The document discusses establishing thought leadership through goal setting. It first covers understanding organizational needs and knowledge based on theories like Maslow's hierarchy of needs. It then discusses mapping the organization's needs and knowledge assets and developing tradable and transferable knowledge. The document outlines SMART principles for setting specific, measurable, attainable, realistic and timely thought leadership goals that leverage the organization's knowledge, intellectual capital and relationships. The outcomes of effective thought leadership with customers, industry and regulators are described.

1. Actualising Thought Leadership
From Need to Goal Setting
Bolaji Okusaga

2. 1. Needs and Knowledge

3. Tapping into a Need for New Ideas and Innovative
Thought
• PHYSIOLOGICAL
• The desire
for food,
shelter and
clothing
• SECURITY
• The desire
for safety
• SOCIAL
• The desire for
acceptance
• SELF-ESTEEM
• The desire
for status
• SELF
ACTUALISATION
• The desire for
fulfillment
Need as Basis for Motivation
• Abraham Maslow’s Hierarchy of Needs

4. Need Based Motivations
Existence
• The need for
Existence
• Similar to Maslow’s
Physiological Needs
Relatedness
• The need for
interpersonal and
interaction to satisfy
esteem and prestige
Growth
• The need for Growth.
• Similar to Maslow’s
Esteem and Self-
actualisation needs
4
• Alderfer’s Theory of Human Needs

5. Need Based Motivations
Motivator
• Higher level Needs
• Ego and Self Actualisation Needs
Hygiene
• Lower level Needs
• Physiological, Safety and Social Needs
5
• Herzberg’s Hygiene-Motivator

6. Knowledge as Differentiator
Knowledge as
basis for
Shaping Reality
• Experience
• Know-how
Knowledge
Sharing as
Business
Leverage
• Competence
• Delivery
Leveraging Higher Level Needs
Esteem Actualisation

7. Types of Knowledge
Tacit
Knowledge
Simultaneous
and practice
oriented
Subjective
Basis
Explicit
Knowledge
Sequential
and theory
oriented
Objective
Basis

8. Organisational Knowledge as Basis for TL
Characterization
• Knowledge is a mix
of framed
experience, values,
contextual
information, expert
insights
Context
• Organisations
leverage experience
and insights in
designing products
and service
experiences
Conduction
• Beyond satisfying a
need or filling a gap
in society,
knowledge becomes
a means of
attraction and
differentiation.

9. Mapping Organisational Need and Knowledge
There is the need
to understand the
Need State of the
Organisation and
its pursuit in
support of its
need.
The is the need to
map the
knowledge asset of
the organization in
delivering on it TL
pursuit
9

10. Building Tradable and Transferable Knowledge
DATA
• Observed
unique
sequence and
patterns of
events
INFORMATION
• Noted
consequence
of unique
sequence and
patterns of
events
KNOWLEDGE
• Codified
interpretation
of
consequence
of unique
sequence and
patterns of
events
Raw Processed Iterated

11. Leveraging Non Balance Sheet Items
Legacy
Rights and
Patents
Proprietary
Tools and
Licences
Companywide
Skills and
Competences
Quality of
Management
Business
Networks and
Partnerships
Brand(s) Customers

12. Moving from Knowledge Organisation to
Thought Leading Organisation
Organisational
Knowledge
Organisational
Capital
Human Capital
Intellectual
Capital
Curated and
Transferred
Relational
Capital

13. The Link Between Knowledge Sharing and Innovation
INTERACTION AS CO-
CREATION
OPPORTUNITY
KNOWLEDGE
SHARING AS BASIS
FOR SHAPING
PERCEPTION
• Sharing knowledge enables the
capture of new information
from the target audience
• The transmitter and receiver
each enhancing each-others
position
• In business, perception is reality
• To be seen as innovative, you
need to display innovation in
thought and action

14. Aggregating Corporate Knowledge Through
Content
Branded Content
• Owning and copy-
righting ideas and
experience.
Content Marketing
• Marketing experience
that is iterated and
availing it to target
audience

15. 2. Goal Setting

16. Specific Measurable Attainable
Realistic Timely
Goal Setting
S.M.A.R.T Principles

17. Who:
• Who are our knowledge
resource that we want to
deploying?
What:
• What do we want to
accomplish?
Where:
• On what platforms will we
achieve the goals.
When:
• When is the time frame
are we look at.
Which:
• Which are the
requirements/constraints.
Why:
• Why do we want to
accomplish this goal.
Specific Goals

18. This speaks about having metrics in
place to measure
Inputs
•What are
we putting
in?
Outputs
•How is it
reflecting?
Outcomes
•What are
we getting
out of it?
Measurable Goals

19. This speaks
of how
actionable
our big-idea
is?
The goal is
actionable?
How do we move it
from discussion to
action?
How do we plan to
make it achieve its
purpose?
Attainable Goals

20. This speaks of
how lifelike
the goal is?
Unrealistic
goal are purely
theoretical
and have not
practical basis
Realistic Goals

21. This speaks
to the timing
elements of
goal setting
A goal
without a
time-table
for achieving
it, is at best
a wish-list
Timely Goals

22. Outcomes of Thought Leadership
With Customers –
Become a Sought-
after Company
• Provocative Thinking
• Unique and Informed
Perspective, connecting
the Customer to
Information that is useful
and Relevant
With Industry –
Become an Authority
• Immersed in industry
issues
• Speak to new industry
reality
• Defining the future
With Regulators – Be
an Advisor
• Taking an advisory role
• Guiding Regulatory
Process

23. Thank you.