article reflétant l'inquiétude perçue dans les différents films contemporain vis à vis de l'évolution exponentielle de l'intelligence  artificielle.

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How leaders can make big organizations more innovative

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

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

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

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



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

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

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

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

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

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