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Do Leaders need to unlearn everything they've learned?
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Do Leaders need to unlearn everything they've learned?

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We presented at the AmCham 20th Human Capital Conference in Hong Kong. The theme; if Asia is to truly power the global economy, fundamental changes need to occur in organizational design, management …

We presented at the AmCham 20th Human Capital Conference in Hong Kong. The theme; if Asia is to truly power the global economy, fundamental changes need to occur in organizational design, management and leadership.

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  • Called GrouponWe live in a time, where a 27 year old, just over 6 years ago, created a company that now has a community approaching 1 billion people, and a valuation of 100 billion dollars
  • Called Facebook500 million users spend over 700 billion minutes a month on the siteRenRen in China, founded by 25 year-old Wang Xing, has 150 million users, recently IPO’d, at a valuation of almost 5 billion dollars.
  • This is seriously the coolest thing of the decade, hassle free credit card payments, individuals, anyone, can accept credit card payments, no monthly fees, no long contracts, 2.75% (versus up to 5%) The intelligence, the data around it, the beautiful app
  • It’s so easy being a consumer, we are empowered to be productive and engagedThink what we can do in the palm of our handThe user experienced has been engineered to the nth degreeWe have developed the ‘3 click syndrome’ – if something, anything, takes more than 3 clicks, forget it
  • MalariaMelanomas and skin cancer
  • Wikileaks has totally redefined journalism And we live in a time where we can dethrone dictators, uproot governments and literally change the course of history
  • Every day, users spend 200 million minutes — 16 years every hour — playing the mobile game. Three trillion pigs have been popped. It is or has been the number-one paid app on iTunes in 68 countriesAnd the best-selling paid app of all time
  • Epidemic sweeping the globe
  • As Jack Welch famously saidThe external world has outpaced us
  • Work was somewhere you wentWork happened at work, there was no alternativeWorkers had a place on the assembly line and they needed to be there to be effectiveClocking in and clocking out was important, PaternalisticTheory was that workers were like machine parts, no emotions, no feelings, using hands more than their mindsTop of the corporation was very powerful
  • Whereas in reality, it equals PresenteeismEverywhere, everyday, people turn up to fill in time, because still, 100 years on from the Industrial age, managers think if you are not at your desk you can’t possibly be working
  • There is a severe lack of trust in the modern workplaceWe’re guilty of being control freaks, but we’re controlling the wrong aspectsCausing chronic problems with retention, productivity, customer satisfaction and ultimately shareholder returnWe need to foster a new relationship with control
  • We call this Disruption, the W EffectOnly solution is to change the game entirelyIt’s a deliberate transfer of control to the individual, again based on the radical idea that they are an adult
  • We all labor under the myth that Time + Physical Presence = Results. Why do we still have a rush hour?
  • Transcript

    • 1. “Normality is the one route to nowhere. If we areonly willing to behave like all the others, we will see the same things, hear the same things, hire similar people, come up with similar ideas and develop identical products.” Do we have to unlearneverything we’ve learned? e3reloaded.com
    • 2. e3reloaded.com
    • 3. The world has changed! Demographically, Sociologically Technologically, Economically… We have entered aSocial & Business Revolution e3reloaded.com
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    • 16. (RDAS) RAPIDLY DECLINING ATTENTION SPAN e3reloaded.com
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    • 19. “When the rate of change inside an organization becomes slower than the rate outside, the end is in sight. The only question is when” - Jack Welch e3reloaded.com
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    • 23. % of the permanent global workforce actively disengaged e3reloaded.com
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    • 28. Solving the right problem e3reloaded.com
    • 29. 1. EMPLOYEES ARE• 1. THINKING AND ACTING LIKE CUSTOMERS e3reloaded.com
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    • 31. 2. USER-CENTRED DESIGN MOVES FROM MARKETPLACE TO WORKPLACE e3reloaded.com
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    • 33. 3. VISIBILITYNO LONGER =PRODUCTIVITY e3reloaded.com
    • 34. Why do we stillhave a rush hour? e3reloaded.com
    • 35. e3reloaded.com