1) The document discusses the evolution from a consumption economy to an experience economy to a people economy, where customers seek meaning and identity through relationships rather than just products or experiences.
2) It argues that organizations need to shift from treating people as resources to engaging them in co-creating meaning through relationships and communities. Connected leadership is needed to build the social and moral connections that facilitate this.
3) Key components of connected leadership include using personal influence to strengthen informal social networks, giving meaning to relationships, and encouraging dialogue to secure engagement from customers and employees.
Management Consulting Expertise in triggering and stimulating creativity with...Habib Abou Saleh
It outlines the best practices in Management Consulting Expertise, mainly when it comes to triggering and stimulating creativity within organizations. It sheds the light on what really influence our creative thinking and how it would affect businesses’ products and services provided within an innovative work frame. It highlights the role of organizations’ culture, the working environment, managers’ roles, in addition to our surroundings in shaping our creativity.
Major research centers have examined the impact of positive social interactions in the workplace. Research shows that companies who invest in positive social connections outperform those who don't in all aspects. A positive, socially engaging culture provides high returns - $100 invested in 1998 in a "Great Place to Work" company would have been worth $266 in 2008, compared to $180 for comparable companies. The Circles Agency uses tools developed from research in social contagion, emotional diffusion, and collective intelligence to build positive workplace culture without restructuring policies or organizations. Their approach focuses on social engagement, collective intelligence, and motivation to improve employee performance, productivity, and retention.
Highly recommended course for everybody who seeks to find himself at dynamic 21st century environment! https://lnkd.in/eHabDGj
You'll find it @ https://www.coursera.org/learn/leadership-21st-century
The #1 Reason Why Sales Coaching is Critical to your 2022 Sales SuccessAggregage
Join Tim Hughes, Author of Social Selling – Influencing Buyers and Changemakers and Co-Founder/CEO of Digital Leadership Associates, as he details how investing in sales coaching will teach your team how to navigate social media and therefore create greater sales success.
The document discusses five key steps to creating the 21st century workforce experience:
1. Redefining employee engagement through establishing a "new people deal" that outlines mutual expectations and commitments between organizations and employees.
2. Re-inventing organizational structures to be more adaptive through dynamic talent marketplaces that match employees to the right assignments.
3. Shaping a reputation-based culture through transparency, peer feedback, and real-time check-ins to form an environment empowering talent transformation.
4. Leveraging innovative technologies to enable and drive real-time talent transformation and the creation of adaptive organizational frameworks.
5. Introducing an adaptive organizational model as the backbone for engaging talent, alloc
This example illustrates Herzberg's two-factor theory. Specifically, it relates to the hygiene factors dimension. Patient satisfaction survey scores measure things like working conditions, company policies, and interpersonal relationships - which Herzberg classified as hygiene factors. When hygiene factors are poor, work is dissatisfying. In this case, if patient satisfaction scores are low, it could indicate dissatisfying working conditions, policies, or relationships for patients. The government is using patient satisfaction scores/hygiene factors to determine Medicare reimbursement rates as a way to reduce dissatisfaction among patients and healthcare providers. However, according to Herzberg's theory, while addressing hygiene factors can reduce dissatisfaction, it does not necessarily improve satisfaction or motivation on its own
Committed to Growth White Paper BusinessTracey Ezard
This document discusses how to build collaboration and learning intelligence within an organization. It outlines three key pillars for organizational transformation: mindset, environment, and dialogue. It also presents a model with six stages of an organization's ability to create collaboration and growth, from corrosion to committed collaboration. Leaders are encouraged to assess where their organization currently falls on this spectrum and focus on strengthening the foundations of the three pillars to drive momentum and shift towards committed collaboration.
This chapter introduces the concept of leadership and how it differs from management. It defines leadership as an influence relationship among leaders and followers intended to create real change. Leadership involves people, influence, change, shared purpose, and personal responsibility. The biggest challenge for today's leaders is adapting to a changing world that demands a new leadership paradigm focused on empowerment, collaboration, diversity, and higher purpose over control and personal ambition. While management focuses on maintaining stability and efficiency, leadership is about creating vision, inspiring others, and driving change within a culture of integrity. Both management and leadership skills are generally needed for organizations to be effective.
Management Consulting Expertise in triggering and stimulating creativity with...Habib Abou Saleh
It outlines the best practices in Management Consulting Expertise, mainly when it comes to triggering and stimulating creativity within organizations. It sheds the light on what really influence our creative thinking and how it would affect businesses’ products and services provided within an innovative work frame. It highlights the role of organizations’ culture, the working environment, managers’ roles, in addition to our surroundings in shaping our creativity.
Major research centers have examined the impact of positive social interactions in the workplace. Research shows that companies who invest in positive social connections outperform those who don't in all aspects. A positive, socially engaging culture provides high returns - $100 invested in 1998 in a "Great Place to Work" company would have been worth $266 in 2008, compared to $180 for comparable companies. The Circles Agency uses tools developed from research in social contagion, emotional diffusion, and collective intelligence to build positive workplace culture without restructuring policies or organizations. Their approach focuses on social engagement, collective intelligence, and motivation to improve employee performance, productivity, and retention.
Highly recommended course for everybody who seeks to find himself at dynamic 21st century environment! https://lnkd.in/eHabDGj
You'll find it @ https://www.coursera.org/learn/leadership-21st-century
The #1 Reason Why Sales Coaching is Critical to your 2022 Sales SuccessAggregage
Join Tim Hughes, Author of Social Selling – Influencing Buyers and Changemakers and Co-Founder/CEO of Digital Leadership Associates, as he details how investing in sales coaching will teach your team how to navigate social media and therefore create greater sales success.
The document discusses five key steps to creating the 21st century workforce experience:
1. Redefining employee engagement through establishing a "new people deal" that outlines mutual expectations and commitments between organizations and employees.
2. Re-inventing organizational structures to be more adaptive through dynamic talent marketplaces that match employees to the right assignments.
3. Shaping a reputation-based culture through transparency, peer feedback, and real-time check-ins to form an environment empowering talent transformation.
4. Leveraging innovative technologies to enable and drive real-time talent transformation and the creation of adaptive organizational frameworks.
5. Introducing an adaptive organizational model as the backbone for engaging talent, alloc
This example illustrates Herzberg's two-factor theory. Specifically, it relates to the hygiene factors dimension. Patient satisfaction survey scores measure things like working conditions, company policies, and interpersonal relationships - which Herzberg classified as hygiene factors. When hygiene factors are poor, work is dissatisfying. In this case, if patient satisfaction scores are low, it could indicate dissatisfying working conditions, policies, or relationships for patients. The government is using patient satisfaction scores/hygiene factors to determine Medicare reimbursement rates as a way to reduce dissatisfaction among patients and healthcare providers. However, according to Herzberg's theory, while addressing hygiene factors can reduce dissatisfaction, it does not necessarily improve satisfaction or motivation on its own
Committed to Growth White Paper BusinessTracey Ezard
This document discusses how to build collaboration and learning intelligence within an organization. It outlines three key pillars for organizational transformation: mindset, environment, and dialogue. It also presents a model with six stages of an organization's ability to create collaboration and growth, from corrosion to committed collaboration. Leaders are encouraged to assess where their organization currently falls on this spectrum and focus on strengthening the foundations of the three pillars to drive momentum and shift towards committed collaboration.
This chapter introduces the concept of leadership and how it differs from management. It defines leadership as an influence relationship among leaders and followers intended to create real change. Leadership involves people, influence, change, shared purpose, and personal responsibility. The biggest challenge for today's leaders is adapting to a changing world that demands a new leadership paradigm focused on empowerment, collaboration, diversity, and higher purpose over control and personal ambition. While management focuses on maintaining stability and efficiency, leadership is about creating vision, inspiring others, and driving change within a culture of integrity. Both management and leadership skills are generally needed for organizations to be effective.
Your Culture Shapes What Your Business BecomesBill Thomas
Your organization’s culture is not what your CEO or executive team believes it is or proclaims it to be. It’s what your employees, customers and investors believe it to be. This article discusses three keys to shaping a culture that aligns with the business, rather than letting one’s culture determine the business.
Employee Engagement Across Cultures, Countries and CompaniesCorporate Spirit Ltd
This document discusses employee engagement across cultures. It begins with an introduction to the topic and outlines the agenda. It then explores how engagement and the psychological contract may differ based on languages and cultures. Several cultural dimensions that can impact engagement are examined, including individualism vs collectivism and risk aversion. The document also looks at how promises and trust can have different meanings and implications in various cultures. Specific examples of engagement practices in countries like Brazil, India, Mexico, South Africa and China are provided. The document concludes that understanding cultural differences is important for effective global employee engagement and intercultural communication skills are a competitive advantage.
The document discusses the roles of an inspirational leader. An inspirational leader provides an inspiring vision, strategic alignment, and helps people connect personal goals to business goals. They make innovation a priority, encourage entrepreneurship and experimentation, empower and trust employees, coach people to achieve more, promote teamwork and diversity, motivate and recognize people, encourage risk-taking, and make business fun. An inspirational leader promotes a culture where people value themselves, each other, the company and customers.
This document discusses collaborative leadership, which involves bringing together diverse stakeholders to solve complex problems through inclusive decision-making. It notes that collaborative leadership requires sharing power so that those affected by an issue can be part of the change process. As examples, it discusses greater collaboration between schools, parents, and teachers through mechanisms like site-based teams and collaborative decision-making. The goal is to ensure community members, including those served by social services, have a voice in decisions that affect them.
Innovation is about process and relationships comprehensively and equitably focused on understanding the problems and issues of stakeholders…
…then designing solutions and testing them, with an eye on learning and adaption,
…and, once sufficiently tested, implementing and evaluating the solution before scaling it up
-Seta
Room for Inclusion: Employers guide on how to onboard your talent inclusivelyHarvey Nash Plc
A short 'how to' guide and tips for employers on how to ensure that the new starters you have worked hard to attract and hire get off to the right start and feel included from day one.
The document discusses entrepreneurial leadership and attempts to define it. Entrepreneurial leadership combines aspects of entrepreneurship and traditional leadership. It involves taking risks to innovate, having a vision to inspire others, and empowering employees to achieve goals. Organizations need entrepreneurial leaders who can adapt to constant changes in technology and customer demands. While leadership, management, and entrepreneurship can overlap, entrepreneurial leadership requires a willingness to take calculated risks and make choices to move an organization forward. Developing entrepreneurial skills within an organization can help emerging leaders test their abilities before becoming external entrepreneurs.
The document discusses ethical business leadership. It provides 10 characteristics of ethical leadership, including articulating organizational values and focusing on success over personal ego. It also outlines 5 pillars of ethical business leadership: commitment, relevance, adding positive value, influence, and focusing on means rather than just ends. The summary concludes with suggestions for becoming a more ethical business leader, such as walking the talk, finding a mantra, avoiding self-serving behaviors, and not working alone.
Term Project Ethical Business Leadership-Fall 2016-Business Policies & Ethics...Muhammad Asif Khan Awan
it describes the qualities that has been required to become an ethical leader while managing businesses. And how to take most morally valued business decisions which help you attainment of your vision.
People-centered leadership is a holistic approach that focuses on developing people's competence and confidence. It is based on the belief that people want to do meaningful work and be part of something greater. Effective leaders understand human nature and help bring out people's potential. The focus is on serving others rather than personal goals. Leaders clearly communicate their intentions and priorities to help people work effectively. Developing people's skills and passion creates value and allows organizations to perform better and sooner. People-centered leadership builds commitment and leads to business results.
The 21st century requires agile, flexible, responsive staff to address the constantly evolving problems that face communities. The old, hierarchical style of leadership is no longer sufficient for a fast-paced, diverse, workplace. The author demonstrates how 21st century leaders need to empower staff to be organizational entrepreneurs by providing a clear vision and placing trust in their followers. The article is based off the principles of High Performing Organizations taught by ICMA and the University of Virginia.
LivePerson, a cloud-based customer service platform company, underwent a cultural transformation beginning in 2010 to align with its shifting business model. It scrapped its performance review process and created a new feedback and coaching process called Achieve. Achieve is focused on ongoing conversations about goals, development, and feedback across all employee levels. It aims to foster a culture of connection, ownership, and mutual support through these discussions. LivePerson also implemented other initiatives like onboarding and leadership development programs to further embed its values into daily operations as it expanded globally to over 800 employees across four continents.
This chapter discusses moral leadership and leadership courage. It explores how leaders can act ethically by focusing on principles like serving others, honesty, and fairness. Leaders set the ethical tone for their organizations and face pressures that challenge their ability to do what is right. The chapter also covers developing moral courage and examining one's own stage of moral development to become a better leader. Ideas like servant leadership that emphasize serving followers are presented as well.
Applied Knowledge Services: A New Approach for Management and Leadership in t...SIKM
Guy St. Clair and Barrie Levy propose a new approach called "knowledge services" for managing organizations in the 21st century. Knowledge services converges information management, knowledge management, and strategic learning into a single operational function to ensure the highest levels of knowledge sharing. The knowledge strategist is responsible for defining the knowledge culture and leading the organization as a knowledge culture. Critical success factors for knowledge services include conducting a knowledge audit to evaluate how well knowledge is shared, leading change instead of managing it, and facilitating collaboration across the organization.
A Managers Guide to a Cascading Team Values Conversation
This is a guide for a manager to conduct a values conversation/ workshop with his or her team. The values conversation will take from 1 1/2 to 3 hours. The purpose is to clarify the values that will help the team move toward their highest level of performance.
In the conversation, the team will
• Explore their personal values about teamwork
• Create a team values statement
• Come to agreement about what those values mean in action
Table of Contents
Section 1 - Setting the Stage
• Values (sm)
• Leading a Values Conversation .
• Clarifying Your Values
• Values are the Foundation for Success
• Values Replace Rules
• Values Provide Guidance
• Aligned Values
• Change of Values
• Values Into Action
• Value Conflicts
Section 2 - Personal Values Exploration
• Cascading Valuessm to Your Team
• High Performance Team Exercise
• Introduction to the Values Cards
• Personal Values Exploration
• Using the Values Cards
• Arranging Your Values Cards
• Sorting Your Values
• Personal and Organizational Values
• My Top Six Values
• Discussion Questions
Section 3 - Creating Team Values
• Team Values Exercise
• Aligning Organizational & Team Values
• Values to Action
• Sample Value Statements
• Turning Insight Into Action
Culture... if you have a fun committee you're doing it wrong.PeopleFirm
We’ve all done it: the fun committees, the table tents, the posters… but when it comes down to it, we know that’s not how we really get the organizational culture we want—or the business performance we need. Instead, we need to change the things that really matter, like how our people work together to achieve business impact. But how does one do that best?
Let's take a look at the decisions, processes, and policies (big and small) that actually work to evolve your org culture.
This document discusses trends in organizational culture. It notes that leadership must change with culture to prevent organizational failures. A key trend is the development of learning cultures, where employees are motivated to continuously learn and share knowledge. Companies with strong learning cultures can adapt quickly and harness new ideas. However, only about 10% of companies truly have learning cultures. The document also discusses using tools like the Organizational Culture Inventory and Denison Survey to assess organizational culture and its relationship to performance. Overall, trends show the importance of leadership recognizing and adapting to cultural changes in order to build strong, learning-focused cultures for success in today's global environment.
Factors that Affect Organizational CultureSlideShop.com
Culture is an important determinant of organizational success. In this presentation, we discussed what factors contribute to organizational culture. We also included practical examples to clearly illustrate our ideas.
More themed slides: https://slideshop.com/Themed-Slides
Presentation delivered to MBA students about the importance of social capital. What it is, how to measure it, case studies and applications. How it is different to other capitals and what is happening in the field.
Traditionally, the term business commonly referred to commercial activities aimed at makinga profit or to organisations formed to make a profit. Indeed, in the past, economic theory madea fundamental assumption that profit maximisation was the basic objective of every firm. Themodern outlook, however, is different. For them, profit is only secondary. There are, moreover,
many organisations, both private and public, which do not aim at profit from their business.
In short, the definition of a business as a commercial activity to make a profit or an organisationformed to make a profit is a narrow one. Yet, to a layman, business still means industry andcommerce.
The old concept of business, confining it to commerce and private profit, has undergone aradical change. Today, business is regarded as a social institution forming an integral part of thesocial system. As Davis and Blomstorm observe, business is “social institution, performing a social mission and having a broad influence on the way people live and work together.”1 As Calkinsremarks: “It is now recognised that the direction of business is important to the public welfare,that businessmen perform a social function.”2
Thus, “viewed in a broad way, the term business typically refers to the development andprocessing of economic values in society. Normally, we use the term to apply to the private (nongovernment)portion of the economy whose primary purpose is to provide goods and services tocustomers at a price, but the lines of distinction are getting hazy as business and government overlap their functions in organisations such as the Communications, Satellite Corporation and
the Tennessee Valley Authority. In addition, business is a term applied to economic and commercial activities of institutions having other purposes, such as the business office of an opera association.
Thus, organisations which do not aim of making a profit, like the Delhi Development Authority,charitable hospitals, or other institutions, public relations organisations, government departments,etc., invest capital, price and market their products, services or ideas, manage their human
resources, and so on.According to Davis and Blomstorm, “our modern view of society is an ecological one.
Ecology is concerned with the mutual relations of human populations or systems with their
environment. It is necessary to take this broad view because the influence and involvement of
business are extensive. Business cannot isolate itself from the rest of society. Today, the whole
society is a business’s environment
Davis and Blomstorm point out that, in taking an ecological view of business in a systemrelationship with society, three ideas are significant in addition to the systems idea. The three ideas are values, viability and public visibility
Values
Business, like other social institutions, develops certain belief systems and values for whichthey stand, and these beliefs, and values are a source of institutional drive. These values deriv
Your Culture Shapes What Your Business BecomesBill Thomas
Your organization’s culture is not what your CEO or executive team believes it is or proclaims it to be. It’s what your employees, customers and investors believe it to be. This article discusses three keys to shaping a culture that aligns with the business, rather than letting one’s culture determine the business.
Employee Engagement Across Cultures, Countries and CompaniesCorporate Spirit Ltd
This document discusses employee engagement across cultures. It begins with an introduction to the topic and outlines the agenda. It then explores how engagement and the psychological contract may differ based on languages and cultures. Several cultural dimensions that can impact engagement are examined, including individualism vs collectivism and risk aversion. The document also looks at how promises and trust can have different meanings and implications in various cultures. Specific examples of engagement practices in countries like Brazil, India, Mexico, South Africa and China are provided. The document concludes that understanding cultural differences is important for effective global employee engagement and intercultural communication skills are a competitive advantage.
The document discusses the roles of an inspirational leader. An inspirational leader provides an inspiring vision, strategic alignment, and helps people connect personal goals to business goals. They make innovation a priority, encourage entrepreneurship and experimentation, empower and trust employees, coach people to achieve more, promote teamwork and diversity, motivate and recognize people, encourage risk-taking, and make business fun. An inspirational leader promotes a culture where people value themselves, each other, the company and customers.
This document discusses collaborative leadership, which involves bringing together diverse stakeholders to solve complex problems through inclusive decision-making. It notes that collaborative leadership requires sharing power so that those affected by an issue can be part of the change process. As examples, it discusses greater collaboration between schools, parents, and teachers through mechanisms like site-based teams and collaborative decision-making. The goal is to ensure community members, including those served by social services, have a voice in decisions that affect them.
Innovation is about process and relationships comprehensively and equitably focused on understanding the problems and issues of stakeholders…
…then designing solutions and testing them, with an eye on learning and adaption,
…and, once sufficiently tested, implementing and evaluating the solution before scaling it up
-Seta
Room for Inclusion: Employers guide on how to onboard your talent inclusivelyHarvey Nash Plc
A short 'how to' guide and tips for employers on how to ensure that the new starters you have worked hard to attract and hire get off to the right start and feel included from day one.
The document discusses entrepreneurial leadership and attempts to define it. Entrepreneurial leadership combines aspects of entrepreneurship and traditional leadership. It involves taking risks to innovate, having a vision to inspire others, and empowering employees to achieve goals. Organizations need entrepreneurial leaders who can adapt to constant changes in technology and customer demands. While leadership, management, and entrepreneurship can overlap, entrepreneurial leadership requires a willingness to take calculated risks and make choices to move an organization forward. Developing entrepreneurial skills within an organization can help emerging leaders test their abilities before becoming external entrepreneurs.
The document discusses ethical business leadership. It provides 10 characteristics of ethical leadership, including articulating organizational values and focusing on success over personal ego. It also outlines 5 pillars of ethical business leadership: commitment, relevance, adding positive value, influence, and focusing on means rather than just ends. The summary concludes with suggestions for becoming a more ethical business leader, such as walking the talk, finding a mantra, avoiding self-serving behaviors, and not working alone.
Term Project Ethical Business Leadership-Fall 2016-Business Policies & Ethics...Muhammad Asif Khan Awan
it describes the qualities that has been required to become an ethical leader while managing businesses. And how to take most morally valued business decisions which help you attainment of your vision.
People-centered leadership is a holistic approach that focuses on developing people's competence and confidence. It is based on the belief that people want to do meaningful work and be part of something greater. Effective leaders understand human nature and help bring out people's potential. The focus is on serving others rather than personal goals. Leaders clearly communicate their intentions and priorities to help people work effectively. Developing people's skills and passion creates value and allows organizations to perform better and sooner. People-centered leadership builds commitment and leads to business results.
The 21st century requires agile, flexible, responsive staff to address the constantly evolving problems that face communities. The old, hierarchical style of leadership is no longer sufficient for a fast-paced, diverse, workplace. The author demonstrates how 21st century leaders need to empower staff to be organizational entrepreneurs by providing a clear vision and placing trust in their followers. The article is based off the principles of High Performing Organizations taught by ICMA and the University of Virginia.
LivePerson, a cloud-based customer service platform company, underwent a cultural transformation beginning in 2010 to align with its shifting business model. It scrapped its performance review process and created a new feedback and coaching process called Achieve. Achieve is focused on ongoing conversations about goals, development, and feedback across all employee levels. It aims to foster a culture of connection, ownership, and mutual support through these discussions. LivePerson also implemented other initiatives like onboarding and leadership development programs to further embed its values into daily operations as it expanded globally to over 800 employees across four continents.
This chapter discusses moral leadership and leadership courage. It explores how leaders can act ethically by focusing on principles like serving others, honesty, and fairness. Leaders set the ethical tone for their organizations and face pressures that challenge their ability to do what is right. The chapter also covers developing moral courage and examining one's own stage of moral development to become a better leader. Ideas like servant leadership that emphasize serving followers are presented as well.
Applied Knowledge Services: A New Approach for Management and Leadership in t...SIKM
Guy St. Clair and Barrie Levy propose a new approach called "knowledge services" for managing organizations in the 21st century. Knowledge services converges information management, knowledge management, and strategic learning into a single operational function to ensure the highest levels of knowledge sharing. The knowledge strategist is responsible for defining the knowledge culture and leading the organization as a knowledge culture. Critical success factors for knowledge services include conducting a knowledge audit to evaluate how well knowledge is shared, leading change instead of managing it, and facilitating collaboration across the organization.
A Managers Guide to a Cascading Team Values Conversation
This is a guide for a manager to conduct a values conversation/ workshop with his or her team. The values conversation will take from 1 1/2 to 3 hours. The purpose is to clarify the values that will help the team move toward their highest level of performance.
In the conversation, the team will
• Explore their personal values about teamwork
• Create a team values statement
• Come to agreement about what those values mean in action
Table of Contents
Section 1 - Setting the Stage
• Values (sm)
• Leading a Values Conversation .
• Clarifying Your Values
• Values are the Foundation for Success
• Values Replace Rules
• Values Provide Guidance
• Aligned Values
• Change of Values
• Values Into Action
• Value Conflicts
Section 2 - Personal Values Exploration
• Cascading Valuessm to Your Team
• High Performance Team Exercise
• Introduction to the Values Cards
• Personal Values Exploration
• Using the Values Cards
• Arranging Your Values Cards
• Sorting Your Values
• Personal and Organizational Values
• My Top Six Values
• Discussion Questions
Section 3 - Creating Team Values
• Team Values Exercise
• Aligning Organizational & Team Values
• Values to Action
• Sample Value Statements
• Turning Insight Into Action
Culture... if you have a fun committee you're doing it wrong.PeopleFirm
We’ve all done it: the fun committees, the table tents, the posters… but when it comes down to it, we know that’s not how we really get the organizational culture we want—or the business performance we need. Instead, we need to change the things that really matter, like how our people work together to achieve business impact. But how does one do that best?
Let's take a look at the decisions, processes, and policies (big and small) that actually work to evolve your org culture.
This document discusses trends in organizational culture. It notes that leadership must change with culture to prevent organizational failures. A key trend is the development of learning cultures, where employees are motivated to continuously learn and share knowledge. Companies with strong learning cultures can adapt quickly and harness new ideas. However, only about 10% of companies truly have learning cultures. The document also discusses using tools like the Organizational Culture Inventory and Denison Survey to assess organizational culture and its relationship to performance. Overall, trends show the importance of leadership recognizing and adapting to cultural changes in order to build strong, learning-focused cultures for success in today's global environment.
Factors that Affect Organizational CultureSlideShop.com
Culture is an important determinant of organizational success. In this presentation, we discussed what factors contribute to organizational culture. We also included practical examples to clearly illustrate our ideas.
More themed slides: https://slideshop.com/Themed-Slides
Presentation delivered to MBA students about the importance of social capital. What it is, how to measure it, case studies and applications. How it is different to other capitals and what is happening in the field.
Traditionally, the term business commonly referred to commercial activities aimed at makinga profit or to organisations formed to make a profit. Indeed, in the past, economic theory madea fundamental assumption that profit maximisation was the basic objective of every firm. Themodern outlook, however, is different. For them, profit is only secondary. There are, moreover,
many organisations, both private and public, which do not aim at profit from their business.
In short, the definition of a business as a commercial activity to make a profit or an organisationformed to make a profit is a narrow one. Yet, to a layman, business still means industry andcommerce.
The old concept of business, confining it to commerce and private profit, has undergone aradical change. Today, business is regarded as a social institution forming an integral part of thesocial system. As Davis and Blomstorm observe, business is “social institution, performing a social mission and having a broad influence on the way people live and work together.”1 As Calkinsremarks: “It is now recognised that the direction of business is important to the public welfare,that businessmen perform a social function.”2
Thus, “viewed in a broad way, the term business typically refers to the development andprocessing of economic values in society. Normally, we use the term to apply to the private (nongovernment)portion of the economy whose primary purpose is to provide goods and services tocustomers at a price, but the lines of distinction are getting hazy as business and government overlap their functions in organisations such as the Communications, Satellite Corporation and
the Tennessee Valley Authority. In addition, business is a term applied to economic and commercial activities of institutions having other purposes, such as the business office of an opera association.
Thus, organisations which do not aim of making a profit, like the Delhi Development Authority,charitable hospitals, or other institutions, public relations organisations, government departments,etc., invest capital, price and market their products, services or ideas, manage their human
resources, and so on.According to Davis and Blomstorm, “our modern view of society is an ecological one.
Ecology is concerned with the mutual relations of human populations or systems with their
environment. It is necessary to take this broad view because the influence and involvement of
business are extensive. Business cannot isolate itself from the rest of society. Today, the whole
society is a business’s environment
Davis and Blomstorm point out that, in taking an ecological view of business in a systemrelationship with society, three ideas are significant in addition to the systems idea. The three ideas are values, viability and public visibility
Values
Business, like other social institutions, develops certain belief systems and values for whichthey stand, and these beliefs, and values are a source of institutional drive. These values deriv
Organizational culture plays a vital role in encouraging innovation and creativity. There are different types of organizational cultures like hierarchy, market, clan, and adhocracy that can influence innovation. Factors like leadership support, open communication, risk-taking, and collaborative networks can promote creativity within an organization's culture. NIIT is an example of a company that fostered qualities like teamwork and customer focus through its strong organizational culture to support innovation.
Chapter 2 Social Entrepreneurship.pptxsitiamaliya2
Social entrepreneurship uses business techniques to develop solutions to social, cultural, and environmental issues. While a relatively new term, social entrepreneurship has existed throughout history. Some examples from the 19th century include Vinoba Bhave's Land Gift Movement and Florence Nightingale's nursing school. Social entrepreneurs focus on enhancing economic well-being, ensuring access to healthcare, addressing issues sustainably, and transforming water management. They are passionate visionaries who tackle major problems through innovative solutions and aim to create lasting social change rather than profit alone. Effective governance, including boards, is important for social entrepreneurs to balance financial and social responsibilities among stakeholders.
Social entrepreneurship uses business techniques to develop solutions to social, cultural, and environmental issues. While a relatively new term, social entrepreneurship has existed throughout history in organizations established by people like Vinoba Bhave, Robert Owen, and Florence Nightingale. Social entrepreneurs focus on enhancing economic opportunities, ensuring access to healthcare, addressing issues sustainably, and more. Qualities of social entrepreneurs include being ambitious, mission-driven, strategic, resourceful, and results-oriented. Governance is important for social entrepreneurs to balance financial and social responsibilities and oversee compliance while safeguarding the mission. Boards can provide strategic support, expertise, networks, and ensure the vision continues.
Organizational culture plays a vital role in encouraging innovation and creativity. It determines how employees solve problems, interact with customers, and treat each other. There are different types of organizational culture like hierarchy, market, clan, and adhocracy that emphasize factors such as stability/flexibility and internal/external focus. NIIT's culture focuses on quality, creativity, and customer satisfaction. It operates with task teams and emphasizes team culture and openness. NIIT has sustained its culture through induction, socialization, reinforcement, and concern for customers.
This chapter discusses how social entrepreneurs can work across organizational boundaries to enhance their ventures. Partnering with other organizations allows social ventures to provide more social value. Partnerships and networks allow organizations to collaborate in addressing complex social problems. New legal forms like benefit corporations and low-profit limited liability companies (L3Cs) have emerged to facilitate hybrid organizations that blend social missions and business activities. Working across sectors and through various models of collaboration can help social enterprises solve problems more effectively.
Organizational Identity and Diversity chapter 8 OC.pptxGhatLa
Organizational identity refers to the central characteristics that define an organization, including its values, practices, products, and structure. There are different approaches to understanding organizational identity, such as viewing it as something an organization possesses (functionalist) or as an emergent phenomenon from social interactions (interpretive). Communicating identity externally involves advertising, marketing, and public relations. Diversity in organizations includes differences in race, gender, age, and other attributes. Internal diversity encompasses inherent characteristics while external diversity involves more changeable aspects. Organizational diversity distinguishes employees based on job function, management status, and other workplace factors. A diverse workforce brings benefits like new ideas, understanding customer demographics better, and increased satisfaction.
This presentation covers organizational culture, values in organizations, vitality and quality values, leading through values, building values in organizations, and principles of values management.
Building an ethical workplace culture requires equal skills in policy-making and relationship-building, and equal emphasis on procedures and values. Structural concerns like codes, training and clear criteria matter, but so do storytelling, mentoring and presiding over an organization’s routines and ceremonies. In an ideal workplace, structures and relationships will work together around core values that transcend self-interest. Core values will inspire value-creating efforts as employees feel inspired to do what is right, even when the right thing is hard to do. The ethics of our workplace cultures matter because the work itself matters and requires the cooperation that only positive, virtuous ethics can sustain. Compliance keeps us out of trouble, but virtuous ethics will create value for our co-workers and for our organization.
This document discusses organizational culture and ethics. It begins by defining organizational culture and explaining how it is developed and transmitted through shared beliefs, assumptions, values and norms. It also discusses how employees learn the organizational culture through stories, rituals, material symbols and language. The document then covers different types of organizational culture like bureaucratic, clan, market and entrepreneurial. It also discusses the concepts of core values, dominant culture and subcultures within organizations. The document concludes by discussing the importance of ethics in organizations and frameworks for ethical decision making like utilitarianism and deontology.
This document discusses organizational culture and ethics. It begins by defining organizational culture and explaining how it is developed and transmitted through shared beliefs, assumptions, values and norms. It also discusses how employees learn the organizational culture through stories, rituals, material symbols and language. The document then covers different types of organizational culture like bureaucratic, clan, market and entrepreneurial. It also discusses the concepts of core values, dominant culture and subcultures within organizations. The document concludes by discussing the importance of ethics in organizations and frameworks for ethical decision making like utilitarianism and deontology.
Social entrepreneurship uses business techniques to develop and implement solutions to social, cultural, and environmental issues. While a relatively new term, social entrepreneurship has existed throughout history. Some key aspects include focusing on improving economic well-being, ensuring access to healthcare, addressing issues sustainably, and fostering equity. Social entrepreneurs are mission-driven and tackle major social problems innovatively with limited resources. Effective governance, including strategic boards, is important for social entrepreneurs to balance financial and social responsibilities while achieving their mission over the long term.
Social entrepreneurship uses business techniques to develop and implement solutions to social, cultural, and environmental issues. While a relatively new term, social entrepreneurship has existed throughout history. Some key aspects include focusing on improving economic well-being, ensuring access to healthcare, addressing issues sustainably, and fostering equity. Social entrepreneurs are mission-driven and tackle major social problems innovatively with limited resources. Effective governance, including an expert board, is important for social entrepreneurs to balance financial and social responsibilities while achieving their mission over the long term.
Creating and managing a non-profit ( A Presentation By Ebele Mogo, DrPH)Dr. Ebele Mogo
This document provides guidance on creating and managing a successful nonprofit organization. It discusses what nonprofits are, questions to consider before starting a nonprofit like determining the mission and ensuring there is no duplication of services. It also covers establishing the organization through developing vision and mission statements and establishing a board of directors. The document emphasizes the importance of strategic planning, fundraising, marketing, communications, technology, succession planning, and accountability for nonprofit sustainability.
The document discusses various topics related to management including leadership styles, organizational structure, culture, design, planning, control, decision making, motivation, ethics and challenges with different generations in the workplace. It provides definitions and comparisons of different organizational structures like functional, divisional and matrix. It also outlines steps in key management processes like planning, controlling and decision making.
What is Asset Based Community Development (ABCD) .docxhallettfaustina
What is Asset Based Community Development (ABCD)
Asset Based Community Development (ABCD) is a strategy for sustainable community-
driven development. Beyond the mobilization of a particular community, ABCD is concerned
with how to link micro-assets to the macro-environment. The appeal of ABCD lies in its
premise that communities can drive the development process themselves by identifying and
mobilizing existing, but often unrecognized assets, and thereby responding to and creating
local economic opportunity.
ABCD builds on the assets that are already found in the community and mobilizes
individuals, associations, and institutions to come together to build on their assets-- not
concentrate on their needs. An extensive period of time is spent in identifying the assets of
individuals, associations, and then institutions before they are mobilized to work together to
build on the identified assets of all involved. Then the identified assets from an individual are
matched with people or groups who have an interest or need in that asset. The key is to
begin to use what is already in the community.
In the past when a person had a need they went to their neighborhood for assistance. But
this has shifted today to the belief that the neighbor does not have the skills to help them,
therefore we must go to a professional for assistance.
The Welfare system today works in such a way that professionals have made clients and
recipients of the poor, robbing them of the support from their neighbors who now think that
they are not skilled enough to help. This leads to isolation of the individuals. The poor begin
to see themselves as people with special needs that can only be met by outsiders, but this
can be changed through the ABCD process.
A second power of ABCD is found in the local associations who should drive the community
development process and leverage additional support and entitlements. These associations
are the vehicles through which all a community's assets can be identified and then
connected to another in ways that multiply their power and effectiveness. Users of the ABCD
approach are deliberate in their intentions to lead by stepping back. Existing associations
and networks (whether formal or informal) are assumed to be the source of constructive
energy in the community. Community-driven development is done rather than development
driven by external agencies.
ABCD draws out strengths and successes in a community's shared history as its starting
point for change. Among all the assets that exist in the community, ABCD pays particular
attention to the assets inherent in social relationships, as evident in formal and informal
associations and networks.
ABCD's community-driven approach is in keeping with the principles and practice of
participatory approaches development, where active participation and empowerment (and
the prevention of disempowerment) are the basis of practice. It is a strat ...
This document discusses the opportunity for social impact networks to engage businesses by delivering business value while also pursuing social goals. It outlines five models of social impact networks:
1) Networks that steward natural resources, which directly benefit businesses that rely on raw materials.
2) Networks that enable market-based solutions, benefiting businesses by developing new market opportunities or increasing supply chain stability.
3) Networks that raise industry standards, benefiting businesses by elevating practices within their industries.
4) Place-based networks that align solutions within communities, indirectly benefiting businesses through local improvements.
5) Networks that mobilize action on large-scale issues, indirectly benefiting businesses through helping address societal challenges.
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2. • The people economy & co-creation of meaning
• Organization & people engagement (the formal organization)
• Leaders' Influence on the people engagement
• Social and moral connections (the 'real' organization)
• Key components to create social and moral connections
• Connected Leadership goals
2
The Connected Leadership Concept
3. Highlights
• Connected Leadership (people – organization engagement)
• Change in Human Needs (deficiency & growth needs)
• Change in Business (and economy)
• Organizational Change (formal to agile to community)
• People mindset (to do, to want, to be)
• Performance (Organization, People)
• Profit (Value)
• Connectedness (Connected Leadership)
3
4. 4
Good Leader as the war hero
Not Great Leader as the Conservative Party leader
wartime leader rejected by peacetime electors - failed to sense the broader context of change.
5. • Birth of a new context (Economic drivers change)
5
The People Economy
CONSUMPTION
ECONOMY (B2C)
EXPERIENCE
ECONOMY(B2B)
PEOPLE
ECONOMY (C)
• My life – my experience (A new breed of customers – In charge)
• Hence Leadership must change (New form of Leadership)
6. Business:
The process of creating
and capturing value.
A basic activity that is the basis for
the survival, stability and quality of
life of people and modern nations.
6
10. Economics
10
The science of explaining markets, value
creation and wealth.
Economies are essentially a set of rules
for production, employment, exchanging
value, distributing and storing wealth.
11. Economic Sector
(Level of value creation)
11
Primary: Production of raw materials
Secondary: Production of Tangible goods
Tertiary: Intangible Value (Services)
Quaternary: Knowledge Economy
People Economy: Co-creation of Meaning
13. 10 Intrinsic Desires
The need to think (Curiosity)
The need to feel capable (Mastery / Competence Mastery / Competence)
The need for influence of will (Power)
Being an individual (Freedom / Independence / Autonomy)
The need for friends (Relatedness / Social Contact)
The need for social standing (Status)
The need for approval (Acceptance)
Being loyal to a group (Honor)
The need for purpose (Goal / Idealism / Purpose)
14. What do people want?
• They want to be engaged in something bigger
than themselves, yet they are distrustful of
organizations.
• They are looking for meaning in their lives, yet
they reject organization dictated experiences.
• They are becoming ever more focused on
themselves as individuals, yet they yearn to be
members of communities.
• They want to be secure in deep relationships,
yet they do not want to be dependent.
14
16. 16
Economic Shift
Consumption Economy Experience Economy People Economy
Drivers of Value Fulfilling wants/needs
through products.
Fulfilling wants and increasing
needs through experiences.
Search for meaning and
identity through
relationships.
Idea Generation The responsibility of the
organization generated by its
understanding of what it sees
as fit-for-purpose
products.
The responsibility of the
organization primarily through
research contacts with
consumers and information
exchange with suppliers.
Co-created by users through
deep relationships.
Product and
Services Creation
Defined by the organization’s
internal resources.
Defined by the organization’s
marketing department with
involvement from the
organization’s network.
Resulting from ideas gathered
by the customer through
own network of experience
and providers.
Execution Organization based. Organization and supplier
network based.
Individuals’ network based.
17. • If good leadership is about getting your staff to follow
then, surely, great leadership has to be about getting
your customers to do the same.
• But here is the problem: the very actions that ensure
good leadership are the ones that will stop you from
being a great leader.
Welcome to the ultimate leadership paradox.
17
The leadership paradox
21. Agile Organization
Agility requires all members of an
organization to be fully engaged in
order to respond to the changes they
sense (whether or not these fall
within their remit)
21
22. Community
• Social unit with commonality such as norms,
religion, values, customs, or identity.
• Share a given geographical area e.g., town, country,
(national communities) or virtual space through
communication platforms (virtual communities).
• Have relations that extend to their identity,
practice, and roles in social institutions such as
family, home, work, government, society, or
humanity at large
22
23. Real Organization
• An organization designed for engagement based
on horizontal relations of reciprocity – and the
behaviors that foster these relationships.
• Relationships between individuals can be
represented as networks of connections or
interactions that are not hierarchical in form
• Each node in the network connects to several or
many other nodes. Building of social and moral
incentives
23
24. 24
Creating value in the Formal and Real Org
Formal Real
Focus Consistency in delivery of core offering.
Executing to defend, extend and increase
profitability of existing business.
Generation of co-creation opportunities to deepen engagement
through community of value.
Layer Purpose Control through functional structure. Co-creation through networks.
Input
– Supplier Role
– Customer Role
– Employee Role
Clearly defined economic roles.
- Supply at lowest-possible cost.
- Purchase at price.
- Conform and obey.
Networks of connections to ease integration and respond to insights.
- Engage in co-creation process driven from compatible unique
purpose and help write co-creation script.
- Orchestrate co-creation.
- Sense co-creation opportunities and manage co-creation risks.
Output Annual operating plans, tactical plans,
investment budgets.
Business change-building strategies, investment budgets, detailed co-
creation plans for change ventures, organization values.
Financial Focus Near bottom-line results and cash flow. Size of pay-off and probability of success
Economic
Measures
Planned profit achievement. Return on
capital invested. Costs. Productivity and
efficiency. EVA.
Project-based milestones. Rate of conversion from idea to co-created
business launch. Number of initiatives
26. • Focusing effort on the networks of value-added
relationships currently happening informally
• Helping customers release their full humanity as opposed
to just fulfil their role accountabilities.
• Humanity is released in networks of trust (Communities
based on social and moral obligations rather than rules).
These networks form the ‘real’ organization
26
Focus on relationships not structures
27. • Connected leaders use their personal influence to reconstruct the
social networks inside the organizations.
• Webs of informal connections (the ‘real’ organization) are critical
to effective organizations because they lubricate the formal
structure, spread expertise & innovation and create the flexibility
needed to respond to the demands of the people economy.
• Effectively ensure that customers fully engage with the
organization.
27
Connected Leaders and real organization
28. • Co-creation of meaning is different from product or service co-
creation in that it requires organizational activities to be shared.
• No longer do customers respond to products and services sold on
economic incentives but rather, if they are to engage fully with and
remain loyal to the organization, they seek reciprocity through
moral and social obligations.
• The people economy is characterized by the need of customers to
engage with communities that enable them to co-create meaning.
28
Co-Creation of meaning
29. In order to self-actualize, people are seeking to
reconnect with their humanity (rather than just
playing the roles of customer or employee) and
fulfill themselves through the relationships they
form within communities.
29
The Organization is a community of
individuals looking to co-create
30. They are trustworthy and have trust in others. This enables the
organization to manage the risks of co-creation with the
customer.
They give meaning to relationships by uniting stakeholders
around a shared agenda.
They encourage dialogue and powerful conversations as a way
to secure engagement.
30
Three key components of connected leadership
that create social and moral connections
31. 31
• What do people want ?
• How do organization Respond ?
The case for connection
32. • Motivation exists in everyone – it is your job to find it
• Your organization is a community of individuals looking to co-
create, not a collection of human resources waiting to deliver.
32
Leadership Takeaway
33. Leaders influence the engagement of people in two ways:
Traditionally, through the formal authority conferred upon them
by their position, and, as well as this, through the informal
authority rooted in their personal credibility.
It is this informal authority that is critical to the success of
leaders who are faced with responding to a new context
(the people economy)
33
Formal authority and Informal Authority
34. To be successful, leaders need to focus on others’
perceptions and needs.
They will therefore need not only the courage to stand
firm for what they believe but also the willingness to
support and challenge others in their search for
meaning.
34
Leadership is about being followed.
35. 35
• Both the consumption and experience economies rely
on organizations to generate the idea, create the
product and experience, and execute.
• By doing so, they limit What Do People Want?
• The Case for Connections their stakeholders’
involvement to capital, data or labor provision (thus,
creating the ‘disconnects’).
Consumption & Experience Economies
36. Your organization is a community of individuals
looking to co-create, not a collection of human
resources waiting to deliver.
36
The Organization is a community of
individuals looking to co-create
37. That engagement is achieved through a process of co-
creation.
To treat people as resources (human resources in the case
of employees and data in the case of customers) who play a
part in the creation of a product, or a service diminishes the
level of engagement possible.
37
The Organization is a community of
individuals looking to co-create
38. It is the role of the leader to build organizations that
provide the opportunity for individuals to be involved in the
creation of meaning.
38
The Organization is a community of
individuals looking to co-create
39. 39
For an organization to become a community in which
people search for meaning, they will need to be engaged
and involved in idea generation and creation at a deeper
level than simply through the provision of data and
information.
Search of Meaning
40. 40
Good Leadership : About getting staff to follow
Great Leadership: About getting customers to do the same
But here is the problem: the very actions that ensure good
leadership are the ones that will stop you from being a
great leader.
Welcome to the ultimate leadership paradox.
Good Leadership vs Great Leadership
41. 41
Great leaders get customers to follow them by creating
communities and connections that sense changes and
co-create responses to them.
Great Leadership
42. 42
Co-creation, in the context of a business, refers to a
product or service design process in which input from
consumers plays a central role from beginning to end.
Less specifically, the term is also used for any way in
which a business allows consumers to submit ideas,
designs or content.
Co-creation of Product & Services
43. 43
Co-creation of meaning is different from product or
service co-creation in that it requires organizational
activities to be shared.
Product and services versus
meaning and identity
44. Organizations built on formal accountabilities not only find it
hard to cope with reciprocity, but they actively destroy it.
This is what creates a disconnection between organization and
people.
Unaddressed, this disconnect will only grow as the people
economy strengthens
44
Disconnection between organization and people
(employee - customer)
45. Step 1: Understand the ‘real’;
Step 2: Map out the ‘formal’/’real’ gap;
Step 3: Evaluate your impact;
Step 4: Develop connected leadership characteristics;
Step 5: Build a supporting context.
45
Developing connected leadership
50. Business Model Canvas
(Agile Organization)
The business model canvas is a
shared language for describing,
visualizing, assessing and changing
business models. It describes the
rationale of how an organization
creates, delivers and captures value.
65. The ‘real’ organization is developed and cultivated, either by
increasing the web of connections and deriving general benefits, or by
realigning connections to match the formal organization.
Both approaches build sufficient agility to ensure customer
engagement and resilience to context change.
Leaders facing increasing role ambiguity, perform more effectively to
benefit their organization and themselves.
65
The characteristics of connected leaders and goals
achieved by developing Connected Leadership
66. Every healthy human being is motivated and engaged.
Humans possess energy that they will allocate to any
task provided it is closely aligned to their goals.
.
66
Motivation exists in everyone – it is your job
to find it.
67. As leaders it is our job to tap into that energy by
understanding what drives each and every one of our
stakeholders.
Whilst needs are complex and varied, the goal of all
human beings is to self-actualize.
67
Motivation exists in everyone – it is your job
to find it.
74. Business Model Canvas
(Formal Organization)
The business model canvas is a
shared language for describing,
visualizing, assessing and changing
business models. It describes the
rationale of how an organization
creates, delivers and captures value.
No matter how big or small your company, leadership is the lynchpin of organizational life.
Today, organizations thrive through connected leadership, where leaders are not afraid to be vulnerable, genuinely care about people, and encourage collaboration and innovation.
The people economy & co-creation of meaning: Customers (and employee) no longer respond to products and services sold on economic incentives
They seek reciprocity (the practice of exchanging things with others for mutual benefit, especially privileges granted by one person or organization to another) through moral and social obligations. They want to engage fully with and remain loyal to organization. The people economy characteristics: Need of customers (and employee) to engage with communities that enable them to co-create meaning.
Formal Organization
Organization built on formal accountabilities do not cope with reciprocity but actively destroy it. Creates a disconnection between organization and people. As people economy strengthens disconnect will grow.
Leaders' Influence on the engagement through: Formal authority conferred upon them by position, or Informal authority rooted in their personal credibility
Informal authority is critical to success of leaders who are faced with responding to a new context called - The people economy
Social and moral connections: To ensure that customers fully engage with organization, leaders need to use their personal influence to reconstruct the social networks inside the organizations. This webs of informal connections (the 'real' organization) are critical to effective organizations and allows lubricate formal structure, spread expertise and innovation and creates flexibility needed to respond to the demands of the people economy.
Key components to create social and moral connections: Connected leaders must develop three key components of connected leadership that create social and moral connections
1. To be trustworthy and have trust in others. (enabling the organization to manage risks of co-creation)
2. Give meaning to relationships by uniting stakeholders around shared agenda.
3. Encourage dialogue and powerful conversations as a way to secure engagement.
Connected Leadership goals
By understanding the characteristics of connected leaders and developing them, two valuable goals are achieved
1. The 'real' organization is developed and cultivated, either by
A. Increasing the web of connections and deriving general benefits or
B. By realigning connections to match the formal organization.
Both approaches build sufficient agility to ensure customer engagement and resilience to context change.
2. Leaders facing increasing role of ambiguity perform more effectively to benefit their organization and themselves.
As night fell on Downing Street, London on 26 July 1945, it must have been hard for Winston Churchill to believe that the British people he had led to victory in the Second World War had so unanimously rejected him as a leader. Churchill the leader of the Conservative Party wasn’t as appealing as Churchill the war hero.
His campaign posters said ‘Let him finish the job.’ The British people didn’t let him.
Most leaders know that leadership is situational. It is about using the right style, with the right person, in the right situation. They are masterful in their reading of situations, but fail to respond to was not so much a change in situation as a much more fundamental change – a change in context. Focused on responding to situations, faile to sense the broader change.
Economic drivers change:
The consumption economy had an elegant simplicity. You built something. They wanted it. They bought it.
Over time, oversupply made things more difficult and brands (in one form or another) were established as the key differentiators. The idea was simple. You still built the product, but now you branded it. They wanted it because it had your brand on it. They bought it.
But a brand that isn’t lived is an empty slogan. Tired of deaf and mute brands, customers demanded more. The experience economy was born. Here is how it works. You build a product, but now you create an experience to go with it. They want it because the experience makes them want to belong. They buy it. This is not dissimilar to the consumption economy, but simple ideas find it hard to go away!
But slowly, almost as surreptitiously as changes in the mood of the war generation, customers have learnt to like the experience so much that they no longer want it to be yours. They want to be in charge.
A new breed of customers is being born, one that is changing the very foundation of how business is done.
We are witnessing the arrival of a new economy, not technology driven this time but meaning driven.
No longer are customers looking for an experience or employees wanting a salary.
Human beings now long for meaning.
This has profound implications for the way we as human beings approach consumerism and consumption.
The people economy is an economy where people rather than organizations are in charge.
It is now futile for the organization to build a product betting on a customer wanting to buy it.
The people economy requires organizations to co-create with customers.
This they can only do if they transform themselves into communities that are of value to the self-actualizing customer.
For this to happen, leadership must change.
All viable businesses are based on a business model that represents a method for creating value for customers and capturing this value as revenue in a competitive market.
Explains the limits of our traditional thinking about how people get engaged by organizations. It sets out the conditions for successful engagement of individuals beyond what they have to do to what they want to do. This will show you why current leadership tactics are limited to the current context and why your organization needs to be able to adapt to a new context that I will call the people economy.
The rules of engagement: ‘People in flow are exhilarated and are remarkably unstressed even when doing challenging work. They lose themselves in a task they love and feel “out of time”. Their brains work efficiently and precisely. Working on exciting projects, completing a life-affirming task or simply shopping has led many to that ‘out of time’ state where people are fully invested. Flow occurs most often when tasks are tightly aligned with a person’s goals. Leaders must find a way to understand the goal of human beings.
The search for meaning: To self-actualize – to search for their true identity. Most of us have learnt about Maslow’s hierarchy of needs. The hierarchy of needs is a great way to segment the world. We don’t even think about it any more; it’s just part of our shorthand for understanding people. He divided human needs into two categories: deficiency needs and growth needs. The idea is that, until you have satisfied your deficiency needs, you will not begin to focus on your growth needs.
The individualistic society & The need for communities:
Leadership is a strange paradox: In order to be successful, leaders must adapt to the situations they face. Yet, by focusing on these situations, they often miss the radical shifts that are occurring around them. In effect, whilst trying to spot and adapt to changing events, leaders run the risk of missing a change in era. In an effort to address short-term challenges, they are forced to become short-sighted.
Good leaders always develop customer insights in the same way: They read the situation, bring back their understanding internally, conduct some analyses to establish the best response and deploy a solution through their structural teams (eg functions, geographies). This not only takes time but makes every situation appear more linear than it truly is. Good leaders are good at engaging staff, so they willingly follow, but that’s no longer enough. To be agile enough to respond to context change, the whole organization, not just its leaders, needs to be attuned to stakeholders’ changing expectations.
As internal and external complexity grows, structural teams no longer have either all the answers or the solutions: To sense a change in context and have the agility to respond, leaders must rely on people outside the boundaries of their functions, geographies and organizations. Their ‘intact’ team must give way to ‘impact’ teams. Great leaders get customers to follow them by creating communities and connections that sense changes and co-create responses to them.
A Goal Oriented entity that exist to accurate the efforts of individuals and it refers to the structure of jobs and positions with clearly defined functions, responsibilities and authorities
Organizational culture is a set of principles, values, language, history, symbols, norms and habits of an organization that collectively represent a competitive advantage or disadvantage.
Bureaucracy is a system that is largely controlled by unelected administrators without direct accountability to stakeholders. This is a common arrangement for government departments or entire governments. It is also common for international governance bodies, non-profit organizations, standards organizations, government monopolies and academic institutions to resemble a bureaucracy. Less commonly, private commercial entities such as large companies have a bureaucratic structure.
Corporate governance is a term for the accountability and responsibilities of the leaders of an organization including boards of directors and executive management. Leaders have a responsibility to investors, employees and communities to direct an organization with care to achieve stated goals while complying with laws, regulations and reasonable ethical standards.
Team culture are the collective behaviors of a team that emerge over time as a result of shared experiences and leadership.
Formal authority is a right to control resources and direct people that applies to a particular context. This term implies that authority is widely recognized and highly enforceable. This can be contrasted with informal authority such as influence that is based on soft power.
A strong culture is an organizational culture that has a significant influence on the behavior of employees. This can be contrasted with a weak culture, whereby people behave as individuals without shared norms.
A self-organizing team is a team that is managed according to what they deliver without management interference as to how delivery is achieved. It is associated with small teams of knowledge workers who are trusted to self-manage. Self-organization tends to function best when teams embrace a particular team culture such as agile.
Organizational culture is a set of principles, values, language, history, symbols, norms and habits of an organization that collectively represent a competitive advantage or disadvantage.
Bureaucracy is a system that is largely controlled by unelected administrators without direct accountability to stakeholders. This is a common arrangement for government departments or entire governments. It is also common for international governance bodies, non-profit organizations, standards organizations, government monopolies and academic institutions to resemble a bureaucracy. Less commonly, private commercial entities such as large companies have a bureaucratic structure.
Corporate governance is a term for the accountability and responsibilities of the leaders of an organization including boards of directors and executive management. Leaders have a responsibility to investors, employees and communities to direct an organization with care to achieve stated goals while complying with laws, regulations and reasonable ethical standards.
Team culture are the collective behaviors of a team that emerge over time as a result of shared experiences and leadership.
Formal authority is a right to control resources and direct people that applies to a particular context. This term implies that authority is widely recognized and highly enforceable. This can be contrasted with informal authority such as influence that is based on soft power.
A strong culture is an organizational culture that has a significant influence on the behavior of employees. This can be contrasted with a weak culture, whereby people behave as individuals without shared norms.
A self-organizing team is a team that is managed according to what they deliver without management interference as to how delivery is achieved. It is associated with small teams of knowledge workers who are trusted to self-manage. Self-organization tends to function best when teams embrace a particular team culture such as agile.
Theory X and Theory Y are theories of human work motivation and management.
Transactional leadership: Promote compliance by followers through both rewards and punishments.
Transformational leadership: Inspire positive changes in those who follow.
The leader–member exchange (LMX): Focuses on the two-way (dyadic) relationship between leaders and followers. Mutual respect for competence, trust in character and benevolence toward each other
Ethical leadership: Directed by respect for ethical beliefs and values and for the dignity and rights of others.
Authentic: Transparent behavior in order to build strong relationships.
A servant leader: Shares power, puts the needs of the employees first and helps people develop and perform as highly as possible. Focus on the needs of others before you consider your own.
Distributed leadership is a form of shared leadership. In a rapidly changing environment.
Complexity leadership focuses on emergent processes within complex systems and suggests that leadership needs to operate at all levels in a process-oriented, contextual, and interactive fashion. Emphasizes the importance of social interactions within organizations yet also illustrates the key role of the leader in enabling change.
Adaptive leadership means teams and organizations need to constantly assess their actions, recognizing that they will have to continuously iterate and adapt their interventions as they learn more about the outcomes of decisions.
A connected leader is someone with high levels of self-awareness, someone who comes across as human, someone who is not afraid to be vulnerable. A connected leader collaborates with their team and encourages honest dialogue and input from them in return. A connected leader is someone who will elevate people to be the best version of themselves.
Leaders must therefore focus their effort on helping customers release their full humanity as opposed to just fulfil their role accountabilities. This alone will lead to engagement. – In the people economy humanity is released in networks of trust (ie communities based on social and moral obligations rather than rules). These networks form the ‘real’ organization (ie the way people get things done and why they do them). – Your role is to ensure that these communities are created by focusing your effort not on creating formal structures but on helping the ‘real’ organization (ie the networks of value-added relationships currently happening informally in your business) to be expressed and aligned to your organization’s formal objectives.
Builds the case for a new form of leadership. It explores why connections are the only way to make a business agile through being able to
respond constantly to customers’ changing needs. It also shows how organizations can adapt to this challenge
Every healthy human being is motivated and engaged. Humans possess energy that they will allocate to any task provided it is closely aligned to their goals. As leaders it is our job to tap into that energy by understanding what drives each and every one of our stakeholders.
Whilst needs are complex and varied, the goal of all human beings is to self-actualize.
In order to self-actualize, people are seeking to reconnect with their humanity (rather than just playing the roles of customer
or employee) and fulfil themselves through the relationships they form within communities. That engagement is achieved
through a process of co-creation.
To treat people as resources (human resources in the case of employees and data in the case of customers) who play a part
in the creation of a product or a service diminishes the level of engagement possible. It is the role of the leader to build organizations that provide the opportunity for individuals to be involved in the creation of meaning
If good leadership is about getting your staff to follow then, surely, great leadership has to be about getting your customers to do the same.
looks more closely at the kind of leadership needed to respond to the needs of the people economy
The business model canvas is a shared language for describing, visualizing, assessing and changing business models. It describes the rationale of how an organization creates, delivers and captures value.
Defines the role of leader in the people economy. It shows how a leader’s impact is the new currency of engagement. It describes the key areas people focus on when deciding whether they will engage with a leader or not.
Describes the drivers of a leader’s impact. It shows how a leader’s impact comes from that leader’s beliefs about what is desirable or not. It shows how these beliefs (which made leaders successful in the past) are now stopping leaders from becoming resilient to the new context. It offers a set of beliefs that underpins success in the people economy
Details the key components of connected leadership and what connected leaders do to capitalize on each of these.
the three critical building blocks of connected leadership impact (trust, meaning and dialogue). They show you what connected leaders are doing to create engagement. These are the tactics that will help you build new connections and ensure your resilience within the people economy by changing the nature of your impact.
the three critical building blocks of connected leadership impact (trust, meaning and dialogue). They show you what connected leaders are doing to create engagement. These are the tactics that will help you build new connections and ensure your resilience within the people economy by changing the nature of your impact.
the three critical building blocks of connected leadership impact (trust, meaning and dialogue). They show you what connected leaders are doing to create engagement. These are the tactics that will help you build new connections and ensure your resilience within the people economy by changing the nature of your impact.
Economic drivers change.
The consumption economy had an elegant simplicity. You built something. They wanted it. They bought it.
Over time, oversupply made things more difficult and brands (in one form or another) were established as the key differentiators. The idea was simple. You still built the product, but now you branded it. They wanted it because it had your brand on it. They bought it. But a brand that isn’t lived is an empty slogan. Tired of deaf and mute brands, customers demanded more.
The experience economy was born. Here is how it works. You build a product, but now you create an experience to go with it. They want it because the experience makes them want to belong. They buy it. This is not dissimilar to the consumption economy, but simple ideas find it hard to go away! But slowly, almost as surreptitiously as changes in the mood of the war generation, customers have learnt to like the experience so much that they no longer want it to be yours. They want to be in charge.