The document discusses the findings of a study of over 1,500 global CEOs regarding how business leaders can capitalize on complexity in today's interconnected world. It identifies three primary perspectives held by public and private sector leaders: that rapid escalation of complexity is the biggest challenge facing them, their enterprises are not equipped to cope effectively with this complexity, and creativity is the most important leadership competency for navigating complexity. The document recommends that leaders embrace complexity rather than avoid it, reinvent customer relationships, and develop operating dexterity in order to capitalize on complexity.
Diaporama du cours de psychosociologie de la communication de François Jourde, au lycée Gaston Berger à Lille (France), BTS Communication des entreprises.
• site du cours : www.jourde.eu
With the rise of the Internet, online travel agencies has been one of the most dramatic examples of the digital transformation.
This survey was made in order to better understand the online booking behaviors of Vietnamese people.
This survey was conducted among 319 respondents who use online for booking hotels, transportation or package for travelling.
The survey was conducted in June 2021.
Diaporama du cours de psychosociologie de la communication de François Jourde, au lycée Gaston Berger à Lille (France), BTS Communication des entreprises.
• site du cours : www.jourde.eu
With the rise of the Internet, online travel agencies has been one of the most dramatic examples of the digital transformation.
This survey was made in order to better understand the online booking behaviors of Vietnamese people.
This survey was conducted among 319 respondents who use online for booking hotels, transportation or package for travelling.
The survey was conducted in June 2021.
Crown Partners Social Media in the EnterpriseMark Kennedy
Joint presentation by Patrick Higgins of Yellow Springs Instruments and Mark Kennedy of Crown Partners to Dayton Technology First trade group on September 14, 2011.
This presentation was made and delivered to attract attention and get votes in a classroom atmosphere for this particular product that had been designed by second year undergraduate students
Nowadays, celebrities play an important role in consumer’s behaviors, especially young people. This report is made to find out who are favored by Vietnamese in terms of actor, singer and atheles.
This survey was conducted among nearly 600 male and female in nationwide in June 2021.
Medición de la contaminación lumínica. Jaime Zamorano, Stars4All y Universidad Complutense de Madrid. “Encuentro Internacional Para la Defensa de la Oscuridad Natural de la Noche" celebrado en Almería el día 27 de abril de 2018.
Risk management: Social media usage in enterprisesdaenu
The usage of social media platforms is increasing rapidly and now also more and more enterprises start to have their own presence on different social media platforms. Even if an enterprise is present on a social media platform, it isn‘t given that the own employees are allowed to access these platforms mostly due to the existing risks. One of the biggest risks is the loss of the reputation of a enterprise that only with a continuos monitoring of the social media platforms can be reduced. With a clear social media governance including a clear strategy and a risk analysis an enterprise can train their employees in a awareness program.
5 - The strategic stakes for the development of rural territories up to 2020grisiplus
Major changes and evolution of rural territories
Welcoming policies to foster territorial cohesion
The digital revolution for the development of the attractiveness of rural territories
Marie GOMBERT, Fabienne BENEST, National Institut of Geographic and Forestry Information
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In NFF's first SIB e-vent, we held a live web chat exploring the challenges and opportunities of SIB and their potential to develop in the US marketplace. In this second e-vent, experts from The Young Foundation (UK), the Centre for Social Impact (New South Wales), and NFF discussed:
1. What SIB models exist for risk sharing and rewards incentives
2. How other countries have come to determine the right SIB structures for their transactions
3. Initial implications for structuring SIBs/Pay for Success projects in the United States
See this and other resources, including the recording of the live webinar at our Social Impact Bond discussion group, which is free for anyone to join here: http://nonprofitfinancefund.org/sib
Crown Partners Social Media in the EnterpriseMark Kennedy
Joint presentation by Patrick Higgins of Yellow Springs Instruments and Mark Kennedy of Crown Partners to Dayton Technology First trade group on September 14, 2011.
This presentation was made and delivered to attract attention and get votes in a classroom atmosphere for this particular product that had been designed by second year undergraduate students
Nowadays, celebrities play an important role in consumer’s behaviors, especially young people. This report is made to find out who are favored by Vietnamese in terms of actor, singer and atheles.
This survey was conducted among nearly 600 male and female in nationwide in June 2021.
Medición de la contaminación lumínica. Jaime Zamorano, Stars4All y Universidad Complutense de Madrid. “Encuentro Internacional Para la Defensa de la Oscuridad Natural de la Noche" celebrado en Almería el día 27 de abril de 2018.
Risk management: Social media usage in enterprisesdaenu
The usage of social media platforms is increasing rapidly and now also more and more enterprises start to have their own presence on different social media platforms. Even if an enterprise is present on a social media platform, it isn‘t given that the own employees are allowed to access these platforms mostly due to the existing risks. One of the biggest risks is the loss of the reputation of a enterprise that only with a continuos monitoring of the social media platforms can be reduced. With a clear social media governance including a clear strategy and a risk analysis an enterprise can train their employees in a awareness program.
5 - The strategic stakes for the development of rural territories up to 2020grisiplus
Major changes and evolution of rural territories
Welcoming policies to foster territorial cohesion
The digital revolution for the development of the attractiveness of rural territories
Marie GOMBERT, Fabienne BENEST, National Institut of Geographic and Forestry Information
Pay for Success Projects and Social Impact Bonds: Structuring Considerations ...Nonprofit Finance Fund
In NFF's first SIB e-vent, we held a live web chat exploring the challenges and opportunities of SIB and their potential to develop in the US marketplace. In this second e-vent, experts from The Young Foundation (UK), the Centre for Social Impact (New South Wales), and NFF discussed:
1. What SIB models exist for risk sharing and rewards incentives
2. How other countries have come to determine the right SIB structures for their transactions
3. Initial implications for structuring SIBs/Pay for Success projects in the United States
See this and other resources, including the recording of the live webinar at our Social Impact Bond discussion group, which is free for anyone to join here: http://nonprofitfinancefund.org/sib
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Summary: Presentation on open source testing frameworks (improved version, more focus on real project example) at Software Engineering Forum 2009 (SEF-1) conference by Aliaksandr Ikhelis. Sponte framework developer and owner is Stanislaw Wozniak, Expedia Limited, UK. Sponte project homepage: http://rubyforge.org/projects/sponte/; http://github.com/swozniak/sponte/tree/master
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This survey is intended to find out the current frustration or issues with motorbike, while finding out the motivations and the types of the cars that they wish to have.
This survey was conducted among 20 years old and above of 381 samples in July, 2021.
Le Paris FC est un club de football jouant dans le championnat National (3ème division). Dans le cadre de leur nouvelle politique marketing, le club est à la recherche de nouveaux partenaires.
Let's Make GREAT!'s case study detailing how coaching helped a creative professional by overcoming his mental obstacles ultimately resulting in improvements to both his personal satisfaction and startup's productivity.
Third Sector Digital Edge "Driving Mobile Success" presentationOisin Lunny
I was honoured to present at the Third Sector Digital Edge conference today about "Driving Mobile Success" alongside Mark Weber from Save The Children #TSDigitalEdge
7. Table of contents
# # -3#-;(#(&)&+(*%#3+)#*-"0;*$&0# ]#
# # 95&*;$/<&#);44+(6# ^
Introduction Stand out in a complex world 13
Chapter One Embody creative leadership 23
Chapter Two Reinvent customer relationships 37
Chapter Three Build operating dexterity 51
The CEO Agenda How to capitalize on complexity 63
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8. Capitalizing on Complexity
How our research was conducted
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Figure About our research
More than , CEOs worldwide participated in this study.
13%
20% 21%
Public
Communications 25%
Growth Markets* North America
25%
Distribution
12%
24% Japan
Industrial
42%
18% Europe
Financial Services
Sectors Regions
*Growth markets include Latin America, Asia Paci c (excluding Japan), Middle East and Africa.
9. How our research was conducted
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10. Capitalizing on Complexity
“Complexity should not be viewed
Executive summary
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11. Executive summary
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12. Capitalizing on Complexity
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15. Introduction
Stand out
in a complex
world
Most CEOs seriously doubt their ability to cope
with rapidly escalating complexity. Yet one set of
organizations has consistently performed well.
How do these Standouts mitigate complexity and
even convert it into opportunity?
16. Capitalizing on Complexity
A drastically different world
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+"0#)&(</*&#*+$&2-(/&)7#+"0#&<&(B/"0/</0;+1/e&0#*;)$-4&(#)&24&"$)C
I%/)#4&+")#89:)#4;)$#)%+A&#;,#$%&/(#,-($.-1/-)7#G;)/"&))#4-0&1)7#-10#
3+6)#-.#3-(A/"2#+"0#1-"2B%&10#+));4,$/-")C#I%&6#%+<&#$-#+00(&))#3%+$#
*;)$-4&()#"-3#*+(&#+G-;$#+"0#(&+))&))#%-3#<+1;&#/)#2&"&(+$&0C#
L/$%#.&3#&5*&,$/-")7#89:)#&5,&*$#*-"$/";&0#0/)(;,$/-"#/"#-"&#.-(4#
-(#+"-$%&(C#I%&#"&3#&*-"-4/*#&"</(-"4&"$7#$%&6#+2(&&7#/)#);G)$+"$/+116#
4-(&#<-1+$/1&7#4;*%#4-(&#;"*&($+/"7#/"*(&+)/"216#*-4,1&5#+"0#)$(;*$;(+116#
0/..&(&"$C#U"#!"0;)$(/+1#X(-0;*$)#89:#/"#$%&#g&$%&(1+"0)#);44&0#;,#
$%&#)&"$/4&"$)#-.#4+"6#3%&"#%�&)*(/G&0#1+)$#6&+(#+)#@+#3+A&B;,#*+117D#
+00/"2#$%+$#@/$#.&1$#1/A--A/"2#/"$-#$%�+(A#3/$%#"-#1/2%$#+$#$%&#&"0#-.#
$%&#$;""&1CD
17. Stand out in a complex world
Figure Organizations are experiencing signi cant upheaval
Changes in the new economic environment are large-scale, substantial and
drastically different.
13% 18% 69% More volatile
Deeper/faster cycles, more risk
14% 21% 65% More uncertain
Less predictable
18% 22% 60% More complex
Multifaceted, interconnected
26% 21% 53%
Structurally different
Sustained change
Not at all/to a limited extent To some extent To a large/very large extent
I-0+67#+)#-(2+"/e+$/-")#&4&(2&# # (#,(&,+(&#$-#&4&(2&# #(-4#+#*-"'0&"*&B
K- K.
0(+/"/"2#21-G+1#(&*&))/-"7#4+"6#1&+0&()#+04/$#$%&6#(&+116#0-"E$#A"-3#
3%+$#$-#&5,&*$#"&5$C#g&<&($%&1&))7#/"#-;(#*-"<&()+$/-")#3/$%#89:)7#3&#
2+/"&0#/")/2%$#+G-;$#$%&#,+$%#.-(3+(0C#!$#3/11#(&M;/(&#&"$/(&16#"&3#1&+0&()%/,# “This economic downturn
was far more than just business
)$61&)7#"&3#+,,(-+*%&)#$-#G&$$&(#;"0&()$+"0/"2#*;)$-4&()7#+"0#"&3#+"0#
cycle uctuations. We view
T&5/G1&#)$(;*$;(&)#.-(#$%&/(#G;)/"&))&)C#
it as a true paradigm shift
Global shifts compound complexity that is revolutionizing not only
business, but global social
89:)#$-10#;)#$%+$#$%&#*;((&"$#$(&"0#$-3+(0#21-G+1/e+$/-"#3-;10#"-$#1&$# structures as well.”
;,C#I%&6#+"$/*/,+$&#)%/.$/"2#-.#&*-"-4/*#,-3&(#$-#(+,/016#0&<&1-,/"2#
Fumiyuki Akikusa, President
4+(A&$)7#+"0#.-(&)&&#G/22&(#2-<&("4&"$#+"0#%&+</&(#(&2;1+$/-"#+%&+0C# +(9&KLM6&D).42=)4/)&QRS&D1%3+(&
I%&)&#)%/.$)#+(&#;"6/&10/"2#+"0#*-"$(/G;$&#$-#$%&#)&")&#-.#+#3-(10# 8.+(,$E&8$:2%).)$4&K1F6&T.9F
2(-3/"2#4-(&#;"*&($+/"7#<-1+$/1&#+"0#*-4,1&5C
18. Capitalizing on Complexity
!"$&(&)$/"2167#</&3)#-"#$%&#)$(&"2$%#+"0#/4,+*$#-.#$%&)&#)%/.$)#0/..&(#G6#
<+"$+2&#,-/"$C#!"#g-($%#U4&(/*+7#3%/*%#.+*&0#+#'"+"*/+1#*(/)/)#$%+$#1&0#$-#
2-<&("4&"$)#G&*-4/"2#4+F-(#)$+A&%-10&()#/"#,(/<+$&#&"$&(,(/)&7#89:)#
+(-(+(6#-.#@G/2#2-<&("4&"$D#$%+"#89:)#&1)&3%&(&C#U#.;11#^_#,&(*&"$#
+"$/*/,+$(&+$&(#2-<&("4&"$#/"$&(<&"$/-"#+"0#(&2;1+$/-"#-<&(#$%&#"&5$#
'<&+()7#*-4,-;"0/"2#$%&/(#)&")&#-.#;"*&($+/"$6C#
!"#c+,+"7#_d#,&(*&"$#-.#89:)#&5,&*$#$%&#)%/.$#-.#&*-"-4/*#,-3&(#.(-4#
4+$;(&#$-#(+,/016#0&<&1-,/"2#4+(A&$)#$-#%+<&#+#4+F-(#/4,+*$#-"#$%&/(#
-(2+"/e+$/-")C#Y6#*-"$(+)$7#$%	(-,&+"#h"/-"#/)#1&))#*-"*&("&0#+G-;$#
$%/)#)%/.$7#3/$%#-"16#dP#,&(*&"$#-.#89:)#&5,&*$/"2#$-#G&#/4,+*$&0C#
8%/"+#,(-<&0#4-(&#(&)/1/&"$#$%+"#4-)$#-$%&(#"+$/-")#0;(/"2#$%&#&*-"-4/*#
0-3"$;("C#89:)#$%&(&#+(&))#*-"*&("&0#+G-;$#<-1+$/1/$6#$%+"#89:)#/"#
-$%&(#(&2/-")#+"0#$%&6#+(-(&#.-*;)&0#-"#0&<&1-,/"2#+#"&3#2&"&(+$/-"#
-.#1&+0&()#3%-#G(/"2#21-G+1#$%/"A/"2C
h"0&()$+"0/"2#$%&)&#+"0#-$%&(#)%+(,#0/..&(&"*&)#&4&(2/"2#G6#(&2/-"#
G&*-4&)#4-(&#)/2"/'*+"$#/"#+#3-(10#3%&(&#&*-"-4/&)#+"0#)-*/&$/&)#+(&#
*1-)&16#1/"A&0C#:(2+"/e+$/-")#*-".(-"$#$%&)�/..&(&"*&)#+)#$%&6#
/"*(&+)/"216#-,&(+$&#+*(-))#G-;"0+(/&)#+"0#+*(-))#0/..&(&"$#(&2/-")C
Technology continues to rise
“The next generation, as natives
9<&(6#$3-#6&+()#)/"*&#=>>d7#3&#%+<&#+)A&0#89:)#$-#"+4&#$%&#$%(&&#
of the digital world, will have
&5$&("+1#.-(*&)#3%/*%#3/11#%+<&#$%&#G/22&)$#/4,+*$#-"#$%&/(#-(2+"/e+$/-")C#
revolutionary implications for
politics, the public sector and Market factors#%+)#*-")/)$&"$16#$-,,&0#$%/)$#3%/1&#technological
the way we do business. The citizen factors#%+)#(/)&"#/"#(&1+$/<&#/4,-($+"*&#+"0#"-3#%-10)#)&*-"0#,1+*&C
will drive change and bring
I&*%"-1-26#/)#+1)-#*-"$(/G;$/"2#$-#2(-3/"2#*-4,1&5/$6# # (&+$/"2#+#3-(10#
K*
social revolution, not evolution.
”
$%+$#/)#4+))/<&16#/"$&(*-""&*$&07#3/$%#G(-+0BG+)&0#*-"<&(2&"*&#-.#
Peter Gilroy, KLM6&U$(.&K12(.E&K12(:), )6)$&4)#-.#+11#A/"0)7#G-$%#4+"B4+0&#)6)$&4)#1/A&#);,,16#*%+/")#-(#*/$/&)H#
+"0#"+$;(+1#)6)$&4)#1/A&+$%&(#,+$$&(")#-(#"+$;(+1#0/)+)$&()C#
19. Stand out in a complex world
Figure Top external factors
The relative impact of technology as an external factor rises year on year.
84% 67% 48% 56%
Market factors
56%
say market
Technological factors factors
42% 44% 48% 39%
39% 41% 35% 38%
Macroeconomic factors
39%
say technological
People skills factors
37%
Regulatory concerns
38%
say macroeconomic
Globalization factors
33% 25% 21%
Environmental issues
Socioeconomic factors
Geopolitical factors
2004 2006 2008 2010
:;(#3-(10#/)#/"*(&+)/"216#);GF&*$#$-#.+/1;(&)#$%+$#(&M;/(&#)6)$&4)B1&<&1#+"0#
*(-))B)6)$&4)B1&<&1#$%/"A/"2#+"0#+,,(-+*%&)C#I%&#*-")&M;&"*&)#-.#+"6#
0&*/)/-"#*+"#(/,,1/$%#;",(&*&0&"$&0#),&&0#+*(-))#G;)/"&))#&*-)6)$&4)#
$%+6#$%&#(&*&"$#&*-"-4/*#*(/)/)#%+)#/4,+*$&0#"&+(16#&<&(6#4+(A&$C#
!$#/)#"-#1-"2&(#);.'*/&"$7#-(#&<&"#,-))/G1&7#$-#</&3#$%-(10#3/$%/"#$%&#
*-"'"&)#-.#+"#/"0;)$(67#-(#+#0/)*/,1/"&7#-(#+#,(-*&))7#-(#&<&"#+#"+$/-"C#
i&$#$%&#&4&(2&"*&#-.#+0<+"*&0#$&*%"-1-2/&)#1/A&#G;)/"&))#+"+16$/*)#
*+"#%&1,#;"*-<&(#,(&</-;)16#%/00&"#*-((&1+$/-")#+"0#,+$$&(")7#+"0#,(-</0&#
2(&+$&(#*1+(/$6#+"0#*&($+/"$6#3%&"#4+A/"2#4+"6#G;)/"&))#0&*/)/-")C
20. Capitalizing on Complexity
Deepening complexity
:"+F-(#);(,(/)+6#G&#$%&#),&&0#3/$%#3%/*%#*-4,1&5/$6#%+)#
,&(4&+$&0#1&+0&()E#$%/"A/"2C#W/5#-;$#-.#$&"#89:)#$-10#;)#$%+$#$%&#"&3#
&*-"-4/*#&"</(-"4&"$#/)#)/2"/'*+"$16#4-(&#*-4,1&5C#f--A/"2#+%&+0#$-#
$%&#"&5$#'<&+()7#&/2%$#-.#$&"#1&+0&()#&5,&*$#$%&<&1#-.#*-4,1&5/$6#
$-#/"*(&+)&C#I%&6#)+6#$%&6#%+<&#"&<&(#.+*&0#+#1&+("/"2#*;(<&#)-#)$&&,C
Figure Expected level of complexity
CEOs agree complexity will only continue to rise.
Currently experiencing high/very high level of complexity
60%
Student perspectives
Expect high/very high level of complexit6#-<&(#'<&#years
79%
32%
more
B(&+&>1%,9&>/$%$&$:1(1*):6&41:)+,&
+(9&5/E4):+,&4E4.$*4&+%$&+,,&)(.$%:1(V
($:.$96&4.29$(.4&+%$&+:2.$,E&+>+%$&1?&
U#*(/$/*+1#+),&*$#-.#$%&/(#1&+("/"2#3/11#G&#$-#0&$&(4/"%/*%#&1&4&"$)#-.#
./$&:1*5,$J).E&./$E&>),,&?+:$&)(&./$)%& *-4,1&5/$6# #-(#&5+4,1&7#-<&(*-4,1/*+$&0#/"$&("+1#,(-*&))&)#-(#/"T&5/G1&#
K.
:+%$$%4F&D1%$&4.29$(.4&4$$&/)3/&)*5+:.& *;)$-4&(#/"$&(+*$/-")# # (&#;""&*&))+(6#-(#%/"0&(#<+1;&#*(&+$/-"C#f/A&3/)&7#
K+
1(&1%3+()#+.)1(4&?%1*&:1*5,$J).E&./+(& $%&6#3/11#"&&0#$-#/0&"$/.6#3%/*%#+),&*$)#*+"#G&#%+("&))&0#.-(#2(&+$&(#
KLM4WXI&5$%:$(.&:1*5+%$9&.1&HI&
&.'*/&"*67#/""-<+$/-"#-(#2(-3$%C#I-#0-#)-7#+#8-");4&(#X(-0;*$)#89:#/"#
5$%:$(.F&'(9&+*1(3&DC'46&XY&5$%:$(.&
Y&12/;4#)+/0#%/)#-(2+"/e+$/-"#3-(A)#$-#$(;16#;"0&()$+"0#+"0#4+"+2&#
4$$&/)3/&)*5+:.&?%1*&:1*5,$J).EF
*-4,1&5/$6[#@:;(#-(2+"/e+$/-"#/)#3&11B,(&,+(&0#$-#%+"01&#*-4,1&5/$67#G;$#/$#
“My generation has a completely
)%-;10#G�&46)$/'&0#+"0#)$+"0+(0/e&0CD
different view and understanding
of unbounded, unlimited social Wrestling with uneasiness: The “complexity gap”
connectivity, science and technology,
and cultural conglomeration, that I3-#6&+()#+2-7#,;G1/*#+"0#,(/<+$&#)&*$-(#1&+0&()#.(+4&0#$%+F-(#
leads to more open, interconnected *%+11&"2&#$%&6#.+*&0#+)#@*%+"2&CD#I%&6#,-/"$&0#$-#3%+$#3&#*+11&0#$%&#
ambitions.”
@*%+"2+,DK# %�/..&(&"*&#G&$3&&"#$%&#*%+"2&#$%&6#&5,&*$&0#+"0#
$
Student, Q().$9&8.+.$4 $%&/(#+G/1/$6#$-#%+"01&#/$C#I-0+67#89:)#.&&1#4-(&#*-"'0&"$#+G-;$#
0&+1/"2#3/$%#*%+"2&7#G;$#$%&6#%+<&#/0&"$/'&0#+"#&"$/(&16#"&3#0/1&44+C
21. Stand out in a complex world
Figure The complexity gap
While eight out of ten CEOs anticipate signi cant complexity ahead,
less than half feel prepared to handle it.
Expect high/very high level of complexit6#-<&(#'<ears
79%
Feel prepared for expected complexity
49%
30%
complexity
gap
:;(#/"$&(</&3)#(&<&+1&0#$%+$#89:)#+(&#"-3#*-".(-"$&0#3/$%#+#@*-4,1&5/$6#
2+,D#$%+$#,-)&)#+#G/22&(#*%+11&"2&#$%+"#+"6#.+*$-(#3&E<&+);(&0#/"#
&/2%$#6&+()#-.#89:#(&)&+(*%C#9/2%$#/"#$&"#89:)#&5,&*$#$%&/(#&"</(-"4&"$#
$-#2(-3#)/2"/'*+"$16#4-(&#*-4,1&57#+"0#.&3&(#$%+"#%+1.#G&1/&<&#$%&6#
A"-3#%-3#$-#0&+1#3/$%#/$#);**&)).;116C
L%&"#+)A&0#%-3#,(&,+(&0#$%&6#.&1$#.-(#$%&#*-4,1&5/$6#+%&+07#)-4&7#
1/A&#+"#!");(+"*Y:#/"#`&(4+"67#3&(+(0&016#-,$/4/)$/*7#@!"#(&1+$/-"#
$-#-$%&()7#3&#+(&11#,(&,+(&0C#Y;$#/"#+G)-1;$&#$&(4)7#/$#3/11#G�/.'*;1$CD#
:$%&()#+04/$$&0#G1;"$16#$%&6#3&(&#"-$#;,#.-(#$%&#*%+11&"2&7#1/A&#+"#9"&(26#
+"0#h$/1/$/&)#89:#/"#$%&#h"/$&0#W$+$&)#3%-#)+/07#@Z-)$#,&-,1&#+(--A/"2#
G+*A3+(07#3/)%/"2#/$#3+)#)$/11#1/A&#/$#+13+6)#3+)CD
“Really, I am not afraid of
Learning from top performers
complexity at all. On the contrary,
8&($+/"#-(2+"/e+$/-")#%+<&#%/)$-(/*+116#0&1/<&(&0#)-1/0#G;)/"&))#(&);1$)#&<&"# this just motivates me.
”
/"#$%&#(&*&"$#&*-"-4/*#0-3"$;("C#I%&)&#W$+"0-;$#-(2+"/e+$/-")#*-4&# Jacques Pellas, 8$:%Z.+)%$&OZ(Z%+,6&
.(-4#&<&(6#/"0;)$(6#+"0#&<&(6#,+($#-.#$%-(10C#U"0#/4,-($+"$167#$%&6#.&&1# P+44+2,.&';)+.)1(
4;*%#4-(&#,(&,+(&0#.-(#*-4,1&5/$6C
22. Capitalizing on Complexity
L&#+"+16e&0#,&(.-(4+"*&#(&1+$/<&#$-#/"0;)$(6#,&&()#G-$%#)%-($#$&(4#0;(/"2#
“We are entering an era $%&#&*-"-4/*#*(/)/)#+"0#1-"2#$&(4#,(&B*(/)/)C#f-"2B$&(4#,&(.-(4+"*&#
of ten to twenty years of new /"*1;0&0#.-;(B6&+(#-,&(+$/"2#4+(2/"#*-4,-;"0#+"";+1#2(-3$%#(+$&#.(-4#
signi cant investment. =>>P#$-#=>>^C#W%-($B$&(4#,&(.-(4+"*&#/"*1;0&0#-"&B6&+(#-,&(+$/"2#
There is opportunity and 4+(2/"#2(-3$%#(+$&#.(-4#=>>^#$-#=>>?C
uncertainty that we
have not seen before.” Standouts: Navigating complexity superbly
Tom King, !%$4)9$(.6&[+.)1(+,&O%)9&QF8F 8-4,+(&0#$-#$%&/(#/"0;)$(6#,&&()7#W$+"0-;$)#%+0#%/2%&(#/"*(&+)&)#/"#
6&+(B$-B6&+(#-,&(+$/"2#4+(2/"C#9<&"#4-(&#)$(/A/"27#0;(/"2#$%&#&*-"-4/*#
*(/)/)7#W$+"0-;$)E#(&<&";(-3$%#3+)#)/5#$/4&)#%/2%&(#$%+"#$%&#(&)$#
-.#$%&#)+4,1&C#W-7#3%+$#/)#$%/)#2(-;,#0-/"2#$-#$%(/<&J
Figure Standouts are better prepared to manage the expected complexity
Complexity gap: Difference between expected complexity and the extent to which
CEOs feel prepared to manage complexity.
Top 50 percent
Standouts
22%
gap
6%
gap
Steady-state performance
52% 35%
Long term
gap gap
Top 50 percent
Short term
Crisis performance
23. Stand out in a complex world
W$+"0-;$)#&5,&*$#%/2%#*-4,1&5/$6#+%&+07#G;$#%+<&#+#*-4,1&5/$6#2+,#
-.#F;)$#]#,&(*&"$C#I%/)#/)#/"#)$+(A#*-"$(+)$#$-#-$%&(#89:)C#I%/)#);G)$+"$/+1#
0/),+(/$6#(&T&*$)#$%&#W$+"0-;$)E#*-"'0&"*&#/"#$%&/(#-3"#*+,+G/1/$/&)#
$-#,(-),&(#.(-4#*-4,1&5/$6C#W$+"0-;$)#&5$-1#$%&#<+1;&#-.#4+A/"2#
0&*/)/-")#M;/*A167#$&)$/"2#$%&4#/"#$%+(A&$7#+"0#$%&"#4+A/"2#(&M;/(&0#
*-;()&#*-((&*$/-")C
Y+)&0#-"#-;(#&5$&")/<&#+"+16)/)#-.#%-3#W$+"0-;$)#+(&#;"/M;&#+"0#
0/..&(&"$7#3&#.-;"0#$%+$#89:)#3%-#+(&#*+,/$+1/e/"2#-"#*-4,1&5/$6#%+<&#
.-*;)&0#$%&/(#+$$&"$/-"#-"#$%(&&#+(&+)[
j Embodying creative leadershipK# (&+$/<&+0&()#*-")/0&(#,(&</-;)16#
8
;"%&+(0B-.#3+6)#$-#0(+)$/*+116#*%+"2&#$%&#&"$&(,(/)&#.-(#$%&#G&$$&(7#
)&$$/"2#$%&#)$+2&#.-(#/""-<+$/-"#$%+$#%&1,)#$%&4#&"2+2-(&#&..&*$/<&16#
3/$%#$-0+6E)#*;)$-4&()7#,+($"&()#+"0#&4,1-6&&)C
j Reinventing customer relationshipsK# /$%#$%&#!"$&("&$7#"&3#
L
“There isn’t the luxury of time.
*%+""&1)#+"0#21-G+1/e/"2#*;)$-4&()7#-(2+"/e+$/-")#%+<&#$-#(&$%/"A#
We used to say, ‘Wait until
+,,(-+*%&)#$-#G&$$&(#;"0&()$+"07#/"$&(+*$#3/$%#+"0#)&(<&#$%&/(# this crisis is over and we get back
*;)$-4&()#+"0#*/$/e&")C# to normal,’ but that never happens.
j Building operating dexterityK# %/1&#(/)/"2#*-4,1&5/$6#4+6#)-;"0#
L We have to be ‘change animals.’ ”
$%(&+$&"/"2#+$#'()$7#(&.(+4/"2#$%+$#/"/$/+1#(&+*$/-"#/)#.;"0+4&"$+116# Michele McKenzie, !%$4)9$(.&+(9&KLM6&
/4,-($+"$C#W;**&)).;1#89:)#(&.+)%/-"#$%&/(#-(2+"/e+$/-")7#4+A/"2#$%&4# K+(+9)+(&012%)4*&K1**)44)1(&
.+)$&(7#4-(&#T&5/G1&#+"0#*+,+G1&#-.#;)/"2#*-4,1&5/$6#$-#$%&/(#+0<+"$+2&C
24.
25. Chapter One
Embody
creative
leadership
CEOs now realize that creativity trumps other
leadership characteristics. Creative leaders are
comfortable with ambiguity and experimentation.
To connect with and inspire a new generation,
they lead and interact in entirely new ways.
26. Capitalizing on Complexity
Defy complexity with creativity
I%�&2(&&#-.#0/.'*;1$6#89:)#+"$/*/,+$&7#G+)&0#-"#$%&#)3/(1#-.#*-4,1&5/$67#
%+)#G(-;2%$#$%&4#$-#+"#/"T&*$/-"#,-/"$C#U)A&0#$-#,(/-(/$/e&#$%&#$%(&&#
4-)$#/4,-($+"$#1&+0&()%/,#M;+1/$/&)#/"#$%&#"&3#&*-"-4/*#&"</(-"4&"$7#
*(&+$/</$6#3+)#$%&#-"&#$%&6#)&1&*$&0#4-(&#$%+"#+"6#-$%&(#*%-/*&C#
Figure Top leadership qualities
CEOs cited creativity as the most important leadership quality over the next ve years.
Creativity
60%
Integrity
52%
Global thinking
35%
!"T;&"*&
30%
:,&""&))
28%
S&0i*+tion
Student perspectives
26%
T)@$&KLM46&4)J&12.&1?&.$(&4.29$(.4&
F-*;)#-"#);)$+in+bility
%+.$9&:%$+.);).E&+*1(3&./$&.15&./%$$&
,$+9$%4/)5&A2+,).)$46&*1%$&./+(&+(E&1./$%& 26%
A2+,).EF&-1>$;$%6&+%$+4&1?&9)??$%$(:$& ;mility
+%$&4.%)@)(3F&8.29$(.4&)(:,29$9&3,1=+,& 12%
./)(@)(3&G&5$%:$(.&*1%$&./+(&KLM46&
F+ir"&))
+(9&)(:,29$9&+&?1:24&1(&424.+)(+=),).E&
12%
GH&5$%:$(.&*1%$F&
“Global thinking is a must for leaders,
but it should be associated with focus 89:)#(&*-2"/e&#$%+$#1&+0/"2#*(&+$/<&16#3/11#(&M;/(&#$%&4#$-#)%&0#)-4&#
on sustainability and integrity; otherwise
1-"2B%&10#G&1/&.)C#I%&/(#+,,(-+*%&)#"&&0#$-#G&#-(/2/"+17#(+$%&(#$%+"#
businesses will be short lived.”
$(+0/$/-"+1C#I%&6#4;)$#G�/)$/"*$#+"07#+$#$/4&)7#(+0/*+1#/"#$%&/(#*-"*&,$/-"#
Student, S+5+( +"0#&5&*;$/-"7#"-$#F;)$#4+(2/"+116#G&$$&(#$%+"#&5/)$/"2#4-0&1)#-(#4&$%-0)C#
:(7#+)#-"&#I&1&*-44;"/*+$/-")#89:#/"#!"0/+#,;$#/$[#@8(&+$/</$6#/"#&<&(6$%/"2CD
27. Embody creative leadership
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"&3#-(#0/..&(&"$7#G;$#89:)#&1+G-(+$&0C#8(&+$/</$6#/)#$%&#G+)/)#.-(#@0/)(;,$/<&#
/""-<+$/-"#+"0#*-"$/";-;)#(&B/"<&"$/-"7D#+#X(-.&))/-"+1#W&(</*&)#89:#
/"#$%&#h"/$&0#W$+$&)#$-10#;)C#U"0#$%/)#(&M;/(&)#G-107#G(&+A$%(-;2%#$%/"A/"2C#
f&+0&()7#$%&6#)+/07#4;)$#G&#(&+06#$-#;,)&$#$%&#status quo#&<&"#/.#/$#/)#
);**&)).;1C#I%&6#4;)$#G&#*-4.-($+G1/$%#+"0#*-44/$$&0#$-#-"2-/"2#
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+))-*/+$/$%#*(&+$/<&+0&()%/,C#!"#$%(+,%/*+1#(&,(&)&"$+$/-"7#$%&#
.-"$#)/e&#-.#&+*%#3-(0#*-((&1+$&)#$-#%-3#-.$&"#/$#3+)#4&"$/-"&0C#!"#$%&/(#
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*(&+$/</$67#$%&#"&&0#.-(#21-G+1#$%/"A/"2#+"0#+#)$(-"2#.-*;)#-"#*;)$-4&()C
Figure Conversations with over , CEOs
CEOs citing creativity as a top leadership quality provided new insights into leading
in the new economic environment.
sustainability
“Creativity means new ways of solving
tough problems. Many challenges require
integrity
employee
innovative thinking.
”
decision
organization
humility
understand
passion
commitment
people
David Rankin, Chief Executive, Auckland City Council
“We cannot globalize without diversity.
government
sector
flexibility
water
creativity
strategy
future
responsibility
products think It leads to new ideas and improves our
trust
safety
dedication quality
team
capability
drive
ability to scale, so we would like to
form a matrix organization globally. ”
growth
direction
skills
challenge
management
know
change
strategic communication development Motoki Ozaki, President and CEO, KAO Corporation
political
personal
leadership
power
complexity
balance
public
model
openness
new
high
risks
fairness
collaboration
customer
ideas
value environment
global
vision
cost
energy technology
service
needs risk
qualities
unique
innovation influence
understanding
leaders culture successful social
market thinking
financial
open services
knowledge
others
time
sense
complex
local
“A challenge is to understand the needs and
focus
transparency
speed
buying behaviors of our children and
grandchildren, who have expectations and
usage of technology very different from ours.
”
Alain Weill, President and General Director, NextRadioTV
28. Capitalizing on Complexity
Commit to upsetting the status quo
W$+"0-;$#89:)#&5,(&))&0#1/$$1&#.&+(#-.#(&B&5+4/"/"2#$%&/(#-3"#*(&+$/-")#
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+"#+,,(-+*%#G+)&0#-"#.-(4+17#+"";+1#,1+""/"2C
Figure Strategy process
Standouts pursue iterative, ongoing strategy development more than other organizations.
Standouts
16%
12% 14% 74%
Others
14% 22% 64%
more
Formal annual strategy planning Both Iterative ongoing strategy
!$E)#"-$#$%+$#89:)#+(&#F;)$#"-3#G&*-4/"2#+3+(&#-.#$%&#/4,-($+"*&#-.#
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$-0+67#*(&+$/</$6#/$)&1.#%+)#G&&"#&1&<+$&0#$-#+#1&+0&()%/,#)$61&C#I(+0/$/-"+1#
+,,(-+*%&)#$-#4+"+2/"2#-(2+"/e+$/-")#"&&0#.(&)%#/0&+)# #0&+)#$%+$#
K/
+(&#/"$&"0&0#$-#0/)(;,$#$%& status quo.
29. Embody creative leadership
89:)#$-10#;)#$%+$#$%&#"&3#4+"0+$&#/)#/44&0/+*6C#!$#/)#"-#1-"2&(#);.'*/&"$#
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)$(+$&2/*#,1+""/"2#*6*1&)C#Y-$%#"&3#$%(&+$)#+"0#&4&(2/"2#-,,-($;"/$/&)# is rapidly becoming more complex.
(&M;/(&#+"#+G/1/$6#$-#)&&#+(-;"0#*-("&()7#,(&0/*$#-;$*-4&)#3%&(&#,-))/G1&7# In these uncertain times, the
+*$#0&),/$&#)-4&#;"*&($+/"$67#+"0#$%&"#)$+($#+11#-<&(#+2+/"C need for effective and swift decision
making is more important
Act despite uncertainty than ever.”
!"#+"#&"</(-"4&"$#/"#3%/*%#4+(2/")#.-(#&((-(#+(&#)%(/"A/"2#$-#"&+(#"/17# Shuzo Sumi, !%$4)9$(.&+(9&
89:)#(&*-2"/e&#$%+$#$%&6#*+"#"-#1-"2&(#+..-(0#$%5;(6#-.#,(-$(+*$&0# K/)$?&LJ$:2.);$&M?":$%6&01@)1&D+%)($&
-1,9)(346&B(:F
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0&&,#*%+"2&)#+..&*$/"2#$%&/(#-(2+"/e+$/-")C
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F;024&"$)7#G;$#+<-/0/"2#;""&*&))+(6#0&1+6)#3+)#+#(&*;((/"2#+4G/$/-"C#
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@L&#"&&0#$-#A&&,#,+*&CD
Figure Decision style
Standouts focus on quick decisions even when facing uncertainty.
Standouts
15% 42% 43%
31% 41% 28%
Others 54%
more
Thorough decisions Both Quick decisions
31. Embody creative leadership
Figure Creative leaders experiment to improve the status quo
Creative leaders score much higher on innovation as a crucial capability and
many more of them expect to change their business models.
Others
21%
Innovation as
crucial capability Creatives
38%
81%
more
15%
more
10%
more
20%
more Types of business model
innovation considered:7
Enterprise model
85$:)+,)#)(3&+(9&%$:1("32%)(3&./$&
=24)($44&.1&9$,);$%&3%$+.$%&;+,2$&
=E&%$./)(@)(3&>/+.&)4&91($&)(V/124$&
+(9&./%123/&:1,,+=1%+.)1(F
60%
57%
52% 52% 54%
Industry model
45%
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Others
Revenue model
Creatives K/+(3)(3&/1>&%$;$(2$&)4&3$($%+.$9&
./%123/&($>&;+,2$&5%1514).)1(4&
Enterprise Industry Revenue +(9&($>&5%):)(3&*19$,4F
model model model
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,(&.&(&"*&)C#S(/</"2#$%/)#"&3#T;/0/$6#-.#G;)/"&))#0&)/2"#+(&#,(-.-;"0#)%/.$)#
/"#G-$%#*;)$-4&(#&5,&*$+$/-")#+"0#*-4,&$/$/<&#+*$/</$6#$%+$#)/4,16#0-"E$#
32. Capitalizing on Complexity
+0%&(&#$-#6&+(16#,1+""/"2#)*%&0;1&)C#Q(&M;&"$#G;)/"&))#4-0&1#&5,&(/B
“You must be a part of, and not apart 4&"$+$/-"#G(/"2)#+G-;$#/""-<+$/-"# #"*1;0/"2#"&3#A/"0)#-.#(&1+$/-")%/,)#
K/
from, the society in which you +"0#,+($"&()%/,)# # +)&0#;,-"#3%+$E)#%+,,&"/"2#/"#$%+(A&$,1+*&7#
KG
operate and this requires humility. "-$#$%&#*-".&(&"*&#(--4C
The day of the business tycoon is
gone. Managers are appointed; Craft the creative organization
leaders are elected. It’s not a W$+"0-;$)#(&*-2"/e&#$%+$#*-"$/";-;)#*%+"2&#/)#$%&#"-(4C#U"0#/$E)#
question of people following you — "-$#);.'*/&"$#$-#G&#,(&,+(&0#.-(#/$#,&()-"+116C#I%&6#4;)$#&M;/,#$%&/(#&"$/(&#
they need to be a part of you.”
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/
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33. Embody creative leadership
Figure How Standouts will enact change
To change continuously, Standouts will use new leadership styles and
balanced communication approaches.
Ad-hoc initiatives 8% 13% 79% Continuous change
Command and control 17% 25% 58% Persuade and i!"#$!%$
Top-down communication 33% 28% 39% (Managed) viral communication
Both
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the internal community.
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$-,7D#&),&*/+116#$-#&)$+G1/)%#*1+(/$6#-.#,;(,-)&#+"0#*-4,+"6#<+1;&)C#Y;$# they expect to communicate.
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strategy to weave our diverse
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