The Year 2028 and the New Industrial RevolutionRobin Teigland
Overview of digitalization, emerging technologies, and new organizational forms on labor and value creation in society. Presentation made in Sweden during January 2018.
Charting your own pathway to professional success in the 4th industrial revol...Ainsley Brown
Artificial Intelligence (AI), robots, automation, and the Internet of Things (IoT) - the Fourth industrial Revolution - are terms that have moved into the mainstream of our everyday conversations. Unfortunately, the talk is usually one of doom and gloom, punctuated by predictions such as: Robots could displace 800 million jobs. The Fourth Industrial Revolution isn’t just about artificial intelligence, robots, or smart machines. As important as these are, the Fourth Industrial Revolution at the end of the day isn’t about machines but about humans – the way we live, learn, earn and play. As the Fourth Industrial Revolution continues to evolve, and disrupt existing social and economic systems, the future of work will increasingly be defined by the use of digital technology not to simply supplant humans but to augment human ability and experiences. But how do workers prepare for the future in an age of unprecedented and ever accelerating change? The answer: continuous education, learning and training. This presentation will argue that many of the technologies of the Fourth Industrial Revolution have self-empowered individuals and created opportunities to continuously upskill and retool enabling them to create their own path of professional success.
Issue 24 of Deloitte Review:
- Accelerating digital transformation in banking
- Social capital: Measuring the community impact of corporate spending
- How leaders are navigating the Fourth Industrial Revolution
- The Industry 4.0 paradox
- Tax governance in the world of Industry 4.0
- Regulating the future of mobility
- Picturing how advanced technologies are reshaping mobility
- To live and drive in LA
- What is work?
- Superminds: How humans and machines can work together
- Are you having fun yet?
- Engaging workers like consumers
- How the financial crisis reshaped the world’s workforce
The 4th Industrial Revolution Is Here - Are You Ready?Bernard Marr
The Fourth Industrial Revolution (and Industry 4.0) will dramatically change the way we work, interact with each other and live our lives. It's disrupting every industry and company in the world and offering tremendous opportunity as well as potential risk. How should we prepare for the changes?
The Year 2028 and the New Industrial RevolutionRobin Teigland
Overview of digitalization, emerging technologies, and new organizational forms on labor and value creation in society. Presentation made in Sweden during January 2018.
Charting your own pathway to professional success in the 4th industrial revol...Ainsley Brown
Artificial Intelligence (AI), robots, automation, and the Internet of Things (IoT) - the Fourth industrial Revolution - are terms that have moved into the mainstream of our everyday conversations. Unfortunately, the talk is usually one of doom and gloom, punctuated by predictions such as: Robots could displace 800 million jobs. The Fourth Industrial Revolution isn’t just about artificial intelligence, robots, or smart machines. As important as these are, the Fourth Industrial Revolution at the end of the day isn’t about machines but about humans – the way we live, learn, earn and play. As the Fourth Industrial Revolution continues to evolve, and disrupt existing social and economic systems, the future of work will increasingly be defined by the use of digital technology not to simply supplant humans but to augment human ability and experiences. But how do workers prepare for the future in an age of unprecedented and ever accelerating change? The answer: continuous education, learning and training. This presentation will argue that many of the technologies of the Fourth Industrial Revolution have self-empowered individuals and created opportunities to continuously upskill and retool enabling them to create their own path of professional success.
Issue 24 of Deloitte Review:
- Accelerating digital transformation in banking
- Social capital: Measuring the community impact of corporate spending
- How leaders are navigating the Fourth Industrial Revolution
- The Industry 4.0 paradox
- Tax governance in the world of Industry 4.0
- Regulating the future of mobility
- Picturing how advanced technologies are reshaping mobility
- To live and drive in LA
- What is work?
- Superminds: How humans and machines can work together
- Are you having fun yet?
- Engaging workers like consumers
- How the financial crisis reshaped the world’s workforce
The 4th Industrial Revolution Is Here - Are You Ready?Bernard Marr
The Fourth Industrial Revolution (and Industry 4.0) will dramatically change the way we work, interact with each other and live our lives. It's disrupting every industry and company in the world and offering tremendous opportunity as well as potential risk. How should we prepare for the changes?
New Industrial Revolution(s) and Future ScenariosRobin Teigland
My slides from the first day of the DecodingX Executive Education Program in Digital Transformation at the Stockholm School of Economics (https://exedsse.se/program/decoding-x/) in March 2018.
This point of view builds on prior global dialogue on the social value of the organisation, the future of the company and work plus recent debate on the value of data and British Academy research on the future of the corporation.
It looks at the future of the company through three lenses:
Corporate Purpose
The Digital Company
Organisation 3.0
This is being shared in a speech / workshop in Kuala Lumpur and used to kick off further discussions that will take place during 2019 on the future of work, the future of the organisation and the future of the company.
For more information:
Future Agenda
www.futureagenda.org
Future of the Company (2015)
https://www.futureagenda.org/view/initial_perspective/the-future-of-company
Future of Work (2018)
https://www.futureagenda.org/news/future-of-work
Integrated Reporting
http://integratedreporting.org
Future of the Corporation (British Academy)
https://www.thebritishacademy.ac.uk/future-corporation
Purpose of the Corporation (Frank Bold) http://en.frankbold.org/our-work/campaign/purpose-corporation
Keynote Chalmers Transportation in Age of DigitalizationRobin Teigland
keynote speech at Chalmers Conference in Sept 2019, https://www.chalmers.se/en/areas-of-advance/Transport/calendar/initiative-seminar-2019/Pages/default.aspx
Azure Day Rome Reloaded 2019 - Cloud Journey – FastTrack for Azureazuredayit
Starting from a scenario with obsolete legacy infrastructure services, we moved the entire .NET application landscape to Azure Platform as a Service.
The migration strategy was based on Azure Database Migration and was completed in a month and a half using Azure PaaS (Database as a Service, App Service and Application Gateway).
With minimal application changes, we were able to provide workload optimization, management optimization and Infrastructure as Code, which resulted in a reduction in the number of servers (from 30 to 5), in management effort (-70%) and in deployment time for the client.
Naked approach: success in the hyperconnected worldOannes
How to be successful in the hyperconnected world? A look at several strategies that the Nordic Countries can use. Let's build a Nordic Digital Ecosystem.
What's Wrong With Silicon Valley's Growth ModelTim O'Reilly
A talk I gave on the oreilly.com live training platform on January 22, 2020, focusing on the way that many Silicon Valley startups are designed to be financial instruments rather than real companies. They are gaming the financial system, much like the CDOs that fueled the 2009 financial crash. I talk about the rise of profitless IPOs, and contrast that with the huge profits of the last wave of Silicon Valley giants. In many ways, it is an extended meditation on Benjamin Graham's famous statement, "In the short term, the market is a voting machine, but in the long term it is a weighing machine."
Innovation & disruption hp talk april 2010 juldee versionFas (Feisal) Mosleh
A presentation on Innovation. Given to Hewlett-Packard headquarter and labs employees. Contains many examples of innovation undertaken by technology companies including Netflix, Amazon, EBay, Toyota, Blackberry, YouTube, Daimler Benz, Google, Lexus, Audi, Nokia, etc. Go to www.Juldee.com for more info.
OECD Digital Economy Outlook 2017: Setting the foundations for the digital tr...innovationoecd
The Digital Economy Outlook 2017 shows how Internet infrastructure and usage varies across countries and firms in the OECD area. It looks at policy implications of the digital transformation as well as a wide array of trends. Report available at http://oe.cd/deo2017 - See also the OECD Going Digital project: www.oecd.org/going-digital
New Industrial Revolution and Digital Business ModelsRobin Teigland
An extended version of my presentation on digital business models for Chairmen and CXOs of some of Sweden's largest multinationals (primarily B2B) in January 2017.
Capgemini CWIN18 Presentation on Cloud Journey and Re-platforming. Focus on DevOps and Serverless.
This presentation will show the Capgemini vision of Cloud Journey.
New Industrial Revolution(s) and Future ScenariosRobin Teigland
My slides from the first day of the DecodingX Executive Education Program in Digital Transformation at the Stockholm School of Economics (https://exedsse.se/program/decoding-x/) in March 2018.
This point of view builds on prior global dialogue on the social value of the organisation, the future of the company and work plus recent debate on the value of data and British Academy research on the future of the corporation.
It looks at the future of the company through three lenses:
Corporate Purpose
The Digital Company
Organisation 3.0
This is being shared in a speech / workshop in Kuala Lumpur and used to kick off further discussions that will take place during 2019 on the future of work, the future of the organisation and the future of the company.
For more information:
Future Agenda
www.futureagenda.org
Future of the Company (2015)
https://www.futureagenda.org/view/initial_perspective/the-future-of-company
Future of Work (2018)
https://www.futureagenda.org/news/future-of-work
Integrated Reporting
http://integratedreporting.org
Future of the Corporation (British Academy)
https://www.thebritishacademy.ac.uk/future-corporation
Purpose of the Corporation (Frank Bold) http://en.frankbold.org/our-work/campaign/purpose-corporation
Keynote Chalmers Transportation in Age of DigitalizationRobin Teigland
keynote speech at Chalmers Conference in Sept 2019, https://www.chalmers.se/en/areas-of-advance/Transport/calendar/initiative-seminar-2019/Pages/default.aspx
Azure Day Rome Reloaded 2019 - Cloud Journey – FastTrack for Azureazuredayit
Starting from a scenario with obsolete legacy infrastructure services, we moved the entire .NET application landscape to Azure Platform as a Service.
The migration strategy was based on Azure Database Migration and was completed in a month and a half using Azure PaaS (Database as a Service, App Service and Application Gateway).
With minimal application changes, we were able to provide workload optimization, management optimization and Infrastructure as Code, which resulted in a reduction in the number of servers (from 30 to 5), in management effort (-70%) and in deployment time for the client.
Naked approach: success in the hyperconnected worldOannes
How to be successful in the hyperconnected world? A look at several strategies that the Nordic Countries can use. Let's build a Nordic Digital Ecosystem.
What's Wrong With Silicon Valley's Growth ModelTim O'Reilly
A talk I gave on the oreilly.com live training platform on January 22, 2020, focusing on the way that many Silicon Valley startups are designed to be financial instruments rather than real companies. They are gaming the financial system, much like the CDOs that fueled the 2009 financial crash. I talk about the rise of profitless IPOs, and contrast that with the huge profits of the last wave of Silicon Valley giants. In many ways, it is an extended meditation on Benjamin Graham's famous statement, "In the short term, the market is a voting machine, but in the long term it is a weighing machine."
Innovation & disruption hp talk april 2010 juldee versionFas (Feisal) Mosleh
A presentation on Innovation. Given to Hewlett-Packard headquarter and labs employees. Contains many examples of innovation undertaken by technology companies including Netflix, Amazon, EBay, Toyota, Blackberry, YouTube, Daimler Benz, Google, Lexus, Audi, Nokia, etc. Go to www.Juldee.com for more info.
OECD Digital Economy Outlook 2017: Setting the foundations for the digital tr...innovationoecd
The Digital Economy Outlook 2017 shows how Internet infrastructure and usage varies across countries and firms in the OECD area. It looks at policy implications of the digital transformation as well as a wide array of trends. Report available at http://oe.cd/deo2017 - See also the OECD Going Digital project: www.oecd.org/going-digital
New Industrial Revolution and Digital Business ModelsRobin Teigland
An extended version of my presentation on digital business models for Chairmen and CXOs of some of Sweden's largest multinationals (primarily B2B) in January 2017.
Capgemini CWIN18 Presentation on Cloud Journey and Re-platforming. Focus on DevOps and Serverless.
This presentation will show the Capgemini vision of Cloud Journey.
DO NOT FEAR THE DISRUPTOR—EMBRACE IT
Disruptors loom on the horizon, threatening to upend more industries every month. No incumbent company is safe: From banking and retail to automotive and insurance, the cost of complacency keeps growing.
If you are tired of all the disruption talk, I understand. But chief executives
have good reason to be wary of external threats, and it is understandably keeping many awake at night. According to a recent global C-suite survey by IBM, the rise of an unlikely competitor outside of their industry was the biggest concern for executives, with 54 percent expecting to deal with this type of competition. In face- to-face interviews conducted for the survey, many C-suite occupants revealed that encountering their own “Uber moment” was their biggest fear.
Fear is the wrong way to view disruption, however. Yes, it breaks down the stalwarts and destroys the status quo. But it also ushers in new innovations that can transform a product, a business, a consumer base or an industry. Companies that embrace innovation have the opportunity to win big.
In fact, the best leaders know they have to be agile—standing still is not an option.
Ford, for example, recently launched a spinoff venture to explore its biggest existential threats: autonomous cars, electric vehicles and mobility. CEO Mark Fields declared to The Verge, “Our approach is to first disrupt ourselves.” And Lockheed Martin recently announced it would be investing in the development of hypersonic planes, which can go from six times the speed of sound to more than 20. “The technology could also enable hypersonic passenger flights, and even easier access
to space,” CEO Marillyn Hewson said. “Now is the right time. We know we must continue to disrupt ourselves before our competitors do.”
In the face of fast-paced change, these leaders realize the only way to thrive (and in some instances, survive) is to embrace the opportunity of disruption. The alternative is to merely react to change—which is a recipe for failure. Piyush Gupta, CEO of DBS Bank, recognized this, and refocused his organization’s culture on the customer in time to survive. Likewise, former BP CEO Lord John Browne chose to ride the wave of climate change, committing to reducing carbon emissions against the tide of popular industry opinion.
In the end, transformative leaders must be willing to stand for something that has not yet been tried or proven. They must put fear aside to create their own future. So as game changers come your way, I encourage you to face them head on. You may be surprised by what you can achieve.
Researching Community PartnershipsSix-Article Annotated Bibliogr.docxmackulaytoni
Researching Community Partnerships
Six-Article Annotated Bibliography
Summarize
The Grow, Hamm, & Lee’s “The Debate over Doing Good”
(found below).
Use Google Scholar to find at least five additional, reputable articles to review as background information on community partnerships and community organizations.
Review each of the six articles you found and summarize them based on the following criteria:
The name of the author and article,
The purpose of the article,
The problem addressed,
The population addressed, and,
The results of the article.
Your review should include all six articles. You should provide a 100-150 word paragraph for each source addressing the each of the four key ideas in your summary. Each article should also include a reference citation in APA format.
The Grow, Hamm, & Lee’s “The Debate over Doing Good”
Some companies are taking a more strategic tack on social responsibility. Should they?
It'
s
8:30 a.m. on a Friday in July, and Carol B. Tome is starting to sweat. The chief financial officer of Home Depot Inc. isn't getting ready to face a firing squad of investors or unveil troubled accounting at the home-improvement giant. Instead, she and 200 other Home Depot employees are helping to build a playground replete with swings, slides, and a jungle gym at a local girls' club in a hardscrabble neighborhood of Marietta, Ga. Dressed in a white Home Depot T-shirt, a baseball cap, and blue capri jeans, Tome tightens bolts, while others dump wood chips, mix concrete, and sink posts. The company, together with nonprofit playground specialist KaBOOM!, plans to build 1,000 more such kiddie parks in the next three years -- and spend $25 million
doing
it.
Is this any way to build shareholder value at Home Depot, where the stock has been stuck near $43, down 35% from its all-time high? Chief Executive Robert L. Nardelli and his troops think so. Last year about 50,000 of Home Depot'
s
325,000 employees donated 2 million hours to community service. Now, Nardelli is trying to encourage more companies to volunteer at Home Depot'
s
pace. At his invitation, executives from 24 companies and foundations gathered for five hours at Home Depot'
s
Atlanta headquarters in May to discuss community service. Attendees included Lawrence R. Johnston of Albertson'
s
, F. Duane Ackerman of BellSouth, Gerald Grinstein of Delta Air Lines, and William R. McDermott of SAP America. On Sept. 1 these CEOs and others will kick off "A Month of Service," an ambitious plan, developed with community group the Hands-On Network, to deploy corporate volunteers on 2,000 projects across the country, and raise the total number of volunteers by 10%, or 6.4 million, in two years. "We look at this activity with the same eye that we look at business," Nardelli says.
Yes, companies have long paid lots of money -- and lip service -- to philanthropy and public service. But as Nardelli'
s
confab indicates, managers from all parts of American business are increasing.
"I wish this book and Venture for America had existed when I graduated from college and wanted to make the world a better place but didn't know where to turn. Smart People Should Build Things details how we can channel our top graduates into impactful entrepreneurial opportunities while addressing our economy's biggest problems."
-Dave Gilboa, cofounder and co-CEO of Warby Parker
Máxima audiencia para la venta directa. El último modelo de negocio social. Networkempresas.com
Por qué ahora es el momento de la máxima audiencia para la venta directa. El último modelo de negocio social -
Un suplemento especial de Wall Street journal de Noticias de la venta directa
Steal This Idea: Ten Smart Ideas for Marketing Your Communityatlinnj
"Steal This Idea: Ten Smart Ideas for Marketing Your Community" was recently presented by Andy Levine, President of DCI to the Georgia Economic Developers Association (April 19, 2010).
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
2. “My definition of a leader . . . is a man
who can persuade people to do what
they don’t want to do, or do what they’re
too lazy to do, and like it.” — Harry S.
Truman
“If your actions inspire others to dream more, learn
more, do more and become more, you are a leader.” —
John Quincy Adams
3. 1. 9% to 32% of an
organization’s
voluntary turnover
can be avoided
through better
leadership skills
2. Better leadership can
generate a 3 to 4%
improvement in
customer
satisfaction scores
and a corresponding
1.5% increase in
revenue growth
The impact of leadership on organizational performance
https://www.forbes.com/sites/jackzenger/2015/01/15/great-leaders-can-double-profits-research-shows/#7161fec56ca6
4. 34 bln $ -
2014
50 bln $-
2017
There are many organizations that show consistent improvement in productivity over time as
a direct result of their leadership development initiatives. General Electric had a 5% per
annum growth in employee productivity at a time when many organizations were languishing with
1% and 2% productivity improvement.
Increasing importance of leadership development
Increased spending on Leadership
Assessment and development Y-o-Y
https://www.forbes.com/sites/jackzenger/2015/01/15/great-leaders-can-double-profits-research-shows/#7161fec56ca6
5. Forbes
1) Honesty
2) Delegate
3) Communication
4) Confidence
5) Commitment
6) Positive Attitude
7) Creativity
8) Intuition
9) Inspire
10)Approach
INC.com
1) Awareness
2) Decisiveness
3) Empathy
4) Accountability
5) Confidence
6) Optimism
7) Honesty
8) Focus
9) Inspiration
10)Resilient
11)Humble
American Management
Association
1) Results Oriented
2) Customer Focused
3) Have a Vision
4) Strategically Focused
5) Effectively Get Work Done
Through Others
6) Be Good at Dealing with
Conflict
7) Ask Great Questions
8) Make High-Quality Decisions
9) Be a Trusted Leader
10)Be an Incredible
Communicator
Fortune
1) Trustworthiness
2) Compassion
3) Decisiveness
4) Innovation
5) Risk Taking
What are successful leaders made of??
6.
7. Elon Musk Sam Walton
Elon Musk is a fountain of
audacious, world-
changing ideas.
1. Tesla
2. Solar City
3. Space X
4. Hyperloop
The secret to Wal-Mart’s
phenomenal growth, as
TIME Magazine notes
that Sam Walton was the
first to hire a computer
whiz to overhaul the
company’s logistics and
inventory systems,
leading to
unprecedented efficiency
8.
9. 1. Use communication in all
of its forms—from body
language, to voice
inflection.
2. Use communication to
tear down barriers and
build up bridges,.
3. Use oration to win the
hearts and minds of
listeners.
4. Using words that resonate
with people.
1. Speak with Passion
2. Simplify your message.
One simple message at
a time.
3. Don’t overuse jargon.
4. Know your audience.
10.
11. Jack Welch Chuck Knight
Jack Welch was the
chairman and CEO of
General Electric (GE) for
two decades, from 1981
to 2001. He was able to
increase the company’s
worth 4,000%. He was
both praised and
criticized for his
management style.
When Knight took the top job
in 1973, after a year as vice-
chairman and a career at his
father's consulting firm, he
vowed not to break the winning
streak. "I was determined not
to be second-string at anything
in life," he says.
Knight had taken Emerson from
$938 million in sales at the time
of his appointment to $16
billion in 2001.
12.
13. Herbert KelleherJeff Bezos
Amazon CEO Jeff Bezos knows a thing or
two about building a successful business.
Several analysts have predicted that
Amazon will be the world's first company
with a trillion dollar valuation , and Bezos
recently become the second richest
person on earth .
In his latest letter to Amazon
shareholders published April 2017, Bezos
explains why he believes that centering a
business around "obsessive customer
focus" is the best way to succeed.
Southwest started with three planes in
1971 and experts wrote it off. They failed
to realize that for profits to materialize, a
company must hire and empower the
right people who are committed to
elevating the customer experience. Herb
Kelleher once said, "We tell our people,
'Don't worry about profit. Think about
customer service.' Profit is a by-product
of customer service. It's not an end in and
of itself.”
Southwest motto: “Hire for attitude; train
for skill.”
14.
15. James Burke Henry Ford
Johnson & Johnson’s chairman and chief executive
from 1976 until his retirement in 1989, Mr. Burke
oversaw a vast expansion of the company, sales
tripled to $9 billion a year, and the company began
doing business in many more countries.
Mr. Burke is best known for his handling of the
Tylenol crisis in 1982, when seven people in the
Chicago area died after taking capsules of Extra-
Strength Tylenol that had been laced with cyanide.
The company spent more than $100 million
recalling 32 million bottles of Tylenol capsules from
store shelves in 1982.
In 1914, Henry Ford made a big announcement. Ford
would begin paying his employees $5.00 a day, over
twice the average wage for automakers in 1914. In
addition, he was reducing the work day from 9 hours to
8 hours, a significant drop from the 60-hour work week
that was the standard in American manufacturing.
It might have been just another of Ford’s wild ideas,
except that it proved successful. In 1914, the company
sold 308,000 of its Model Ts—more than all other
carmakers combined. By 1915, sales had climbed to
501,000. By 1920, Ford was selling a million cars a year.
16.
17. Devi Shetty
E. Sreedharan
Fondly named as the Metro Man of India,
he is a retired Indian Engineering Officer
who is responsible for single-handedly
rewriting the country's urban transport
story.
He re-built the Pamban Bridge in record 46
days which was blown away by a cyclone in
1963. He was given a deadline of 90 days
but he finished the project in just 46 days.
Indian Railway recognized his achievement
and awarded him with the Railway
Minister’s Award. Many more assignments
followed.
Shetty set up Narayana Hrudayalaya in 2001 with
the motto: 'None shall be turned away because
they can't pay.' It is, as a UNDP case study puts it, a
"combination of compassion, high quality medical
know-ledge and skills, and an astute sense of
making the business work for the poor".
NH also makes its doctors cost-conscious. Every day
at noon senior doctors and hospital administrators
get a text message on the revenue, expenses and
EBITDA margin of the previous day. "Looking at the
profit-and-loss statement at the end of the month
is like reading a post-mortem," says Shetty.
18.
19. Jack Ma Sheryl Sandberg
Alibaba founder and chairman Jack Ma. According to
Forbes, he's worth an estimated $29 billion, which
includes his 7.8% stake in Alibaba -- China's answer
to Amazon -- and a nearly 50% stake in payment-
processing service Alipay.
Ma is a true rags-to-riches story. He grew up poor in
communist China, failed his college entrance exam
twice, and was rejected from dozens of jobs,
including one at KFC, before finding success with his
third internet company, Alibaba. At the World
Economic Forum in 2016, Jack Ma revealed he has
even been rejected from Harvard -- 10 times!
In the spring of 2015, Facebook Chief Operating
Officer Sheryl Sandberg lost her husband. Dave
Goldberg died suddenly from a heart condition
while the couple were on vacation.
She posted a long essay about her suffering and
sense of isolation on Facebook. And she reached
out to Wharton professor Adam Grant to learn
about what the research says about resilience.
Together, they wrote a new book called: Option B:
Facing Adversity, Building Resilience, and Finding
Joy.
20.
21. Travis Kalanick Brian Chesky, Nathan
Blecharczyk, Joe Gebbia
Uber’s disruptive technology, explosive growth,
and constant controversy make it one of the most
fascinating companies to emerge over the past
decade. The eight-year-old company has
rocketed to become the highest valued private
startup company in the world.
Valued by investors at $69 billion, it exceeds the
market cap of giants such as General Motors,
Ford Motor Company, and Tesla Inc. even though
the company has suffered billions in losses in
recent years.
Recent statistics show that Airbnb now has over 3
million listings in over 191 countries and 65,000 cities.
Airbnb hosts have hosted over 160,000,000+guests.
There was a design conference coming to town and
hotel space was limited, so Brian Chesky and Joe
Gebbia set up a simple website with pictures of their
their loft-turned-lodging space—complete with three
air mattresses on the floor and the promise of a home-
cooked breakfast in the morning. The following spring,
they enlisted former roommate and engineer Nathan
Blecharczyk to help them get Airbed & Breakfast off the
ground.
22.
23. Bill Gates Richard Branson
Bill Gates is used to big titles, but they didn’t come
without big risks. Being an entrepreneur in itself is a
risky endeavour, but from a young age, Bill Gates has
consistently made big moves to get what he wants.
In 1975, Gates contacted the creators of the new
micro computer, Micro Instrumentation and
Telemetry Systems (MITS) and said a group of his
was working on an interpreting program for their
product. This was a lie – Gates wanted to gauge the
interest of the company and when the president
agreed to a demo meeting, Gates and his business
partner Paul Allen then developed the system. The
meeting was a success
One of Branson’s earliest memories is when he was four or
five years old, and his aunt bet him ten shillings that he
couldn’t learn to swim by the end of his family vacation. On
the way home, Branson saw a river and persuaded his father
to pull over so he could jump in. After some floundering, he
figured out how to swim and earned himself some money.
Richard Branson’s business has become a case study in risk
diversification at business schools and classrooms around the
world. For years, he was able to move with great success and
even greater audacity from one market to another.
Branson candidly reveals that "You’ve got to take risks if you
are going to succeed. I would much rather ask forgiveness
than permission”.
24. The common threads
Vision
Results Oriented
Customer
Focused
Trust / Honest
Incredible
Communicator
Humble Decisive
Innovation
Risk Taking
Resilient
25.
26. Practicing impactful leadership – 8 Imperatives
4. Foster a growth mindset
5. Leverage emotion
6. Optimize stress
1. Embrace new experiences
2. Adopt deliberate practice and reflection
3. Learn from others
7. Practice mindfulness
8. Enact behavioral commitments
What we do?
Who we are?
Pause
27. The stereotypical, larger-than-life, charismatic CEO who never makes mistakes and is probably the smartest person in the room and
rides in and out on a white horse with a perfect, unblemished record only exists in urban legends.
– From the CEO Genome Project
Editor's Notes
1982: Do the right thing : - James Burke Erstwhile CEO – J&J
As Johnson & Johnson’s chairman and chief executive from 1976 until his retirement in 1989, Mr. Burke oversaw a vast expansion of the company, which now sells a variety of products like baby shampoo, prescription drugs and artificial hips. Sales tripled to $9 billion a year, and the company began doing business in many more countries.
Mr. Burke is best known for his handling of the Tylenol crisis in 1982, when seven people in the Chicago area died after taking capsules of Extra-Strength Tylenol that had been laced with cyanide. The company spent more than $100 million recalling 32 million bottles of Tylenol capsules from store shelves in 1982.
When J&J learned that bottles of its Tylenol being sold in Chicago had been laced with cyanide and had left seven dead, pulled off the shelves every bottle of the painkiller nationally and designed a tamper-proof bottle -- all at a cost of $100 million.
He lived by the credo that a leader's first responsibility was to J&J's customers. --
Within months in 1982, Johnson & Johnson had returned Tylenol to the market in new, tamper-resistant packaging — the scare prompted Congress to pass antitampering legislation — and it took just one more year before the company recovered its position as the top-selling over-the-counter pain reliever.
Henry Ford:
In 1914, Henry Ford made a big announcement that shocked the country. It caused the financial editor at The New York Times to stagger into the newsroom and ask his staff in a stunned whisper, “He’s crazy, isn’t he? Don’t you think he’s crazy?”
That morning, Ford would begin paying his employees $5.00 a day, over twice the average wage for automakers in 1914.
In addition, he was reducing the work day from 9 hours to 8 hours, a significant drop from the 60-hour work week that was the standard in American manufacturing.
Higher wages were necessary, Ford realized, to retain workers who could handle the pressure and the monotony of his assembly line. In January of 1914, his continuous-motion system reduced the time to build a car from 12 and a half hours to 93 minutes. But the pace and repetitiveness of the jobs was so demanding, many workers found themselves unable to withstand it for eight hours a day, no matter how much they were paid.
But Ford had an even bigger reason for raising his wages, which he noted in a 1926 book, Today and Tomorrow. It’s as a challenging a statement today as it as 100 years ago. “The owner, the employees, and the buying public are all one and the same, and unless an industry can so manage itself as to keep wages high and prices low it destroys itself, for otherwise it limits the number of its customers. One’s own employees ought to be one’s own best customers.”
It might have been just another of Ford’s wild ideas, except that it proved successful. In 1914, the company sold 308,000 of its Model Ts—more than all other carmakers combined. By 1915, sales had climbed to 501,000. By 1920, Ford was selling a million cars a year.
“We increased the buying power of our own people, and they increased the buying power of other people, and so on and on,” Ford wrote. “It is this thought of enlarging buying power by paying high wages and selling at low prices that is behind the prosperity of this country.”
Uber : Travis Kalanick
Uber’s disruptive technology, explosive growth, and constant controversy make it one of the most fascinating companies to emerge over the past decade. The eight-year-old company has rocketed to become the highest valued private startup company in the world. Valued by investors at $69 billion, it exceeds the market cap of giants such as General Motors, Ford Motor Company, and Tesla Inc. even though the company has suffered billions in losses in recent years.
Airbnb : Brian Chesky, Nathan Blecharczyk and Joe Gebbia
The Airbnb founder story is one of persistence, determination, fear and most of all, hustle. Let’s go back to the start. It’s late 2007 in San Francisco. Airbnb founders Brian Chesky and Joe Gebbia just moved from New York. Without employment, they were having trouble paying their rent and were looking for a way to earn some extra cash.They noticed that all hotel rooms in the city were booked, as the local Industrial Design conference attracted a lot of visitors.
There was a design conference coming to town and hotel space was limited, so they set up a simple website with pictures of their their loft-turned-lodging space—complete with three air mattresses on the floor and the promise of a home-cooked breakfast in the morning. This site got them their first three renters, each one paying $80, and after that first weekend they began receiving emails from people around the world asking when the site would be available for destinations like Buenos Aires, London, and Japan. The following spring, they enlisted former roommate and engineer Nathan Blecharczyk to help them get Airbed & Breakfast off the ground.
The most recent statistics show that Airbnb now has over 3 million listings in over 191 countries and 65,000 cities. Airbnb hosts have hosted over 160,000,000+guests.
Leadership development is an ongoing process to deepen, broaden, and differentiate the executive’s capabilities required to perform effectively.
It involves a learning cycle of adapting to destabilizing challenges and returning to equilibrium.
The eight imperatives enable leaders to break old routines and intentionally focus on developing their capabilities to become more effective.
The deliberate use of the eight imperatives will keep leaders from defaulting back to old approaches, habits, and routines that are not serving them effectively going forward.
Embrace new experiences to spark learning and development.
Adopt deliberate practice and reflection to build skill and automate changes.
Learn from others, both in learning communities and when applying skills in the real world.
Leaders foster a growth mindset; they have to care, be curious, and open.
Leverage emotion to spark motivation and activate effort.
Optimize stress to move out of a comfort zone and into a learning zone.
Practice mindfulness to quiet ego and pause automaticity, creating space to choose a different approach.
Enact behavioral commitments to create sustained personal change.