Ccof india webinar Peter Massey

1. (c) Budd UK July 2016
What will your legacy be?
Big threats to
big business
Talent, technology, society
Peter Massey & Jamie Clyde

2. (c) Budd UK July 2016
Synopsis
One of the biggest challenges today for corporate organisations is the shift in what people want from their work.Working is
a human need, it gives purpose to people’s lives. But then why do we hear people world wide moaning about how “dumb”
things happen every day at work.And why do they put up with it?
Peter Massey is a London based serial entrepreneur and customer experience expert. His passion is “How do we stop doing
dumb things to our customers and our people?”. He facilitates the UK's Chief Customer Officer Forum, now in its 10th year.
In this session Peter will be looking at the expectations of talented people coming into the workforce and how corporates
use their capabilities, or not. He will look at a shift in what millennials want: moving from corporate success to corporate
purpose to a wider network of social purpose.And he will look at how two worlds collide through the two lenses of the
entrepreneur and the corporate leader.
If you can’t use Facebook at work but run your social and political life on it at home what does that say about the gap which
expensive cultural & digital transformation projects are trying to address.

3. (c) Budd UK July 2016
The competition for talent has changed
❖ Millennials want purpose in their working lives
❖ And, by the way, so does everyone else
❖ The most talented people will work, and more, for the
most purposeful businesses

4. (c) Budd UK July 2016
Your customers have better technology than your business
❖ And your people also have better technology than your
business
❖ The world of “Ready, fire, aim” doesn’t compute in
many big businesses
❖ Talented people have no patience for inadequate
technology & lack of pace:- they leave

5. (c) Budd UK July 2016
The relationships between work, big business and society has
changed
❖ Sustainability of resources matter - energy, water, food,
land
❖ Networked economies, labour migration and the pace of
technology-enabled change cause pressures
❖ Social enterprises with purpose growing rapidly (data)
but what is the equivalent in big companies?

6. (c) Budd UK July 2016
The result is market pressure for faster, bigger step change
❖ Even bigger digital & cultural “transformation” projects
costing more money and taking even longer ?
❖ Increased scepticism unless there is a wider purpose -
how does this change the world for the better?
❖ Entrepreneurial execution is difficult - execs have
different strengths to entrepreneurs (oil & water)

7. (c) Budd UK July 2016
Innovate
The response to step change is mixed
❖ Deny - tinkering at the edges
❖ Defensive - protect current revenues and positions
❖ Offensive - embrace transformational models
Venture
Transform Partner
Resources
££
Internal
Internal
External
External

8. (c) Budd UK July 2016
How do you measure results
❖ Economically - hard measures
❖ Social impact - you can represent but not hard measure

9. (c) Budd UK July 2016
Fundamental questions or just beliefs?
❖ Is there a correlation between purposeful, corporate
entrepreneurialism and financial results?
❖ Is purposeful entrepreneurialism a lead indicator of
results?

10. (c) Budd UK July 2016
Learn from the best
❖ Who is doing what entrepreneurial activity?
❖ What is working and what is not working?
❖ What can other big company leaders learn and short
cut?

11. (c) Budd UK July 2016
Why bother?
❖ What do you want to be known for?
❖ How can you use entrepreneurial “smarts” to address
the big company challenges (talent, technology) and
make a difference (society)?

12. (c) Budd UK July 2016
What will your legacy be?
Big threats to
big business
Talent, technology, society