This document provides a summary of a presentation on leading and managing for results in the 21st century economy and business. The presentation covers several topics: the great shift from 20th to 21st century organizations; result-based leadership; developing an MFR strategy; building an MFR organization; key MFR skills for managers; and leading digital transformation. The presentation emphasizes the need for adaptability, a results focus, collaborative culture, and viable digital strategies to succeed in today's dynamic environment.
Vortrag von Raj Venkatesan und Kim Whitler an der HWZ-Darden Konferenz vom 8. Juni 2017 an der HWZ Hochschule für Wirtschaft Zürich.
https://fh-hwz.ch/conference
Vortrag von Raj Venkatesan und Kim Whitler an der HWZ-Darden Konferenz vom 8. Juni 2017 an der HWZ Hochschule für Wirtschaft Zürich.
https://fh-hwz.ch/conference
Digital Talent: not just know how to use technologySeta Wicaksana
The talented employees who are able to adapt and use the existing digital technologies, has the technological skills to make things easier, characterised by a combination of business acumen and technological skill, need to understand the reasons behind the actions, not just know how to use technology, and simply the prowess to handle or implement a successful digital transformation program.
- Seta A. Wicaksana (2021)
Partial notes on BBA 205 course for students of IP University (Delhi) and anyone who wants a beginner's level knowledge.
Citations are reflected in the slides.
Political and Cultural awareness is one of the key leadership skills required to manage projects successfully. August NC PMI leadership meeting focused on "Building a Culture of Collaboration". Heather A. Yurko, Cultural Architect, Cisco Systems, talked about how enterprises focus on building collaborative cultive and leveage for project success.
Presentation at the Scrum Gathering Johannesburg, September 2011. The presentation focuses on the PAM study "Successful Leadership in an Agile World" and translates success factors into specific organizational practices.
Rod Willis from Assentire was one of the two keynote speakers at the Great Change Debate, organised by the APM Enabling Change SIG. The presentation is entitled "Do people really resist change?"
A culture that mobilizes, empowers and engages employees has probably never been more important. Most organizations pursue the aspiration but fail to deliver in reality.
In this webinar, learn how to help organizations move from good intentions to actively creating their ideal culture. We will:
Identify the steps required to define the desired organizational culture
Find out how to spot the behaviors that can undermine an organization's efforts
Explore what research can tell us about effective (and ineffective) leadership and its impact on organizational culture
Discuss practical strategies for making and measuring culture change in the real w
Digital Talent: not just know how to use technologySeta Wicaksana
The talented employees who are able to adapt and use the existing digital technologies, has the technological skills to make things easier, characterised by a combination of business acumen and technological skill, need to understand the reasons behind the actions, not just know how to use technology, and simply the prowess to handle or implement a successful digital transformation program.
- Seta A. Wicaksana (2021)
Partial notes on BBA 205 course for students of IP University (Delhi) and anyone who wants a beginner's level knowledge.
Citations are reflected in the slides.
Political and Cultural awareness is one of the key leadership skills required to manage projects successfully. August NC PMI leadership meeting focused on "Building a Culture of Collaboration". Heather A. Yurko, Cultural Architect, Cisco Systems, talked about how enterprises focus on building collaborative cultive and leveage for project success.
Presentation at the Scrum Gathering Johannesburg, September 2011. The presentation focuses on the PAM study "Successful Leadership in an Agile World" and translates success factors into specific organizational practices.
Rod Willis from Assentire was one of the two keynote speakers at the Great Change Debate, organised by the APM Enabling Change SIG. The presentation is entitled "Do people really resist change?"
A culture that mobilizes, empowers and engages employees has probably never been more important. Most organizations pursue the aspiration but fail to deliver in reality.
In this webinar, learn how to help organizations move from good intentions to actively creating their ideal culture. We will:
Identify the steps required to define the desired organizational culture
Find out how to spot the behaviors that can undermine an organization's efforts
Explore what research can tell us about effective (and ineffective) leadership and its impact on organizational culture
Discuss practical strategies for making and measuring culture change in the real w
The major criteria standing in the way of agile adoption or improvement are in the hands of managers, not the teams themselves. But many managers have been trained to think in ways that are a century old.
Agile organisations require a new mode of management and a new style of leadership. This talk discusses why this is and what this new paradigm might be like for your organisation.
Organizational Agility for Sustainable Competitive Advantage in VUCASeta Wicaksana
An Organization has an SCA when it is able to generate more customer value than competitive firms in its industry for the same set of products and service categories and when these other firms are unable to duplicate its effective strategy
At present, the pace of change feels relentless – new technology has changed our working lives beyond recognition and disrupted whole industries.
Many of us like to think that change is rare - we feel like it should be a one-off event, with a beginning and an end. The reality is that change is a constant state - nothing stays the same forever. If this seems daunting, agility is our friend.
FDSeminar KPI's: Geert Scheipers (academic director organizational performanc...FDMagazine
In het vak ‘Beheerscontrole’ ligt de nadruk traditioneel op extrinsieke drijfveren die mensen aanzetten tot het realiseren van bedrijfsdoelstellingen. Denk daarbij aan ‘Pay-for-performance’, evaluatie-systemen, rapporteringen, budgetten,… Populaire publicaties van bijvoorbeeld Frederic Laloux (Reinventing organizations), Ricardo Semler (The 7 day weekend) of Vincent Nayar (Employee First, Customer second) tonen dat er andere culturen en bedrijfsfilosofieën zijn.
Maar betekent dit dan ook dat de pijlers van het vakgebied niet meer relevant zijn? Zijn indicatoren historisch erfgoed in management geworden? Vast niet, maar het is wel tijd om terug naar de bron van het vak te gaan en om de traditionele managementprocessen op een andere manier aan te pakken, zodat ze beter inspelen op de trends in onze marktomgeving en aantrekkelijk zijn voor de nieuwe generaties waarmee we samen werken.
In deze sessie vertrekt Geert Scheipers vanuit goed onderzoek rond sturen in organisaties, om te bekijken hoe men vanuit een doorleefde visie en inspiratie succesvolle, duurzame organisaties uit kan bouwen.
HRSeminar KPI's: Geert Scheipers (academic director organizational performan...HRmagazine
In het vak ‘Beheerscontrole’ ligt de nadruk traditioneel op extrinsieke drijfveren die mensen aanzetten tot het realiseren van bedrijfsdoelstellingen. Denk daarbij aan ‘Pay-for-performance’, evaluatie-systemen, rapporteringen, budgetten,… Populaire publicaties van bijvoorbeeld Frederic Laloux (Reinventing organizations), Ricardo Semler (The 7 day weekend) of Vincent Nayar (Employee First, Customer second) tonen dat er andere culturen en bedrijfsfilosofieën zijn.
Maar betekent dit dan ook dat de pijlers van het vakgebied niet meer relevant zijn? Zijn indicatoren historisch erfgoed in management geworden? Vast niet, maar het is wel tijd om terug naar de bron van het vak te gaan en om de traditionele managementprocessen op een andere manier aan te pakken, zodat ze beter inspelen op de trends in onze marktomgeving en aantrekkelijk zijn voor de nieuwe generaties waarmee we samen werken.
In deze sessie vertrekt Geert Scheipers vanuit goed onderzoek rond sturen in organisaties, om te bekijken hoe men vanuit een doorleefde visie en inspiratie succesvolle, duurzame organisaties uit kan bouwen.
Do People Resist Change March 2015 talk at the Association for Project Manage...Assentire Ltd
Rod researched ‘Resistance to Change, from a Leaders’ Perspective’ and has a passion for working with organisations at key transition points within their life cycle. Informed by more than 25 years as an Electronics Engineer, a Manager in Hi-tech International Corporate and SME contexts experiencing many M&A related assignments. Rod brings measurement methodologies to inform Behavioural Change initiatives, exploring Team Performance and Innovation Potential.
290611 strategy defined, explained and problematizedAnders Birch
- What is Strategy ?
- The classical elements of a strategy process
- Why is strategy so difficult?
- Different approaches to strategy…
- Strategic leadership:
- What is the key issue?
Future HIT Leaders must be a valued strategic partner both internal and external to their organization. They should be an active participant with their C-Suite in defining the organization’s future business vision while providing sound, innovative and flexible technology strategies and solutions. As the provider’s community base expands, HIT Leaders must develop external strategic relationships to effectively support the organization’s short and long term business services. This positions the future HIT Leaders to champion technology value and benefits required to achieve organizational transformation and success. Attendees of this session will explore ways the HIT Leader 3.0 can successfully achieve technology deployment that tightly aligns with the organization’s business vision, strategy and services as well as participate as a key leader in driving the organization’s strategic vision.
Learning Objectives:
Explore new leadership skills and traits required of the future HIT Leaders to enable effectiveness across organizational lines and with their C-Suite peers.
Discuss approaches for the future HIT Leaders to ensure that technology strategies are aligned with both current and planned organizational services in highly dynamic and changing times.
Explore effective skills for the HIT Leader 3.0 in representing their organization to external customers and business associates that leads to successful achievement of the business vision and strategy while leveraging technology strategies.
Russell Branzell, FCHIME, CHCIO
President & CEO
CHIME
Organizational Change Management for IT ProjectsDavid Solis
Final project of the Certificate in Innovation and Design Thinking.
Management organizational change framework to ensure the complete success of IT projects
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Skye Residences | Extended Stay Residences Near Toronto Airportmarketingjdass
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[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
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Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
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This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
Iiac imds 2021 21st century economy and business- managing for results_final 240321_16.43
1. 21st Century Economy and Business:
Leading and Managing for Results
Kayode Adebiyi, FCA, MBA
at the
3rd ICAN-MALAYSIA INTERNATIONAL ACCOUNTANTS CONFERENCE
KEDAH, MALAYSIA
March 24-25, 2021
4. “The 20th and
21st Century
Organization compared”
Kotter, John P, Leading Change, pg.172
5. Structure
20th Century
•Bureaucratic
•Multileveled
•Organized with the expectation
that senior management will
manage
•Characterized by policies that
create many complicated internal
interdependencies
21st Century
•Non-bureaucratic, with fewer rules
and employees
•Limited to fewer levels
•Organized with the expectation that
management will lead, lower-level
employees will manage
•Characterized by policies and
procedures that produce the minimal
internal interdependence needed to
serve customers
6. Systems
20th Century
•Depend on few performance
information systems
•Distribute performance data to
executives only
•Offer management training and
support systems to senior people
only
21st Century
•Depend on many performance
information systems, providing
data on customers especially
•Distribute performance data
widely
•Offer management training and
support systems to many people
7. Culture
20th Century
• Inwardly focused
• Centralized
• Slow to make decisions
• Political
• Risk averse
21st Century
• Externally oriented
• Empowering
• Quick to make decisions
• Open and Candid
• More risk tolerant
9. We are moving …
• From “Old World” …
• Lower complexity, slower
change
• Somewhere ‘someone’ knows
• ‘More of the same’ is the rule
• Learning has a short shelf-life
• Learning has a long shelf- life
• Knowledge is scattered
• The ‘senior ones’ know most
• …To “New World”
• High complexity, fast change
• No individual can pretend to
‘know’
• Innovation is the ‘rule’
Source: Obeng, E and Gillet, C (2008) The Complete Leader. London
Business Press, Buckingham, p3
10.
11. Change!
•“In times of rapid change,
experience could be your worst
enemy.” - J. Paul Getty
www.terrypaulson.com
18. Managers vs. Leaders
• Managers know how to
plan, budget, organize, staff,
control, and problem solve
• Managers deal mostly with
the status quo
• Management is a bottom
line focus: How can I best
accomplish certain things?
• Management is doing things
right
• Leaders create and
communicate visions and
strategies
• Leaders deal mostly with
change
• Leadership deals with the
top line: What are the
things I want to accomplish?
• Leadership is doing the right
things
25. What is a result?
A result is a measurable
or describable change
resulting from a cause
and effect relationship.
26. What is Managing for Results?
An approach to management used by an
organization to:
Determine the most important results
Establish and communicate direction
Monitor progress toward meeting its goals
Invest resources strategically for results
Use fact-based performance information to
continually improve performance and provide
accountability for results
What gets measured gets done
26
27. Results are supposed to be
S.M.A.R.T.
• Specific
• Measurable
• Attainable
• Result-oriented and relevant
• Time-bound
34. Organizational (Corporate)
Culture
A pattern of basic assumptions
that are considered valid and that
are taught to (or “caught by”)
new members as the way to
perceive, think, and feel in the
organization.
41. Strategy
Definition: “Strategic planning is creating a vision of the
future and managing toward that expectancy”
It's an effective process for aligning your short-term
decisions with your long-term goals
Strategic planning answers the three big questions:
1. Where are we today?
2. Where do we want to be in the future?
3. What should we be focused on today, in order to make it
more likely we will be where we want to be in the future?
42. The Secret to how to do more with
less . . .
Collaboration
Innovation
Leadership
STRATEGY
49. The Journey Through Change
Stability
1.
Comfort
and
Control
Looking
Back
Looking
Forward
Chaos
3.
Inquiry,
2.
Fear, Anger,
and Resistance Experimentation,
and Discovery
Leading Change Training, Jeff and Linda Russell, 2003
53. Quality decision making
• Problem solving…
– Is bridging the gap between
the way things are and the
way they ought to be
– It is focused on the past
• Usually analytical
• Operational
• Done at lower levels
• A problem is
– A present unsatisfactory state that
needs to be changed to a desired
state as soon as possible.
– Some deviation from the expected
standard which prevent the
achievement of objectives.
• Decision making…
– Is a broader concept
– It is the act of making a choice
between two or more options
– It is focused on the future
• Often creative
• Directional
• Done at senior levels
• Problem solving is therefore
– part of decision making
– a subset of decision making
59. 1 N = 3 P
(One negative
statement is equal to
three
positive statements)
Vince Covello, PhD, Speaker
National Public Health
Leadership Development
Network
April, 2003
Risk Communication Communication
Communicate
62. Delegate
Two questions to ask leaders when they
become ineffective or suffer burnout:
1. Do you have the ability to build a team?
2. Do you have the right people around you
to share the load?
79. Culture – a roadblock or a catalyst for
digital transformation
80. What is a digital transformation?
Digital transformation is the cultural,
organizational and operational change of
an organization, industry or ecosystem
through a smart integration of digital
technologies, processes and
competencies across all levels and
functions in a staged and strategic way
until the organization is a fully
networked digital organization.
81. Digital transformation challenge
Digital transformation involves managing the
existing business and building for the future at
the same time, something like changing the
engine of the plane while in flight (Ashutosh
Bisht, IDC)
82. From the experts
• Ian Rogers, Chief Digital Officer at LVMH - “The
big moment for an organization is when they
have embraced the fact that digital
transformation isn’t a technical issue, but a
cultural change.”
• The Chief Digital Officer of a global consumer
products company says: “Culture change is a
prerequisite of digital transformation.”
83. Strategy or tragedy!
“Without a viable digital strategy, the possibility
of a digital tragedy is not far off” - anonymous.
85. 85
How to evolve a digital culture?
Take a system thinking
approach to culture change
Coding Digital DNA
Deploy competent digital
change agents
Invest in digital skills that
matter
Make digital culture change
tangible
Design new digital KPIs
focused on behaviours
Use collaboration tools to
increase transparency and
win with employees
87. 87
KEY MESSAGES
The Great Shift
Result-based leadership
MFR Strategy
MFR organization
The only competitive advantage
left in the 21st century is
adaptability
Effective leadership = Attributes
X Results
The culture of an organization is
shaped by the worst behavior
the leader is willing to tolerate.
If you don't have a viable strategy,
you will be defeated by someone
who does. Remember, culture eats
strategy for breakfast.
88. 88
PERSPECTIVE 2020: KEY MESSAGES
MFR Skills
MFR Manager
Digital transformation
Digital transformation
Problem-solving is a subset of decision making.
The higher you go, the more questions matter.
To have the right answers, you have to ask the
right questions.
The only thing you have 100% control
over is yourself.
Culture is either a roadblock or
catalyst for digital transformation.
Without a viable digital strategy, the
possibility of tragedy is not far off.