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The Great Reset

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The Great Reset series focuses on how to process and lead in the COVID era, and what that means for the future of our businesses – both professionally and personally.

While it might seem like the past few weeks of black swan events is reason enough to fear the future, we also can view The Great Reset as a once-in-a-century opportunity to cause severe, lasting shifts that outlive even the roughest of markets, the most heated of party politics, and the deadliest of health crises. These circumstances are new and grueling, but they give rise to solutions for crucial and challenging problems. They demand a complete reexamination of a leadership mindset, the systems that lead the organization to the future, and the mission and values of the company.

But how? The first step is a commitment to lead with a disruptor mindset. There are certain non-negotiable traits of a disruptor mindset, and if you and your leadership team do not possess them, the opportunity for transformation will be lost.

Read more here:
The Great Reset: https://www.linkedin.com/pulse/great-reset-david-kidder/
The New Now, The New Future: https://www.linkedin.com/pulse/new-now-future-david-kidder/

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The Great Reset

  1. 1. THE GREAT RESET David Kidder, CEO + Co-founder www.onbionic.com @onbionic @bionic10x A SERIES
  2. 2. THE GREAT RESET requires a commitment to lead with a disruptor mindset. There are certain non-negotiable traits of a disruptor mindset, and if you and your leadership team do not possess them, the opportunity for transformation will be lost.
  3. 3. Seek new commercial truths
  4. 4. A disruptor seeks new commercial truths and sets down expired truths. The disruptive leader drives and demands the re-discovery of the commercial truths about the market they are in today and the solutions to the rapidly changing problems and needs of its market and customer.
  5. 5. They know that any decision—however small—must be made anchored on market truths, and they retire all data that speaks to old truths. The person who’s being disrupted clings to old narratives, old control and normalcy biases, team members, data, and strategies—the disruptor values unlearning as much as new learning.
  6. 6. Embraceoutside forces
  7. 7. A disruptor accepts and understands that customer behaviors and needs change rapidly. Outside forces create the future, the disruptor embraces them to unlock opportunities.
  8. 8. Twenty years ago, healthy fats were still the enemy. Ten years ago, getting into cars with strangers was scary. Two months ago, most of us weren’t stockpiling toilet paper. Someone who’s being disrupted fears these changes. A disruptor is driven to learn about them and make products and services to solve these new customer needs.
  9. 9. Develop a large growth portfolio
  10. 10. A disruptor develops a large growth portfolio in clearly defined opportunity areas that have a high level of productive failure (around 70-80% across all funding stages). A disruptor does so because they know that it takes an average of twenty small bets to capture an unbounded return, and because a well-invested portfolio is the best way to get real-time learnings from a rapidly changing market.
  11. 11. Commit to learningfast
  12. 12. A disruptor commits to growth systems and talent that enable adaptability and speed. They know that the currency of disruption is learning velocity, and that “whoever learns the fastest wins” (Eric Ries).
  13. 13. Leaders who are being disrupted double down on control, hierarchy, and bureaucracy because it is what they know, and it feels safer. But now, in continually shifting markets, adaptability and speed define who thrives.
  14. 14. Adopt a growth mindset
  15. 15. A disruptor embraces a growth mindset. Transformation is an expedition, and it requires the active, energized participation of everyone in the organization. Meanwhile, the individual who’s being disrupted grips tightly to the beliefs, evidence, and metrics of the past, expecting the mindsets in which they and their predecessors were trained on to get them through the company’s next decade.
  16. 16. Disruptor leaders shift focus from a Total Addressable Markets (TAM) view of the world, where past budgets and behaviors existed pre- disruption, to a Total Addressable (Customer) Problem view of the world, where new needs, behaviors and budget exists post-disruption.
  17. 17. Disruptive leadership no longer makes products “for” customers; they solve the problem “with” the customer. They are outside in (Discovery), not inside out (R+D). Customer behaviors don’t lie (the ‘do vs. say’ test), they lead us to validated solutions and into new growth.
  • KHAIRULASYRAFGHAZALL

    Feb. 23, 2021
  • BionicSolutions

    Apr. 16, 2020
  • leslieann44

    Apr. 16, 2020

The Great Reset series focuses on how to process and lead in the COVID era, and what that means for the future of our businesses – both professionally and personally. While it might seem like the past few weeks of black swan events is reason enough to fear the future, we also can view The Great Reset as a once-in-a-century opportunity to cause severe, lasting shifts that outlive even the roughest of markets, the most heated of party politics, and the deadliest of health crises. These circumstances are new and grueling, but they give rise to solutions for crucial and challenging problems. They demand a complete reexamination of a leadership mindset, the systems that lead the organization to the future, and the mission and values of the company. But how? The first step is a commitment to lead with a disruptor mindset. There are certain non-negotiable traits of a disruptor mindset, and if you and your leadership team do not possess them, the opportunity for transformation will be lost. Read more here: The Great Reset: https://www.linkedin.com/pulse/great-reset-david-kidder/ The New Now, The New Future: https://www.linkedin.com/pulse/new-now-future-david-kidder/

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