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2011 SBS Singapore | Panel – The Social Business Advantage: Reframing Leadership Development
2011 SBS Singapore | Panel – The Social Business Advantage: Reframing Leadership Development
2011 SBS Singapore | Panel – The Social Business Advantage: Reframing Leadership Development
2011 SBS Singapore | Panel – The Social Business Advantage: Reframing Leadership Development
2011 SBS Singapore | Panel – The Social Business Advantage: Reframing Leadership Development
2011 SBS Singapore | Panel – The Social Business Advantage: Reframing Leadership Development
2011 SBS Singapore | Panel – The Social Business Advantage: Reframing Leadership Development
2011 SBS Singapore | Panel – The Social Business Advantage: Reframing Leadership Development
2011 SBS Singapore | Panel – The Social Business Advantage: Reframing Leadership Development
2011 SBS Singapore | Panel – The Social Business Advantage: Reframing Leadership Development
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2011 SBS Singapore | Panel – The Social Business Advantage: Reframing Leadership Development

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  • we now have new forms of socliased communication - the greater the autonomy provided to users by the technologies, the greater the chances that new values/interests will evolve.mass self-communication - the new forms of networked communication enhance the opps for change\n enabling collective intelligence\nefficiency gains frm sharing and applying relevant practices\nbuilds on experience\navoids duplication and re-inventing wheels\nenables discovery of new opportunities\n\norganisations who use collaboration and social networking tools are 57% more likely to out perform their competitiors\nnew forms of learning not just essential - they’re critical\n\ncompanies that are most effective at rapdily develping skills are most likely to use collaborative tools and immersive learning techinques \n
  • \n
  • looks at connections and the whole orgimpact of these on othersa shift in thinking from seeing parts to seeing wholes (frm departments to orgs)from seeing people as reactors to active participantsfrm reacting to the present - to creating the future\n\n
  • \n
  • I’m think along the lines of learning communities - as opposed to classrooms\nShared experiences - dialogue (coaching conversations)\nMention the value of technology in extending these conversations and reflections\n
  • I’m thinking here that it’s not just about cultural from a country/race/religion perspective but also perhaps the generational differences\nAge diversity has been something you’ve both had to deal with!\n
  • Alex - I’d mention increased completion rates, increased numbers of people going on to the next level, sense of community - perhaps alumni?\n\n
  • \n
  • feedback mechanisms - long term orientation\n creates systems diagrams or maps(like social network analysis)\n social learning - understanding through conversations\n productive reflection - group de-briefings\n dialogue towards shared meanings and mental models\n requires the ability to listen with the intention of being influenced\n
  • new forms of learning not just essential - they’re critical\n\n
  • Transcript

    • 1. The Social Business Advantage: Reframing leadership developmentAnne Bartlett-Bragg: Headshift | DachisGroupJanelle Amet: IBM Global LearningAlex Ford: Institute of Executive Coaching Dachis Group Social Business Summit SIngapore, 6 April 2011
    • 2. What future challenges face organisations?1) Cultivating creative leaders (incomplex, changing environments)2) Mobilising talent - speed &flexibility3) Capitalising on collectiveintelligence IBM Working Beyond Borders 2010 Dachis Group Social Business Summit Singapore, 6 April 2011
    • 3. What does a creative leader look like?? Effective communicators Know how to reinvent relationships Support and enable collaboration View the big picture – whole organisation Explore unconventional ideas Dachis Group Social Business Summit Singapore, 6 April 2011
    • 4. How do we enable creative leadership?Traditional leadershipdevelopment is reinforcingtraditional models ofleadership Dachis Group Social Business Summit Singapore, 6 April 2011
    • 5. In this landscape - what initiatives you’ve implemented to enable creative leadership development? Dachis Group Social Business Summit Singapore, 6 April 2011
    • 6. How have you addressed the cultural differences in these complex online environments? Dachis Group Social Business Summit Singapore, 6 April 2011
    • 7. What are some of the unexpected outcomes you’ve experienced? Dachis Group Social Business Summit Singapore, 6 April 2011
    • 8. What barriers have you faced? What did you do? Dachis Group Social Business Summit Singapore, 6 April 2011
    • 9. How does a learning & development relate to a socially designed business?Connections We now have: Culture • the frameworks to connect people more effectively across the systems, • the platforms to enable product dialogue with their connections - beyond physical boundariesCommunication Clarity Dachis Group Social Business Summit Singapore, 6 April 2011
    • 10. The next step is yours... Dachis Group Social Business Summit Singapore, 6 April 2011

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