The speed of competition means we need to do more than look in our review mirror to assess competitive threats. Proactive assessment of changes in power amongst our suppliers & buyers, potential substitute products and new entrants, the competitive rivalry and changes in complementary products and regulation is a basis for improved enterprise agility.
Our agile world needs people everywhere in the business – not just a Corporate Planning Department – to be oriented to spot trends and to create improvement & opportunity for the enterprise and themselves.
The World Economic Forum 2014 outlook highlights “A lack of values in leadership” as one of the top 10 opportunities / challenges for the next 18 months. This Blog argues for a holistic “values-driven” approach that cascades from Mission and Values through vision, goals, objectives, to initiatives, measures and targets sets a foundation for effectiveness – by transparently linking the efforts you need from your employees and stakeholders to the strategic imperatives of the enterprise.
This short blog uses the Tom Peters’ Company Future Shape of the Winner TM model to argue that Oracle USA Team that recently won the Americas Cup is an example of an excellent team.
It can often feel as if our enterprises are being subjected to avalanches of boulders as our rapidly changing world places new demands on our enterprises and open up – between the boulders – new opportunities. To exploit these opportunities we need people to learn and unlearn capabilities and increasingly to “re-invent themselves” through their professional careers. Strategic Talent Development (defined as providing the link between talent management and employee engagement) can help enterprises thrive in our agile world by facilitating changes in attitudes and to leading, managing and organising people. In particular grounding talent development in future needs rather than past performance.
I have just read an interesting Ashridge Business School paper reporting the results of a survey conducted for the Engage for Success Employee Task Force that explored engagement through the eyes of 16 CEOs. It highlights the changing requirements of leaders as the nature of our organisations and […]
A virtuous circle linking growth opportunities to the growing capabilities of your people ….. to feed more growth
Earlier this week John Kay reminded us of the Technological uncertainty in our complex world in his Financial Times Column. To varying degrees I could paint similar pictures for a range of the external factors that influence enterprises and use this as a foundation for an argument for corporate […]
The UK Chartered Institute of Personnel and Development (CIPD) and the Management Innoxation Exchange (MIX) are currently running a “Hackerthon” entitled, Hacking HR to Build an Adaptability Advantage. Setting the scene Gary Hamel pointed out that organisations are not designed to be adaptable and that corporate histories generally show long periods […]
In this week when the resignation of the Manchester United Manager Alex Ferguson has put the issue of succession on front pages it is perhaps timely to reflect on succession plans. How do you approach succession planning in your enterprise? Having personally experienced a spectrum of approaches from a highly […]
Sometimes when I look up at the peaks above, I reflect on the extra ordinary commitment shown by the individuals who climbed these peaks for the first time as well as the strategies, processes and technologies people used. Dan Ariely – a Behavioral economist – uses the climbing analogy […]