Technology and business trends are driving massive changes that are reshaping the global economy. Old business models are failing as the pace of change accelerates. To thrive in this environment, organizations need to adopt new "Business 3.0" approaches. This involves having a clear strategy, prioritizing innovation and execution, cultivating an engaged workforce through a positive culture, and empowering employees through flexible organizational structures. Companies that master these four new success skills of strategy, execution, culture and organization will be best equipped to adapt and succeed in today's turbulent business environment.
Build a Modern Social Enterprise to Win in the 21st CenturyCognizant
To prepare for the future of work, businesses need to apply social, mobile, cloud and analytic technologies to reform and realign work processes with emerging digital value chains.
“The Vision Thing”: Developing a Transformative Digital VisionCapgemini
Digital vision: the cornerstone of successful digital transformation
Digital technologies are having a pervasive influence on business, transforming the customer experience, enhancing productivity in operations and improving the way employees collaborate.
Yet, many organizations fail to capture the full potential of digital technologies because their leaders lack a transformative vision. Executives with an incremental vision get what they aim for – incremental improvement. Those who realize the transformative power of digital can achieve much more.
Developing a culture of innovation, especially of radical innovation, is extremely challenging - perhaps nothing could be more challenging for an organisation, particularly those entrenched in conventional, risk-averse and hierarchical management practices. What is more, the usual costs associated with such a wholesale change management process are prohibitively high in this economy and risk alienating staff. But there is another way...
Build a Modern Social Enterprise to Win in the 21st CenturyCognizant
To prepare for the future of work, businesses need to apply social, mobile, cloud and analytic technologies to reform and realign work processes with emerging digital value chains.
“The Vision Thing”: Developing a Transformative Digital VisionCapgemini
Digital vision: the cornerstone of successful digital transformation
Digital technologies are having a pervasive influence on business, transforming the customer experience, enhancing productivity in operations and improving the way employees collaborate.
Yet, many organizations fail to capture the full potential of digital technologies because their leaders lack a transformative vision. Executives with an incremental vision get what they aim for – incremental improvement. Those who realize the transformative power of digital can achieve much more.
Developing a culture of innovation, especially of radical innovation, is extremely challenging - perhaps nothing could be more challenging for an organisation, particularly those entrenched in conventional, risk-averse and hierarchical management practices. What is more, the usual costs associated with such a wholesale change management process are prohibitively high in this economy and risk alienating staff. But there is another way...
This research by Altimeter reflects the challenges related to transforming businesses in the era of digital. It is more about people and culture than technology.
Mobile is Eating the World - Four ways to rethink customer experiences as mob...Brian Solis
Demand more from mobile
When was the last time you checked your smartphone? Was it a few minutes ago? Or maybe it was a few seconds ago. In fact, you might even be reading this article on your phone, on your daily commute to work or in the comfort of your couch at home on a tablet.
The point is, mobile is big. It’s so big that in May last year, Google has revealed that mobile search has overtaken desktop search. Effectively what this means is that we are searching more information with our mobile devices than on laptops or desktops.
For brands this is huge – it redefines the way they become discoverable. However, this also means that the competition to catch a consumer’s attention is fiercer than ever as smartphones and smart devices continue to evolve and take over the market.
This mobile consumer looks at their phone about 1500 times a day on average and they spend 177 minutes interacting with it daily. Their gestures, the way they act, their process to finding information – business are expected to understand that and act upon it.
This new generation is defined by digital, mobile, real-time and an always-on lifestyle. They’re nothing like your traditional customers.
So, in order to understand them and how they think, you need to redefine and rethink your mobile-first approach to customer experiences. Here are 4 ways you can do just that.
Contextual Marketing And The New Marketing ContractXuân Lan Nguyễn
We live in a world where phones are no longer “phones” in the way we once used them. Now, they’re electronic windows into new worlds connecting people, information, and things, and ushering in a new generation of expectations and behaviors along the way.
The traditional brick-and-mortar business model is no longer the only option for the aspiring entrepreneur. Many of today’s greatest successes belong to those who have captured the power of the viral loop by designing products and services that spread themselves through the channels of the Internet, propelled by word-of-mouth recommendations.
17 Cartoons That Will Change Your Business by @BrianSolis @GapingvoidBrian Solis
This special series of cartoons, with short insights from both Hugh MacLeod and Brian Solis adapted from #WTF (www.wtfbusiness.com), will help you see things differently.
N.B. You'll be asked for your email to view this special series of cartoons, with valuable insights from both Hugh MacLeod and Brian Solis.
http://gapingvoid.com/solis-image-download/
7 top technology trends and what they mean for brand experienceJack Morton Worldwide
Technology drastically impacts every aspect of the world around us these days, but it's harder than ever to integrate technology into live experiences in ways that are relevant, effective and above all seamless.
Discover our top technology trends and what they mean for brands, marketers and brand experience.
Y&R once again sent some of its brightest minds to the interactive portion of the annual event and here’s what they had to say about the trends at the intersection of technology and advertising, and what they mean for brands today.
Disrupting in the digital era: key traits of an evolution of disruptive innov...Andrea Paraboschi
The goal of this presentation is to investigate how the digital revolution is impacting the way in which disruptive innovation unfolds. The main theoretical traits of disruptive innovation are presented; then, the key dynamics ignited by the pervasive effects of digitalization are introduced and described. Furthermore, a case-study on the Transportation Network Company UBER as the taxicab industry disruptor is presented, highlighting the key elements that are characterizing the company as a digital-enabled disruptor.
Aegis Reinvention Team: Year One ReviewJason Newport
Summarizes year one of Reinvention Team that grew to more than 300 members under my stewardship. Amazing, willing, young talent doing their thing because they had a stage to do it, and encouragement to bring their personal passions into the workplace and learn to apply them to any scenario -- all about lateral thinking.
A primer on youth culture and commerce in an era of converged media and transformation shaking the foundation of every industry by young adults not conditioned to conform to institutionalized thought.
The Flux Paradox - Branding at the Speed of ChangeYoung & Rubicam
Insights on how brands can build loyalty at the speed of change - By Matt Godfrey, President of Y&R Asia.
The erosion of consumer loyalty, or 'The Flux Paradox', is being driven by rapid product innovation. This dwindling brand loyalty, in Asia at least, is borne out by Y&R’s own proprietary research ‘Generation Asia’; a survey conducted by Y&R Advertising and VML, of 34,000 people across 10 countries.
Digital Influence is one of the hottest trends in social media, yet is largely misunderstood. "The Rise of Digital Influence," the new report by Altimeter Group Principal Analyst Brian Solis, is a 'how-to' guide for businesses to spark desirable effects and outcomes through social media influence. The report helps companies understand how influence spreads, and includes case studies in which brands partnered with vendors to recruit connected consumers for digital influence campaigns. Brian evaluates the offerings of 14 Influence vendors, organizing them by Reach, Resonance, and Relevance: the Three Pillars that make up the foundation for Digital Influence as defined in the report. Also included are an Influence Framework and an Influence Action Plan to help brands identify connected consumers and to define and measure strategic digital influence initiatives.
Examines the impact of technology, generational shift, and apathy as key driving forces of change. Puts forward a POV on the real problems facing agencies and brands operating in this "age of embarrassment" powered by the misuse of technology.
Y&R Advertising sent some of its brightest minds to the SXSW Interactive Festival and here’s what they had to say about the trends at the intersection of technology, innovation, and advertising, and what they mean for brands today.
trendwatching.com’s 10 CRUCIAL CONSUMER TRENDS FOR 2013TrendWatching
2013 will be the perfect storm of necessity and opportunity: some economies will do OK(-ish), others will be shaky, but in whatever market or industry you're in, those who understand & cater to changing consumer needs, desires and expectations will forever have plenty of opportunity to profit. A remapped global economy, new technologies (or 'old' technologies applied in new ways), new business models... hey, what's not to like?
Hence this overview of 10 crucial consumer trends (in random order) for you to run with in the next 12 months. Onwards and upwards:
What is an unbook? Join the conversation:
http://internettime.pbwiki.com/Conversations-about-Learning
Or buy one and see for yourself!
http://www.lulu.com/content/3252489
This research by Altimeter reflects the challenges related to transforming businesses in the era of digital. It is more about people and culture than technology.
Mobile is Eating the World - Four ways to rethink customer experiences as mob...Brian Solis
Demand more from mobile
When was the last time you checked your smartphone? Was it a few minutes ago? Or maybe it was a few seconds ago. In fact, you might even be reading this article on your phone, on your daily commute to work or in the comfort of your couch at home on a tablet.
The point is, mobile is big. It’s so big that in May last year, Google has revealed that mobile search has overtaken desktop search. Effectively what this means is that we are searching more information with our mobile devices than on laptops or desktops.
For brands this is huge – it redefines the way they become discoverable. However, this also means that the competition to catch a consumer’s attention is fiercer than ever as smartphones and smart devices continue to evolve and take over the market.
This mobile consumer looks at their phone about 1500 times a day on average and they spend 177 minutes interacting with it daily. Their gestures, the way they act, their process to finding information – business are expected to understand that and act upon it.
This new generation is defined by digital, mobile, real-time and an always-on lifestyle. They’re nothing like your traditional customers.
So, in order to understand them and how they think, you need to redefine and rethink your mobile-first approach to customer experiences. Here are 4 ways you can do just that.
Contextual Marketing And The New Marketing ContractXuân Lan Nguyễn
We live in a world where phones are no longer “phones” in the way we once used them. Now, they’re electronic windows into new worlds connecting people, information, and things, and ushering in a new generation of expectations and behaviors along the way.
The traditional brick-and-mortar business model is no longer the only option for the aspiring entrepreneur. Many of today’s greatest successes belong to those who have captured the power of the viral loop by designing products and services that spread themselves through the channels of the Internet, propelled by word-of-mouth recommendations.
17 Cartoons That Will Change Your Business by @BrianSolis @GapingvoidBrian Solis
This special series of cartoons, with short insights from both Hugh MacLeod and Brian Solis adapted from #WTF (www.wtfbusiness.com), will help you see things differently.
N.B. You'll be asked for your email to view this special series of cartoons, with valuable insights from both Hugh MacLeod and Brian Solis.
http://gapingvoid.com/solis-image-download/
7 top technology trends and what they mean for brand experienceJack Morton Worldwide
Technology drastically impacts every aspect of the world around us these days, but it's harder than ever to integrate technology into live experiences in ways that are relevant, effective and above all seamless.
Discover our top technology trends and what they mean for brands, marketers and brand experience.
Y&R once again sent some of its brightest minds to the interactive portion of the annual event and here’s what they had to say about the trends at the intersection of technology and advertising, and what they mean for brands today.
Disrupting in the digital era: key traits of an evolution of disruptive innov...Andrea Paraboschi
The goal of this presentation is to investigate how the digital revolution is impacting the way in which disruptive innovation unfolds. The main theoretical traits of disruptive innovation are presented; then, the key dynamics ignited by the pervasive effects of digitalization are introduced and described. Furthermore, a case-study on the Transportation Network Company UBER as the taxicab industry disruptor is presented, highlighting the key elements that are characterizing the company as a digital-enabled disruptor.
Aegis Reinvention Team: Year One ReviewJason Newport
Summarizes year one of Reinvention Team that grew to more than 300 members under my stewardship. Amazing, willing, young talent doing their thing because they had a stage to do it, and encouragement to bring their personal passions into the workplace and learn to apply them to any scenario -- all about lateral thinking.
A primer on youth culture and commerce in an era of converged media and transformation shaking the foundation of every industry by young adults not conditioned to conform to institutionalized thought.
The Flux Paradox - Branding at the Speed of ChangeYoung & Rubicam
Insights on how brands can build loyalty at the speed of change - By Matt Godfrey, President of Y&R Asia.
The erosion of consumer loyalty, or 'The Flux Paradox', is being driven by rapid product innovation. This dwindling brand loyalty, in Asia at least, is borne out by Y&R’s own proprietary research ‘Generation Asia’; a survey conducted by Y&R Advertising and VML, of 34,000 people across 10 countries.
Digital Influence is one of the hottest trends in social media, yet is largely misunderstood. "The Rise of Digital Influence," the new report by Altimeter Group Principal Analyst Brian Solis, is a 'how-to' guide for businesses to spark desirable effects and outcomes through social media influence. The report helps companies understand how influence spreads, and includes case studies in which brands partnered with vendors to recruit connected consumers for digital influence campaigns. Brian evaluates the offerings of 14 Influence vendors, organizing them by Reach, Resonance, and Relevance: the Three Pillars that make up the foundation for Digital Influence as defined in the report. Also included are an Influence Framework and an Influence Action Plan to help brands identify connected consumers and to define and measure strategic digital influence initiatives.
Examines the impact of technology, generational shift, and apathy as key driving forces of change. Puts forward a POV on the real problems facing agencies and brands operating in this "age of embarrassment" powered by the misuse of technology.
Y&R Advertising sent some of its brightest minds to the SXSW Interactive Festival and here’s what they had to say about the trends at the intersection of technology, innovation, and advertising, and what they mean for brands today.
trendwatching.com’s 10 CRUCIAL CONSUMER TRENDS FOR 2013TrendWatching
2013 will be the perfect storm of necessity and opportunity: some economies will do OK(-ish), others will be shaky, but in whatever market or industry you're in, those who understand & cater to changing consumer needs, desires and expectations will forever have plenty of opportunity to profit. A remapped global economy, new technologies (or 'old' technologies applied in new ways), new business models... hey, what's not to like?
Hence this overview of 10 crucial consumer trends (in random order) for you to run with in the next 12 months. Onwards and upwards:
What is an unbook? Join the conversation:
http://internettime.pbwiki.com/Conversations-about-Learning
Or buy one and see for yourself!
http://www.lulu.com/content/3252489
On March 17 Business Models Inc. hosted Dave Gray of xPlane to an audience in Chicago on the topic of Culture Mapping. Can Culture be designed? Yes! Ask Dave Gray!
Design thinking and human-centered design teach us that the fastest, most effective path to change starts with empathy. But even the most observant, curious change leader can struggle to deeply understand what’s blocking change in their organization.
Games can help - they put people at ease, providing a framework and safe space for expressing deeply held, complex motivations. We’d like to share a game we developed for just this purpose - the Barriers to Change Cards. Use the cards to explore a variety of ways to play the game and how to use the results to improve change management outcomes.
XPLANE Director of Consulting Stephanie Gioia and Consultant Nina Narelle hosted a session at the Association for Change Management's annual conference, Change Management 2016. This year, their hands-on, interactive session was titled "Games for Change: A Human-Centered Approach for Diagnosing Organizational Barriers".
There is an art to giving and receiving feedback. To get better, feedback is necessary – but it also can backfire if handled poorly. This session is for managers and non-managers and addresses the art of feedback and working with subordinates or peers/team members.
Culture Design: Mapping Your Company CultureXPLANE
Culture is too important to be left intangible or described by ambiguous words like "innovative" "collaborative" or "open". XPLANE led a hands-on workshop in San Francisco on November 20, 2014 to explore techniques for diagnosing and visualizing culture. Here are the slides from that workshop, held in partnership with Culture Lab x General Assembly.
[Deck from the Interaction 13 Conference in Toronto, Canada. Synopsis below.]
“We’re way off schedule. Everyone is disengaged. We can't get everyone on board with the vision. I’m not proud of the work we’re producing.”
Sound familiar?
Design doesn’t happen inside a vacuum. It happens inside teams, inside the context of relationships, inside physical spaces, inside organizations with very particular cultures. Ignore that intricate ecosystem, and you might as well give your project a death sentence.
In this workshop, you'll learn about tools and techniques you can use to shape projects that are not only successful, but enjoyable. You'll learn the benefits of proactively designing team culture, walk you through the process of creating a healthy foundation, empower you with methods to improve unhealthy culture mid-stream, and show you ways to keep everyone engaged throughout the design process. Then, you’ll try it out for yourself: with feedback and mentorship, you’ll craft new methods and approaches that are appropriate to take back and try out in your team or company…no matter what your job title.
By the end of this hands-on workshop, you'll know how to get projects started on the right foot, co-create without compromising output, and inspire teams, clients, and stakeholders. More importantly, you'll find that you can work towards dramatically improved project outcomes…without all the drama along the way.
===============================
This workshop & deck were created by Cooper & Teresa Brazen
www.cooper.com/training, @cooper
www.TeresaBrazen.com, @TeresaBrazen
How do you know what to do to protect your current business and identify areas of future growth? How do you balance opportunity with risk? This paper helps answer those essential questions.
Disruptive trends shaping the business landscape Singapore - 21 Aug 2019Future Agenda
Future Business Trends
How will global trends disrupt business in the next decade?
Ahead of the first of three speeches / workshops in Singapore over the next few months, this is an overview of some of the key potential drivers of change for businesses.
After some up-front context on foresight it addresses four major area of potential disruption
• The Future Consumer
• Purpose of the Company
• Digital Business
• Future Organisation
If you would like more detail on any of these issues or to know more about the workshops, do not hesitate to get in touch.
Estudo feito pela Oxford Economics
Talento Global de 2021 Como a nova geografia do talento vai transformar estratégias de recursos humanos
mudanças na oferta de talentos irá ocorrer durante a próxima década. Para completar os resultados
de nossa pesquisa quantitativa, foi realizada uma série de entrevistas em profundidade com HR
executivos de todo o mundo e chamou a experiência de nosso comitê de direção de RH.
Nossa pesquisa revela não só paisagem de amanhã para o talento global será
dramaticamente diferente do que a de hoje, mas que alguns países e Industries
precisam de se adaptar mais rapidamente para acomodar essas mudanças rápidas.
Making the Shift to the Next-Generation EnterpriseCognizant
It's crucial for organizations to assess their next-generation strengths and weaknesses in light of their strategic priorities and then focus on the enablers that will prepare them for the future of work.
This point of view builds on prior global dialogue on the social value of the organisation, the future of the company and work plus recent debate on the value of data and British Academy research on the future of the corporation.
It looks at the future of the company through three lenses:
Corporate Purpose
The Digital Company
Organisation 3.0
This is being shared in a speech / workshop in Kuala Lumpur and used to kick off further discussions that will take place during 2019 on the future of work, the future of the organisation and the future of the company.
For more information:
Future Agenda
www.futureagenda.org
Future of the Company (2015)
https://www.futureagenda.org/view/initial_perspective/the-future-of-company
Future of Work (2018)
https://www.futureagenda.org/news/future-of-work
Integrated Reporting
http://integratedreporting.org
Future of the Corporation (British Academy)
https://www.thebritishacademy.ac.uk/future-corporation
Purpose of the Corporation (Frank Bold) http://en.frankbold.org/our-work/campaign/purpose-corporation
Creating the Conditions for Sustainable Innovation The Leadership Imperative ...Meghan Daily
Organizations need innovation to survive and thrive. Thus, they need leaders who excel at driving innovation. But many leaders fall short when it comes to fostering ideas. This report doesn’t question if leaders themselves will be the source of your next great idea. Rather, when that idea arises—from a team member, a customer, or some other source—will leaders be able to foster it an bring it to fruition?
Over the past few years, DDI has worked with the LUMA Institute to teach leaders to foster innovation. We found to be effective, leaders must:
Inspire Curiosity
Challenge Current Perspectives
Create Freedom
Drive Discipline.
The business landscape is being transformed by a series of megatrends, of which digital technology is already proving to be the most pervasive and potentially disruptive.
Issue | McKinsey Quarterly 2013 Number 4
@McKQuarterly
Strategy to beat the odds
Examines how to make wise strategic choices, mobilize the C-suite to take advantage of big data, use social technologies to engage employees and transform organizations, and build vibrant communities with help from companies.
Olumide Adedeji Ibikunle - The 2016 Peter Drucker ChallengeOlumide Ibikunle
Article addresses the relevance and contributions of 'New Entrepreneurs' to Business and Modern Society. My entry for the 2016 Peter F. Drucker Challenge.
The Road to Innovation is Paved With Information TechnologyNetApp
Technology, which is producing so much disruption and so much opportunity, also serves as a key tool to facilitate innovation. And continual innovation, at every level, has never been more important for business success. NetApp asked 300 executives worldwide for their views on tech priorities today and in the future. Download this report to learn what they had to say.
Issue 24 of Deloitte Review:
- Accelerating digital transformation in banking
- Social capital: Measuring the community impact of corporate spending
- How leaders are navigating the Fourth Industrial Revolution
- The Industry 4.0 paradox
- Tax governance in the world of Industry 4.0
- Regulating the future of mobility
- Picturing how advanced technologies are reshaping mobility
- To live and drive in LA
- What is work?
- Superminds: How humans and machines can work together
- Are you having fun yet?
- Engaging workers like consumers
- How the financial crisis reshaped the world’s workforce
2018 human trends rise of the social enterpriseVALUES & SENSE
The 2018 Deloitte Global Human Capital Trends report showcases a profound shift facing business leaders worldwide: The rapid rise of what we call the social enterprise. This shift reflects the growing importance of social capital in shaping an organization’s purpose, guiding its relationships with stakeholders, and influencing its ultimate success or failure.
Similar to Did You Know? 6.0: Change to Thrive (20)
Have you ever watched someone express a complicated idea with a simple diagram or a few words? Visual thinking can be a superpower. XPLANE hosted Visual Thinking School (VTS) for ODN Oregon to spread the word and the value of visual thinking knowledge by teaching how to become more visually literate and how to apply these skills to work and projects. May 11, 2017
Co-Creation is a powerful concept: engaging broad stakeholders in a design or problem-solving process as co-designers. But where did it come from? Here’s a brief history of the idea, which remains emergent and evolving still today. (by Stephanie Gioia, Director of Consulting at XPLANE)
HOW TO HELP CREATE THE COMPANY CULTURE YOU WANTXPLANE
Organizational culture is commonly defined as
the human behaviors within an organization and the
underlying values that keep those behaviors in place. The
first step in influencing your organization’s culture is to
visualize the behaviors and values you want at the center of
the organization. We refer to this artifact as a culture map
A workshop can be a very powerful tool for collaboratively sharing information, generating new ideas, and/or aligning people on goals. One of the keys to running a successful workshop is having good facilitation that guides participants toward achieving the goals while nurturing an engaging environment.
Using Chris Brogan's Three Words is a useful tool for introspection and positive change. It also raised interesting questions. Does drawing the words make them more solid and memorable, or are these words more powerful when the images we associate with them can evolve over time? How might this exercise work in a business setting to define a desired change involving many people?
In a virtual meeting, live sketching helps people follow the conversation and makes things clear to everyone. Visuals help the client know that we understand and that we are listening and hearing what they say.
The Trifecta: three “must have” meetings on every project; the internal kickoff, the post session debrief, and the project retrospective.
Why are they non-negotiable? Because they are invaluable. Throughout the project, they keep the team informed, united, and on track. Upon completion of the project, they’re placed in the project archive folder, accessible to future teams to revisit the last project, and to evaluate and improve upon the new experience where possible.
Visual tools are amazing for communicating and collaborating with kids. Studies show that visuals help children across a range of factors, including reading comprehension, student achievement, thinking and learning skills, and retention of information. XPLANE parents also have lots of anecdotal evidence that visual thinking is very effective in solving behavioral and social challenges at home.
Meetings, when done correctly, can be a valuable tool. The key is in how you plan and execute them that can make them hugely successful or a gigantic waste of time.
Brainstorming can be of real value, provided it is used under the right conditions and for the right reasons. Tips and tricks to making the most of group collaboration.
Technology and behavior are radically reshaping business—on a global scale. Did You Know? 6.0: Change to Thrive, advances the conversation about how organizations can adapt and prosper by changing the way they work.
Senior Project and Engineering Leader Jim Smith.pdfJim Smith
I am a Project and Engineering Leader with extensive experience as a Business Operations Leader, Technical Project Manager, Engineering Manager and Operations Experience for Domestic and International companies such as Electrolux, Carrier, and Deutz. I have developed new products using Stage Gate development/MS Project/JIRA, for the pro-duction of Medical Equipment, Large Commercial Refrigeration Systems, Appliances, HVAC, and Diesel engines.
My experience includes:
Managed customized engineered refrigeration system projects with high voltage power panels from quote to ship, coordinating actions between electrical engineering, mechanical design and application engineering, purchasing, production, test, quality assurance and field installation. Managed projects $25k to $1M per project; 4-8 per month. (Hussmann refrigeration)
Successfully developed the $15-20M yearly corporate capital strategy for manufacturing, with the Executive Team and key stakeholders. Created project scope and specifications, business case, ROI, managed project plans with key personnel for nine consumer product manufacturing and distribution sites; to support the company’s strategic sales plan.
Over 15 years of experience managing and developing cost improvement projects with key Stakeholders, site Manufacturing Engineers, Mechanical Engineers, Maintenance, and facility support personnel to optimize pro-duction operations, safety, EHS, and new product development. (BioLab, Deutz, Caire)
Experience working as a Technical Manager developing new products with chemical engineers and packaging engineers to enhance and reduce the cost of retail products. I have led the activities of multiple engineering groups with diverse backgrounds.
Great experience managing the product development of products which utilize complex electrical controls, high voltage power panels, product testing, and commissioning.
Created project scope, business case, ROI for multiple capital projects to support electrotechnical assembly and CPG goods. Identified project cost, risk, success criteria, and performed equipment qualifications. (Carrier, Electrolux, Biolab, Price, Hussmann)
Created detailed projects plans using MS Project, Gant charts in excel, and updated new product development in Jira for stakeholders and project team members including critical path.
Great knowledge of ISO9001, NFPA, OSHA regulations.
User level knowledge of MRP/SAP, MS Project, Powerpoint, Visio, Mastercontrol, JIRA, Power BI and Tableau.
I appreciate your consideration, and look forward to discussing this role with you, and how I can lead your company’s growth and profitability. I can be contacted via LinkedIn via phone or E Mail.
Jim Smith
678-993-7195
jimsmith30024@gmail.com
The Team Member and Guest Experience - Lead and Take Care of your restaurant team. They are the people closest to and delivering Hospitality to your paying Guests!
Make the call, and we can assist you.
408-784-7371
Foodservice Consulting + Design
Oprah Winfrey: A Leader in Media, Philanthropy, and Empowerment | CIO Women M...CIOWomenMagazine
This person is none other than Oprah Winfrey, a highly influential figure whose impact extends beyond television. This article will delve into the remarkable life and lasting legacy of Oprah. Her story serves as a reminder of the importance of perseverance, compassion, and firm determination.
The case study discusses the potential of drone delivery and the challenges that need to be addressed before it becomes widespread.
Key takeaways:
Drone delivery is in its early stages: Amazon's trial in the UK demonstrates the potential for faster deliveries, but it's still limited by regulations and technology.
Regulations are a major hurdle: Safety concerns around drone collisions with airplanes and people have led to restrictions on flight height and location.
Other challenges exist: Who will use drone delivery the most? Is it cost-effective compared to traditional delivery trucks?
Discussion questions:
Managerial challenges: Integrating drones requires planning for new infrastructure, training staff, and navigating regulations. There are also marketing and recruitment considerations specific to this technology.
External forces vary by country: Regulations, consumer acceptance, and infrastructure all differ between countries.
Demographics matter: Younger generations might be more receptive to drone delivery, while older populations might have concerns.
Stakeholders for Amazon: Customers, regulators, aviation authorities, and competitors are all stakeholders. Regulators likely hold the greatest influence as they determine the feasibility of drone delivery.
Artificial intelligence (AI) offers new opportunities to radically reinvent the way we do business. This study explores how CEOs and top decision makers around the world are responding to the transformative potential of AI.
1. Technology and behavior megatrends are reshaping the world. To advance and grow, organizations need
new ways to connect to both employees and customers. Old paradigms are costly. For example, Kodak was
#43 on the fortune 500 list in 1975. It went bankrupt in 2012. Borders was #485 in 2000, yet bankrupt
in 2011. Those applying four new success skills in the “Business 3.0 Era” can avoid similar fates.
The Industrial Revolution was the largest disruptive transformation in commerce since the Renaissance.
Simply, the nature of production was re-invented. Machines replaced hand-tools. Steam and other energy
sources replaced human or animal power. Unskilled workers replaced skilled workers. Work performed in the
home by the family was now performed in factories with the help of machines.
Silicon emerged, further upending norms. Result: the late 20th-century technology and information
revolution—hailed as Business 2.0—drove a socio-economic shift from manufacturing and agriculture to
service industries. And it’s continuing. The web, mobile devices, big data and cloud computing are evolving
core human experiences, such as how families spend their time, how people work and how societies interact
around the globe.
The accelerated pace of change has caused extraordinary economic, cultural and competitive pressures.
From robotics to nanotechnology to renewable energy, hyper-competition is now the rule. In particular,
comprehending the rate of change and applying the rules of the game have become so challenging, only
the most adaptive and fleet organizations will survive. Fixed, top-down plans are dead. Organic, flexible and
inclusive methods are now the path to prosperity.
–PETER DRUCKER
“THE GREATEST DANGER IN TIMES OF TURBULENCE IS NOT THE
TURBULENCE; IT IS TO ACT WITH YESTERDAY’S LOGIC.”
#6 IN THE DID YOU KNOW SERIES
BUSINESS 3.0 TECHNIQUES
CHANGEtoTHRIVE
Authored By Parker Lee, President, XPLANE
2. It’s easy to understand why it’s hard to get a footing. Massive external forces affect today’s business
environment. For example:
• The time to start a new business in the last decade has almost halved, from 51 days in
the private sector in 2003 to less than 30 in 2012, creating denser categories.
• The percentage of companies falling from top-three rankings in their industry increased
from 2% in 1960 to 14% in 2008. Where success was once assumed, the basics of
economics are not always a given now, leading to disparities between industry and profit.
• Urbanization will be a massive demographic trend over the next decade. World population
growth is slowing, but will still peak at approximately nine billion by 2050. Cities will double
in size as a three billion people move from rural areas. This will result in economic opportunity,
but put pressure on environmental, commercial and social systems.
• The connected world is growing exponentially:
• Websites grew from 2.4 million sites in 1998 to 673 million in 2013.
• Mobile use is the single biggest driver of Web development and change, with 6.7 billion
mobile subscribers currently generating 13% of all Internet traffic. There are already
twice as many “connected devices” (including vending machines, electricity meters and
refrigerators as well as phones and computers) as human beings.
In this complex, fluid and even hostile environment, an organization can be viewed as a living organism. To evolve,
it must operate as a dynamic, growing system that can learn and adapt over time. This requires cultivating both a
performance strategy and a healthy work environment. Adaptation and evolution to what XPLANE calls “Business
3.0” is key to success in the decades ahead.
– JACK WELCH
“WHEN THE RATE OF CHANGE INSIDE AN INSTITUTION BECOMES
SLOWER THAN THE RATE OF CHANGE OUTSIDE, THE END IS IN SIGHT.
THE ONLY QUESTION IS WHEN.”
3. Business 3.0 organizations require new ways of working—where all employees thrive and are engaged in an
integrated, designed, well-coordinated environment and customers are welcomed to shape an organization’s
future. In a 10-year Harvard Business Review study of companies and their total shareholder returns, those
that outperformed their industry peers excelled in four main management practices:
1. STRATEGY
2. EXECUTION
3. CULTURE
4. ORGANIZATION
Clearly, making the move to a more nimble and adaptive culture is essential. Implementing four new success
skills can help your organization gain a Business 3.0 edge.
OUTPERFORMANCE IS ACHIEVABLE.
FOUR NEW SUCCESS SKILLS POINT THE WAY.
– JOHN CARTER, TCGEN
“THE FOCUS MUST SHIFT TO INNOVATION, AS SIMPLY ‘IMPROVING’ OUR
WAY OUT OF THIS BY TWEAKING COST STRUCTURES, ENHANCING
LOGISTICS AND IMPROVING CUSTOMER SERVICE WILL NOT GIVE
SHAREHOLDERS THE KIND OF RETURNS THEY EXPECT.”
4. Firms have struggled to find their way in the watershed of change. Hewlett-Packard, despite being a long-
time industry competitor, has been plagued by near-constant market and strategy miscues. This includes
purchasing aging, out-of-date companies—and what appears to be an inability to gauge consumer’s needs
and respond. To avoid these traps, companies need to streamline strategy and make deliberate decisions to
become more agile.
“… [HP] will never come close to reclaiming its former glory unless [leadership]
can answer the real question: “ ‘What is HP?’ ” For a decade now the company
has sometimes seemed more like a tawdry reality show than one of the world’s
great enterprises... Simply put, Hewlett-Packard has lost its way… profits in 2011
were 19% lower than in the previous year.”
—James Bandler, tech.fortune.cnn.com
– MARK ZUCKERBERG
“THE BIGGEST RISK IS NOT TAKING ANY RISK. IN A WORLD THAT’S
CHANGING REALLY QUICKLY, THE ONLY STRATEGY THAT IS
GUARANTEED TO FAIL IS NOT TAKING RISKS.”
SUCCESS SKILL 1 : DELIVER A STRAIGHTFORWARD STRATEGY.
HOW
5. Conversely, Southwest Airlines has a clear vision and a differentiated strategy. Foremost: the airline has
a strong grasp on market needs. Its strategy, goals for business success and good management practices
engender a relatively happy workforce (staff noted for their dedication; pilots who are compensated more
highly any other airline’s) and a simple operation format: one type of plane. In 2009, 86 million passengers
flew Southwest, more than any other airline in the U.S. 113 million flew in 2013. Southwest retains more than
15% of the domestic airline market and is consistently rated highest in customer service.
The opportunity amid the chaos is huge. Strategy execution can clearly be a competitive advantage, and
figures bear this out. For example:
• A recent Balanced Scorecard report at Harvard University revealed that only 10%
of employees understand their company’s strategy. Further, even at companies that
made an attempt to implement, 6 in 10 staff didn’t think that important strategic and
operational decisions were quickly translated into action.
• In a recent McKinsey Quarterly survey of 2,207 executives, only 28% said the quality
of strategic decisions in their companies was generally good. 60% thought that bad
decisions were about as frequent as good ones.
• A study of over 400 companies found that 49% of the leaders reported a gap between
their organization’s ability to formulate strategy and its ability to deliver results.
The opportunity: with few companies meeting their outlined goals, a good strategy can raise the odds of
success by helping managers make the right choices internally and in the marketplace. One of the most
effective elements is clear communication. This helps assure that all involved have a tangible idea of the
decisions and actions they’re responsible for.
6. Execution is a notorious and perennial challenge. Despite good intentions, nearly 7 in 10 change initiatives fail.
29% of change initiatives are launched without any formal structure, dooming them to failure from the outset.
Surprisingly, the simple awareness of the need to be prepared and proactive about change is not the issue:
80% of CEOs anticipate substantial or very substantial change within the next three years. But they rated
their ability to manage change 22% lower than their expected need for it. The importance of executing well
cannot be overstated, given the fragile state of the majority of change management undertakings.
The will to innovate pays off. Procter & Gamble (P&G) has long recognized innovation as the backbone of
the company’s growth and has built it into the fabric of its operations.
• P&G spends close to $2 billion annually on R&D, approximately 50% more than its
closest competitor. Each year it invests another $400 million in foundational consumer
research towards innovation, carrying out some 20,000 studies involving more than 5
million consumers in nearly 100 countries.
• Though a 177-year-old company, it maintains its rank as one of the most innovative
global companies (#24). In the face of global economic volatility and dwindling consumer
confidence, P&G maintains a commitment to the new, driving enduring business growth.
SUCCESS SKILL 2 : EXECUTION AND PROCESS: INNOVATE AND RESPOND
– MALCOLM GLADWELL
“INNOVATION—THE HEART OF THE KNOWLEDGE
ECONOMY—IS FUNDAMENTALLY SOCIAL.”
INNOVATORS
P&G
R&D
IS RANKED 23RD IN
INNOVATION GLOBALLY
– SPENDING MORE ON
THAN MOST OF
ITS COMPETITORS
7. In stark contrast, Kodak’s decline and fall demonstrates the failure to develop the appropriate buffers to keep
competition from imitating and replicating one’s strategy, and a failure to deploy corporate resources and
capabilities to emerging market opportunities. Kodak’s core film business was threatened, and it had a 15-year
head start to figure out its response but couldn’t capitalize.
Kodak faced the “technological discontinuities challenge.” When new technologies emerge, competition is
fierce, threatening core business models and profit margins. Kodak did not take decisive action to combat
these transformative challenges.
UNDERSTANDING THE VALUE OF INNOVATION AND THE PROPER EXECUTION
OF STRATEGY IS ESSENTIAL. TWO TIPS:
• Much more than an occasional creative eruption, innovation is the engine of long-term
business growth. To generate consistent returns and sustain performance, companies must
continually refresh their portfolio of offerings and the business models that drive them.
• Clear understanding of organizational change—and defining how change is executed—
makes companies more than twice as likely to be successful in sustaining positive change
within their business.
KODAK
ONCE COMMANDING 90% OF FILM SALES
ONLY RECENTLY EMERGED FROM A 2012 BANKRUPTCY FILING
8. A positive culture is at the heart of healthy organizations. In a 2013 Booz & Company global study,
86% of C-level executives and 84% of all managers and employees said workplace culture is key to
their organization’s success. 6 in 10 saw culture as a more important ingredient than either strategy
or operating models.
Cultural health drives financial success. According to the 2013 Gallup Report, “State of the American
Workplace,” 70% of employees are not engaged or are actively disengaged. Gallup estimates that this
costs the U.S. $450-$550 billion each year in lost productivity! The study further found that organizations
with an average of 9.3 engaged employees for every actively disengaged employee experience 147% higher
earnings per share versus their competition.
SUCCESS SKILL 3: OPEN CULTURE, ENGAGED EMPLOYEES
– LOU GERSTNER, FORMER IBM CEO
“CULTURE ISN’T JUST ONE ASPECT OF THE GAME, IT IS THE GAME.”
LOWER
LABOR
COSTS
LOWER
HEALTH
COSTS
AND A
240%
RISE IN
PERFORMANCE-
RELATED
BUSINESS
OUTCOMES
9. EMPLOYEES WHO ARE ENGAGED, AND ENJOY A CULTURE WITH GOOD
WORKING RELATIONSHIPS, PERFORM MORE EFFECTIVELY.
They:
• Incur six fewer sick days per year
• Cut labor turnover costs in the US by $2.3 billion
• Yield a 300% increase in business innovation
CULTURE DOESN’T JUST HAPPEN. IT’S INTENTIONALLY CREATED.
A recent study by the Human Capital Institute (HCI) found three interdependent components necessary
for effective engagement. This “trifecta of engagement” represents the shared responsibility among the
organization, the manager, and the individual employee:
• Senior organization leaders set the vision and tone, and their actions represent
the entity as a whole
• Managers lead by example, and are a primary influence on the day-to-day
work environment
• Employees must be open to engagement efforts by the organization, and must
be willing to emotionally invest themselves in their work
Further, HCI’s research indicated that these critical workplace characteristics drive employee engagement:
• Challenging and exciting work
• An environment of mutual respect
• Openness to new ideas and collaborative processes
• Clear communication about how every organizational role contributes to its success
10. Zappos is consistently known as one the best places to work in America, has over $1 billion in revenue,
and possesses a world-renowned workplace culture. Zappos utilizes a culture book, an open environment
for questions, a life coach, and offers employees payment to leave the company if they wish to pursue
opportunity they can’t find at Zappos. The firm encourages managers to socialize with teams outside the
office, building communication and trust. The company’s founder says the operation depends on it:
“Our number one priority is company culture. Our whole belief is that if you get
the culture right, most of the other stuff like delivering great customer service or
building a long-term enduring brand will just happen naturally on its own.”
-Tony Hsieh, CEO of Zappos
As with strategy and execution, getting to a vibrant culture isn’t easy. There are plenty of examples
where poor company culture has hindered corporate success. For example:
• RadioShack, a once-revered brand, is representative of chronic mismanagement and
a confusion about its role in the marketplace. Internally, employee confidence was also
undermined by the firing of hundreds of employees by email, for example.
• App maker Zynga’s focus only on “a culture of growth” rather than “the company’s
unique ideas, set of passions, and purpose” has failed so far as a long-term strategy
for success. To build cultures that generate strategic value, organizations need to
incorporate values, principles, behaviors and trust, which in turn will help employees
want to address what matters, such as (in Zynga’s case) a recent “apocalyptic” drop
in monthly average users.
It’s essential to have a good plan in place if the goal is to create a culture of employee engagement.
The most significant challenges to implementation are, paradoxically, people-oriented. But changing
mindsets and re-shaping corporate culture can be achieved through carefully managed processes,
vision-based goals and transparency.
11. Trust in organization leaders cannot be assumed. In fact, surveys reveal that 4 in 5 Americans do not trust
corporate executives. Equally unsettling, half of all managers don’t trust their own leaders! Further, a lack of
management commitment, passion, and involvement are the greatest barriers to change, which in turn can
lead to organizational failure.
One might think, how about a reorg? Fewer than 1 in 3 major reorganizations produced any meaningful
improvement in performance and some actually decreased company value. That’s because most attempts
center on success stories for the company, not the culture—such as beating the competition, industry
leadership, share-price targets and so on. This creates significant energy for change in only about 20% of the
workforce. Buy-in by a majority fails.
What’s shown to work? Invite everyone to act as if they own the business—quite literally giving them a
“business within the business.” In other words, empower people. When you reorganize the structure of a
business to be more organic than hierarchical, you align employee incentives with the ambitions of owners
and management. Rewards are real and tangible. Short-term and long-term benefits are in balance. Staff are
rewarded when they are good stewards of the business.
One example is Morning Star, the world’s largest tomato processor with annual revenues of $700 million. It’s
succeeding due to an egalitarian and balanced organizational structure. Crew manage themselves, and report
only to each other. Morning Star employees write personal mission statements that describe how they will
contribute to the company’s goal, and there is a strong sense of mutual accountability.
Conversely, one of the factors that contributed to Nokia’s well-publicized disarray was its homogenous
structure and culture. Nokia’s top executives were of similar age, ethnic origin and background, and this
hampered their ability to develop a multifaceted analysis of a changing international environment. The
company simply lacked the capacity to adapt in a decisive and committed way. Combined with too-frequent,
poorly implemented, organizational structure changes, Nokia went from a king in the mobile world to a
technology history footnote.
SUCCESS SKILL4: BALANCED AND FAIR ORGANIZATIONAL STRUCTURE.
– DAVID STEIN, CO-CEO OF RYPPLE
“ IF YOUR COMPANY HAS A TRADITIONAL HIERARCHICAL STRUCTURE,
AND YOU WANT TO SATISFY MORE CUSTOMERS AND EXCITE MORE
OF YOUR EMPLOYEES, FLATTEN THAT STRUCTURE. REALLY. REMOVE
THE UNNECESSARY BARRIERS THAT STAND IN THE WAY OF RESULTS.”
12. SUMMARY:
To survive and prosper in today’s hyper-changing environment, organizations need a new operating model.
At XPLANE, we call this new way of working Business 3.0—where an organization recognizes itself as a
complex, dynamic, growing, organic system that strives to be nimble and learns to adapt over time. Business
3.0 organizations cultivate both strategic performance and a healthy work environment, where all employees
excel in strategy, execution, and organization. With aspirational core values intrinsic to their strategy and
workplace culture, organizations can excel in the Business 3.0 era.
– WINSTON CHURCHILL
“ HOWEVER BEAUTIFUL THE STRATEGY, YOU SHOULD
OCCASIONALLY LOOK AT THE RESULTS.”
Did You Know? is a regular thought leadership platform that explores ways for organizations
to shape successful futures. For more of XPLANE’s views on Business 3.0 success and staying
in step with change, visit xplane.com/didyouknow