9. ”Yet, the evidence presented in this report
shows that few senior leaders seek advice from
external sources, such as associations,
consultants, experts, or other senior leaders in
their industry or elsewhere. This leaves their
organisations vulnerable to poor strategic
insight and decision-making, especially in the
current environment marked by disruption and
uncertainty.”
Leadership at Work - Do Australian leaders have what it takes?
Study of Australian Leadership, 2016.
11. ”You can’t connect the dots looking forward; you
can only connect them looking backwards. So
you have to trust that the dots will somehow
connect in your future.”
Steve Jobs
Stanford Commencement Speech, 2005.
16. 1. Perspective Seeking - The ability to see all of the moving parts and
complexity in the market
2. Perspective Taking - The capacity to see or experience another
person's or organisations perspective in a workplace environment or
global climate.
3. Perspective Coordination - The capacity to bring all the pieces of a
complex strategy together in order to make an effective decision.
4. Contextual Thinking - Understanding the financial, cultural and
global climate in a given situation or challenge.
5. Collaborative Capacity - An individual's capacity to work with
internal and external stakeholders while delivering on strategic
initiatives.
6. Decision Making Capacity - The capacity in which people can
execute effective decisions in complex and challenging environments.
The leadership skills you need to build an
Agile Strategy
17. The Conference Board reveals that
organisations whose leaders can operate
effectively in a VUCA (Volatile, Uncertain,
Complex and Ambiguous) world are three times
more likely to end up in the top 20 percent of
financial performance compared to companies
lacking such leaders”
Leading Now Critical capabilities for a complex world (Axon ,
Friedman , & Jordan, HBR, 2015)
19. Years to $1Billion Valuation/Capitalisation
8
0
16
24
Average Fortune
500
Google Facebook Tesla Uber Snapchat Oculus Rift
20. “Today’s fastest growing, most profoundly
impactful companies are using a completely
different operating model. These companies are
lean, mean, learning machines. They have an
intense bias to action and a tolerance for risk,
expressed through frequent experimentation
and relentless product iteration. They hack
together products and services, test them, and
improve them, while their legacy competition
edits PowerPoint.”
The Operating Model That Is Eating The World, Aaron Dignan, The
Ready
My journey to thinking about strategy started a long time ago and it has to do with surfing
You might be wondering what strategy development and surfing have in common
Nothing changes more abruptly or fluidly than a wave …its one of the most radical and dynamically changing contexts that you can interact with – it literally changes second by second. And it is a manifestation of so many different things coming together at the one time. In many ways the ocean is like the market.
And after a while when you have been in a surfing line up you get to realise that the best surfers in the line up seem to be the luckiest because they are always on the best waves
But its not luck …. It comes from a far deeper understanding of the conditions that you see just on the surface……they now the entire layout of the reef, they know the tides, the winds and the swell predictions – and the effefcts of all of the above and they know how to adapt to the smallest change … and they know it days out.
Companies and organisations are simlar to this in many ways – the good ones know the market at a deeper level and know how to predict the changes more effeicetly – to the untarined ones it looks like LUCK but it is anything but.
So today I want to talk how might
Whas wrong with them
We don’t understand the envronmnet like we need too - we just don’t – The forces that
Whas wrong with them
Allens
Beaumont Tiles
Allens
Beaumont Tiles
We need to break down assumptions an
We use the same models and the same approaches we have been using
The world has changed yet our thinking about strategy really hasn’t
You’ve updated your phone and your computer but not your approach to strategy
