Mark Evans, Group Marketign Director at Direct Line Group talks about the lesson's he learnt in marketing leadership. Presented at Marketing Week Live 2014 at the Marketing Academy Boot Camp Stage
Whose Life is it Anyway - Sherilyn Shackell Merlin Lecture SlideCamillaWoodhouse
Sherilyn Shackell, Founder of The Marketing Academy, shares her practical guide to your future career
Session Synopsis:
‘It’s easy to assume that the responsibly for developing your career sits with your employer. After all, they made the promises of a golden future, promotion prospects, training and development right? Wrong. There is only one person truly responsible for your future and that’s you….’
Sherilyn Shackell is part business leader, talent developer, marketer, entrepreneur and headhunter and in this session she’ll share her views on the subject of career management. She’ll give tips on how to take your future in your own hands, provide practical advice about managing your career and give guidance on achieving your full potential.
Michelle Keaney, CEO of Inventing Futures and Daianna Karaian, Head of Brand Strategy of Futerra explain why doing social good can help your bottom line.
How to be the marketing leader your organisation wants your to beCamillaWoodhouse
Andy Bird, Co-Founder of Brand Learning talks about how to be the marketing leader your organisation wants you to be. Presented at Marketing Week Live 2014 on the Marketing Academy Boot Camp Stage
Mark Evans, Group Marketign Director at Direct Line Group talks about the lesson's he learnt in marketing leadership. Presented at Marketing Week Live 2014 at the Marketing Academy Boot Camp Stage
Whose Life is it Anyway - Sherilyn Shackell Merlin Lecture SlideCamillaWoodhouse
Sherilyn Shackell, Founder of The Marketing Academy, shares her practical guide to your future career
Session Synopsis:
‘It’s easy to assume that the responsibly for developing your career sits with your employer. After all, they made the promises of a golden future, promotion prospects, training and development right? Wrong. There is only one person truly responsible for your future and that’s you….’
Sherilyn Shackell is part business leader, talent developer, marketer, entrepreneur and headhunter and in this session she’ll share her views on the subject of career management. She’ll give tips on how to take your future in your own hands, provide practical advice about managing your career and give guidance on achieving your full potential.
Michelle Keaney, CEO of Inventing Futures and Daianna Karaian, Head of Brand Strategy of Futerra explain why doing social good can help your bottom line.
How to be the marketing leader your organisation wants your to beCamillaWoodhouse
Andy Bird, Co-Founder of Brand Learning talks about how to be the marketing leader your organisation wants you to be. Presented at Marketing Week Live 2014 on the Marketing Academy Boot Camp Stage
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16
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17
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18
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10. aáãÉåëáçåë=çÑ=`ìäíìêÉ=
Eqj^=tçêäÇmêáëã»=F
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19
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use of time use of time
Regulating: Time
20
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11. aáãÉåëáçåë=çÑ=`ìäíìêÉ=
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DK USA UK D FR
1 2 3 4 5 6 7 8 9 10
Shared Concentrated
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21
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Linear Circular
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22
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12. aáãÉåëáçåë=çÑ=`ìäíìêÉ=
Eqj^=tçêäÇmêáëã»=F
Eqj^=tçêäÇmêáëã»=F
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Facts Thinking
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23
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Reasoning: Context
24
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14. dil_b=`çìåíêó=`äìëíÉêë
Nordic Europe: Latin Europe: Latin America: Southern Asia:
Finland France Argentina Philippines
Sweden Switzerland (French Bolivia Indonesia
Denmark speaking) Brazil Malaysia
Netherlands Italy Colombia Thailand
Portugal Costa Rica Iran
Germanic Europe: Spain Ecuador India
Germany (former West) Israel El Salvador
Switzerland (German speaking) Guatemala Sub-Saharan Africa:
Austria Anglo: Mexico Zimbabwe
Germany (former East) (Europe) Ireland Venezuela Namibia
(Europe) United Kingdom Zambia
Eastern Europe: Australia Nigeria
Confucian Asia:
Poland New Zealand South Africa (black sample)
Albania United States China
Georgia Canada
C d Hong Kong
Greece South Africa (white sample) Japan
Kazakhstan Korean Rep.
Russia Middle East: Singapore
Slovenia Turkey Morocco Taiwan
Hungary Egypt Qatar
Arab Rep. Kuwait
(Clustering based on societal culture GLOBE, cross-cultural literature, and World Bank Data) 27
27
dÉåÉê~ääóI=~Åêçëë=SO=ëçÅáÉíáÉëÁ
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pçãÉ=äÉ~ÇÉêëÜáé=~ííêáÄìíÉë=~êÉ=ëÉÉå=~ë=áãéÉÇáåÖ
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pçãÉ=~ííêáÄìíÉë=~êÉ=ëÉÉå=~ë=åÉìíê~ä=çê=ÉîÉå=åÉÖ~íáîÉ=
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28
28
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ïïïKïçêâáåÖïáíÜ~ãÉêáÅ~åëKÅçã
15. tÜáÅÜ=iÉ~ÇÉêëÜáé=^ííêáÄìíÉë=~êÉ=
ìåáîÉêë~ääó=î~äìÉÇ
Authority-Oriented: leader influences others by formal status, authority or
position
iti
Autonomous: leader is independent, individualistic or self-reliant
Charismatic: leader inspires others around a vision or values and high
performance standards
Face-Saving: leader maintains harmony and good relationships by indirect
communication or avoiding negatives
Humane-Oriented: leader is supportive, compassionate, and considerate of
pp p
others
Participative: leader shares power and decision-making
Team-Oriented: leader effectively builds and manages cohesive and loyal
teams that work to achieve a common goal
29
29
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30
30
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råÇÉêäóáåÖ==s~äìÉë
táåLïáå=Z=ÉÅçåçãáÅë=çÑ=~ÄìåÇ~åÅÉI=åçí=ëÅ~êÅáíó
aÉã~åÇ=ÅêÉ~íáçå=áë=ÖççÇ
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fåÑçêã~íáçå=áë=ÑêÉÉ
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oÉ~ÇóLÑáêÉL~áã
íÜÉ=^ãÉêáÅ~å=ï~óLáåëìä~êáíó
37
pÉåÇ=ãÉ=~=ãÉãç
qçéáÅë=çåLçÑÑ=íÜÉ=ãÉåì
eìãçìê
oÉëéçåëÉ=ÑêÉèìÉåÅóI=íáãÉÑê~ãÉë
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38
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ïïïKïçêâáåÖïáíÜ~ãÉêáÅ~åëKÅçã
20. qêçìÄäÉëçãÉ=tçêÇëÁrh rp
ÜííéWLLÉåKïáâáéÉÇá~KçêÖLïáâáLiáëí|çÑ|_êáíáëÜ|ïçêÇë|
åçí|ïáÇÉäó|ìëÉÇ|áå|íÜÉ|råáíÉÇ|pí~íÉë
39
oÉ~ëçåáåÖ==C=mêÉëÉåí~íáçå=píóäÉë
Facts and conclusions first, Concepts, big picture first
Leading t
L di to rationalization
ti li ti “how,” then “what”
“what,” then “how”
high
context
low
context
Inductive Deductive
(Anglo-Saxon, American) (Latin, Continental Europe)
40
«=fåíÉêå~íáçå~ä=j~êâÉíáåÖ=m~êíåÉêë=iíÇK ïïïKáåíÉêã~êâÉíáåÖçåäáåÉKÅçã
ïïïKïçêâáåÖïáíÜ~ãÉêáÅ~åëKÅçã
26. j~å~ÖáåÖ=fåíÉêå~íáçå~ä=aáäÉãã~ë
tÉää=ã~å~ÖÉÇ
Ó vçì=ÉñéÉêáÉåÅÉ=íÜÉ=~Çî~åí~ÖÉë=çÑ=çåÉ=çê=ÄçíÜ=éçäÉë
Ó qÜÉêÉ=~êÉ=ÑÉï=ëáÖåë=çÑ=íÜÉ=Çáë~Çî~åí~ÖÉë
Ó qÜÉêÉ=~êÉ=ÉÑÑÉÅíáîÉ=~ääá~åÅÉë=ÄÉíïÉÉå=íÜçëÉ=ëìééçêíáåÖ=ÇáÑÑÉêÉåí=
éçáåíë=çÑ=îáÉï
mççêäó=ã~å~ÖÉÇ
Ó vçì=ëéÉåÇ=åÉÉÇäÉëë=íáãÉ=áå=íÜÉ=äçïÉê=èì~Çê~åíë
Ó qÜÉêÉ=~êÉ=áåÉÑÑÉÅíáîÉ=~ääá~åÅÉëLÇáîáëáçåë
Ó mÉçéäÉ=í~âÉ=~å=ÉáíÜÉêJçê=ÑçÅìë
mÉçéäÉ=í~âÉ=~å=ÉáíÜÉêJ
51
j~å~ÖáåÖ=fåíÉêå~íáçå~ä=aáäÉãã~ë
píê~íÉÖáÉë=Ñçê=ã~å~ÖáåÖ=ÇáäÉãã~ë
oÉÅçÖåáòÉ=óçì=Ü~îÉ=çåÉ
Ö ó
oÉ~ääó=ÖÉí=íÜÉ=ïÜçäÉ=éáÅíìêÉ
råÇÉêëí~åÇ=óçìê=çïå=éçáåí=çÑ=îáÉïLÄá~ëÉë
håçï=ïÜÉêÉ=óçì=~êÉ=áå=íÜÉ=“éçä~êáíó=íïç=ëíÉéÒ
tçêâ=íç=ã~áåí~áå=íÜÉ=~Çî~åí~ÖÉë=çÑ=ÄçíÜ=éçäÉë
pí~ó=~äÉêí=íç=íÜÉ=ÇçïåëáÇÉëÔ
pí~ó=~äÉêí=íç=íÜÉ=ÇçïåëáÇÉëÔÇÉîÉäçé=É~êäó=ï~êåáåÖ=ëóëíÉãë
ó é ó Ö ó
_É=ïáääáåÖ=íç=ã~âÉ=~=ëÜáÑí=íçï~êÇ=íÜÉ=çééçëáåÖ=éçäÉ
^îçáÇ=ÉáíÜÉêJçê=íÜáåâáåÖÔ
^îçáÇ=ÉáíÜÉêJçê=íÜáåâáåÖÔäççâ=Ñçê=ëóåÉêÖáÉë
52
«=fåíÉêå~íáçå~ä=j~êâÉíáåÖ=m~êíåÉêë=iíÇK ïïïKáåíÉêã~êâÉíáåÖçåäáåÉKÅçã
ïïïKïçêâáåÖïáíÜ~ãÉêáÅ~åëKÅçã
27. j~å~ÖáåÖ=fåíÉêå~íáçå~ä=aáäÉãã~ë
+ +
• Flexibility • Clear direction
• Ability t
Abilit to respond to needs
dt d • Alignment across th
Ali t the
of changing markets organization
• Innovative products and • Reliable processes
services
• Responsiveness
Adaptive Consistent
Innovation Execution
• High costs • Mundane products
• Poor quality • Missed market opportunities
• Missed schedules and • Predictable strategy
deadlines • Difficulty with change
• Confusion around priorities
• Inconsistent performance
- -
53
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j~å~ÖáåÖ=íÜÉ=fååçî~íáçåJ
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^Ç~éíáîÉ=ÅìäíìêÉW=ÅÜ~åÖÉ=áë=íÜÉ=åçêã
^Ç íá = äí = Ü =á =íÜ =
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oÉ~äJíáãÉ=ÅçããìåáÅ~íáçå
pÉãá=ëíêìÅíìêÉëW=^=ÑÉï=“áåîáçä~íÉÒ=êìäÉë
Ó bñéäáÅáí=ÅêáíÉêá~=Ñçê=ëÉííáåÖ=éêáçêáíáÉë
Ó mêçàÉÅí=ÇÉ~ÇäáåÉë
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é
mä~ååÉÇ=áãéêçîáë~íáçå
54
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28. bñÉêÅáëÉW=j~å~ÖáåÖ=däçÄ~ä=
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