It's time to reflect on the way we construct our companies and look for the kind of leadership that will be necessary to lead our companies in to the future of our fast changing world !
Slides used at the OEB MidSummit in Reykjavik - June 8 2017.
Somehow over the past decades leadership development became elitist and expensive. It got confused with a job position. At its core though, leadership is a social process. It is about how we get things done together - ALL of us. When you look at the many challenges we face as teams, organisations or societies - perhaps more than ever in 2017 - leadership is always part of the answer. So how can we scale up leadership development to reach everyone working together on a common goal? How do we scale it up from the happy few to billions? Technology brings us unprecedented possibilities to do just that.. In this session we will create new solutions to bring leadership development to all.
Olorgesailie, located in Kenya, was the site of the earliest and longest-running manufacturing activity for stone tools, lasting approximately 1 million years. Tools were made in large quantities and specific areas were designated for tool production and sharpening. This organized site functioned as an early factory for over a million years, demonstrating the ability of early humans to establish long-lasting institutions. Religions and cultural practices like music traditions have endured for thousands of years, while modern institutions in India such as government organizations and universities are relatively new, only a few hundred years old. For companies to truly qualify as institutions, they must not only have existed for a long period of time but also continue making an impact in the future
Catalysing Change through Dialogic Conversations with cultureQsEric Lynn
Everybody talks about change. Nevertheless, change is never about the change – it's always about the business. And one key challenge is inevitably, catalysing people to align and engage with the new direction. This is the focus of cultureQs which forms the core of this workshop. Organisations are about people. People have the (respons-)ability to Shape their Organisations.
I began developing cultureQs in 2002 following a client challenge at the initial strategy workshop following a corporate acquisition in the transportation sector: "How can we accelerate the process of connecting at a meaningful level to enable us to focus on our business more effectively?"
In this workshop you will …
• experience the power and potential of dialogic conversation
• explore essential Questions that are rarely asked
• learn simple strategies that impact group focus
The document discusses how organizations have evolved and how AI is changing roles in HR. It states that the future will be defined by speed, complexity, risk, change, and surprise. It defines what AI is and some common AI technologies like chatbots and machine learning. It provides examples of how AI is already changing HR functions like interviews and learning. It discusses what makes humans different from AI, such as teamwork and communication. It stresses the importance of continuous learning, communication, critical thinking and other skills to stay relevant. It also discusses the need for analytical, inventive, communicative and visionary agility. The document emphasizes building a strong personal brand and staying agile in times of change.
The document discusses disruptive change and building innovative organizations. It summarizes talks by Nassim Nicholas Taleb on black swan events and the need to build "anti-fragile" systems. It also discusses how the rules of business changed over 15 years and the importance of clarity on an organization's purpose or "why". It provides examples of companies with clear purposes like Tesla and Google. The document advocates stopping trying to fit "game changers" into molds and recognizing diverse contributions. It also stresses building an "innovator's DNA" through associating, questioning, observing and experimenting. Finally, it discusses flow states and moving from competition to creation through adding flow to game changing teams.
Stretch 2020 Summit: Beyond Agile - What's Love Gotta Do With It? - Otti VogtOtti Vogt
In times of historic change, we must have the courage to re-design our organisations, embracing uncertainty and enabling human flourishing at work. The companies that will win in the 2020ies are those that can “compete on learning” and provide a place where people can grow and attain a positive purpose together, rather than just driving efficiency and productivity. And we need leaders who can foster psychological safety and trust - in Humanocracies, “the business of business is people.
The document provides an overview of potential futures in 2030 including profiles of different individuals and their roles. Key aspects discussed are widespread adoption of technologies like augmented reality, autonomous vehicles, and artificial intelligence. Renewable energy and commercial space travel are also common. The document suggests futures with decentralized governance and economies, climate change refugees, and nomadic populations living in urban centers. Personas of different individuals in 2030 are presented along with their pursuits, frustrations, and roles in fields like environmental activism, drone operation, and colonization of Mars.
Talking About a Fifth Revolution - Teal Around The World Global ConferenceOtti Vogt
Agile 2.0: Uniting Responsible Leaders to Reshape Our Future (by Otti Vogt)
Could we imagine a new normal where we all make a difference to people and planet through our daily work? Could we liberate our organisations to bring forth a more sustainable future? And indeed, could we unite to spark a fifth revolution of virtuous, passionate and unselfish leadership to make it happen? Join me on a momentous adventure to give it a try!
This presentation was offered as a keynote during the global Teal Around The World #TATW Conference in July 2020
https://www.tealaroundtheworld.com/
Slides used at the OEB MidSummit in Reykjavik - June 8 2017.
Somehow over the past decades leadership development became elitist and expensive. It got confused with a job position. At its core though, leadership is a social process. It is about how we get things done together - ALL of us. When you look at the many challenges we face as teams, organisations or societies - perhaps more than ever in 2017 - leadership is always part of the answer. So how can we scale up leadership development to reach everyone working together on a common goal? How do we scale it up from the happy few to billions? Technology brings us unprecedented possibilities to do just that.. In this session we will create new solutions to bring leadership development to all.
Olorgesailie, located in Kenya, was the site of the earliest and longest-running manufacturing activity for stone tools, lasting approximately 1 million years. Tools were made in large quantities and specific areas were designated for tool production and sharpening. This organized site functioned as an early factory for over a million years, demonstrating the ability of early humans to establish long-lasting institutions. Religions and cultural practices like music traditions have endured for thousands of years, while modern institutions in India such as government organizations and universities are relatively new, only a few hundred years old. For companies to truly qualify as institutions, they must not only have existed for a long period of time but also continue making an impact in the future
Catalysing Change through Dialogic Conversations with cultureQsEric Lynn
Everybody talks about change. Nevertheless, change is never about the change – it's always about the business. And one key challenge is inevitably, catalysing people to align and engage with the new direction. This is the focus of cultureQs which forms the core of this workshop. Organisations are about people. People have the (respons-)ability to Shape their Organisations.
I began developing cultureQs in 2002 following a client challenge at the initial strategy workshop following a corporate acquisition in the transportation sector: "How can we accelerate the process of connecting at a meaningful level to enable us to focus on our business more effectively?"
In this workshop you will …
• experience the power and potential of dialogic conversation
• explore essential Questions that are rarely asked
• learn simple strategies that impact group focus
The document discusses how organizations have evolved and how AI is changing roles in HR. It states that the future will be defined by speed, complexity, risk, change, and surprise. It defines what AI is and some common AI technologies like chatbots and machine learning. It provides examples of how AI is already changing HR functions like interviews and learning. It discusses what makes humans different from AI, such as teamwork and communication. It stresses the importance of continuous learning, communication, critical thinking and other skills to stay relevant. It also discusses the need for analytical, inventive, communicative and visionary agility. The document emphasizes building a strong personal brand and staying agile in times of change.
The document discusses disruptive change and building innovative organizations. It summarizes talks by Nassim Nicholas Taleb on black swan events and the need to build "anti-fragile" systems. It also discusses how the rules of business changed over 15 years and the importance of clarity on an organization's purpose or "why". It provides examples of companies with clear purposes like Tesla and Google. The document advocates stopping trying to fit "game changers" into molds and recognizing diverse contributions. It also stresses building an "innovator's DNA" through associating, questioning, observing and experimenting. Finally, it discusses flow states and moving from competition to creation through adding flow to game changing teams.
Stretch 2020 Summit: Beyond Agile - What's Love Gotta Do With It? - Otti VogtOtti Vogt
In times of historic change, we must have the courage to re-design our organisations, embracing uncertainty and enabling human flourishing at work. The companies that will win in the 2020ies are those that can “compete on learning” and provide a place where people can grow and attain a positive purpose together, rather than just driving efficiency and productivity. And we need leaders who can foster psychological safety and trust - in Humanocracies, “the business of business is people.
The document provides an overview of potential futures in 2030 including profiles of different individuals and their roles. Key aspects discussed are widespread adoption of technologies like augmented reality, autonomous vehicles, and artificial intelligence. Renewable energy and commercial space travel are also common. The document suggests futures with decentralized governance and economies, climate change refugees, and nomadic populations living in urban centers. Personas of different individuals in 2030 are presented along with their pursuits, frustrations, and roles in fields like environmental activism, drone operation, and colonization of Mars.
Talking About a Fifth Revolution - Teal Around The World Global ConferenceOtti Vogt
Agile 2.0: Uniting Responsible Leaders to Reshape Our Future (by Otti Vogt)
Could we imagine a new normal where we all make a difference to people and planet through our daily work? Could we liberate our organisations to bring forth a more sustainable future? And indeed, could we unite to spark a fifth revolution of virtuous, passionate and unselfish leadership to make it happen? Join me on a momentous adventure to give it a try!
This presentation was offered as a keynote during the global Teal Around The World #TATW Conference in July 2020
https://www.tealaroundtheworld.com/
Neue Leader braucht das Land - Beyond Agile - Otti Vogt (deutsch)Otti Vogt
Neue Leader braucht das Land: In diesen Tagen voll Unsicherheit, existentieller Fragen, Belastungen und Herausforderungen, und von bedeutenden Veränderungen, brauchen Organisationen verantwortliche Führung wie selten zuvor.
Ich glaube, daß wir als Führungskräfte heute eine einmalige Gelegenheit und eine wichtige Verantwortung haben, über uns selbst hinauszuwachsen, um gemeinsam eine nachhaltigere Zukunft zu gestalten. Laßt uns gemeinsam die Ärmel hochkrempeln und unsere Organisationen neu gestalten, um unsere Wirtschaft und Welt positiv zu verändern.
"We are not leaders, because we rule. We are leaders, because we truly care."
Der Versuch einer deutschen Übersetzung meiner Präsentation beim #STRETCH2020 Virtual Summit.
https://ottivogt.medium.com/neue-leader-braucht-das-land-4718cce6872f
HR Congress 2020: Beyond Agile - The Evolution Towards Teal & The Role of Ser...Otti Vogt
Virtual HR Congress 2020 Keynote: Talking about a 5th Revolution
How we can create organisations where work is truly meaningful and where we both enjoy our daily jobs and contribute to a sustainable future for our company, our sector and society at large?
Growth & Inclusive Prosperity - 44 Top Quotes from Global Peter Drucker Forum...Vladimir Vulic
The Global Peter Drucker Forum is an international management conference dedicated to the management philosophy of Peter Drucker. Drucker, who lived from 1909 to 2005, was a management professor, writer, and consultant, frequently referred to as a "management guru." The Forum is held annually in November, in Drucker's home town of Vienna, Austria and is put on by the Peter Drucker Society Europe, an affiliate of the Drucker Institute at Claremont Graduate University. (source: Wikipedia) The 9th Global Peter Drucker Forum was held on November 16-17, 2017 at the Hall of Sciences in Vienna. This is the selection of Top 44 Quotes from Global Peter Drucker Forum 2017.
An arduous pilgrimage towards Agile Learning Organisations of the Future and the vital role of HR. Considerations from Digital HR Innovation Week 2020. Full transcript on Linkedin.
- From Profit to Purpose
- From Efficiency to Learning
- From Control to Co-creation
- From Pyramids to Self-organizing Networks
- From Fear to Love
- From Hero to Alchemist
- From Machines to Living Organisms
The Future Of Leadership Development – The EvolutionSonny Navaratnam
Where goes Leadership Development? What is the next wave? At this critical phase for humanity engage in an thoughtful exploration that will open your mind to new paradigms.
UHY Advisors - Sparking Creativity and Fostering InnovationChris Osborn
This is a presentation - a new version - of Sparking Innovation and Fostering Innovation delivered May 26, 2010 to a group of UHY Advisors young professionals and clients.
Innov8rs Connect - Crafting Agile Learning Organisations for the 21st CenturyOtti Vogt
The Best & Latest in Corporate Innovation.
We need to do more with less, faster and better. How can we craft organisations where work is truly meaningful and where we enjoy our daily jobs, generate appropriate returns and contribute to a sustainable future for our company, our sector and society at large? Take a step back, to reflect and refocus, in order to be better positioned to get results.
We are not LEADERS because we rule. We are leaders because we truly care.
https://innov8rs.co/connect/
The Entrepreneurial Society - 33 Top Quotes from Global Peter Drucker Forum 2016Vladimir Vulic
The Global Peter Drucker Forum is an international management conference dedicated to the management philosophy of Peter Drucker. Drucker, who lived from 1909 to 2005, was a management professor, writer, and consultant, frequently referred to as a "management guru." The Forum is held annually in November, in Drucker's home town of Vienna, Austria and is put on by the Peter Drucker Society Europe, an affiliate of the Drucker Institute at Claremont Graduate University. (source: Wikipedia) The 8th Global Peter Drucker Forum was held on November 17-18, 2016 at the Hall of Sciences in Vienna. This is the selection of Top 33 Quotes from Global Peter Drucker Forum 2016.
The document describes the key characteristics of level 5 leadership as exhibited by leaders who were able to transform good companies into great ones. It discusses that level 5 leaders are humble and driven, taking responsibility for failures. They build disciplined people and thought through confronting brutal facts, developing a clear hedgehog concept, and creating a culture of discipline. Technologies are used to accelerate momentum established through the flywheel effect of consistent, long-term efforts in the right direction defined by the hedgehog concept.
Claiming our Humanity - Managing in the Digital Age. 33 Top Quotes from Globa...Vladimir Vulic
The Global Peter Drucker Forum is an international management conference dedicated to the management philosophy of Peter Drucker. Drucker, who lived from 1909 to 2005, was a management professor, writer, and consultant, frequently referred to as a "management guru." The Forum is held annually in November, in Drucker's home town of Vienna, Austria and is put on by the Peter Drucker Society Europe, an affiliate of the Drucker Institute at Claremont Graduate University. (source: Wikipedia) The 7th Global Peter Drucker Forum was held on November 5-6, 2015 at the Hall of Sciences in Vienna. This is the selection of Top 33 Quotes from Global Peter Drucker Forum 2015.
Vladimir Vulic, November 2015
The document summarizes key points from Jim Collins' book "Good to Great" about how companies make the transition from being good companies to great companies. It discusses that change happens gradually through disciplined effort, not suddenly. It also emphasizes the importance of having the right people, clear strategic focus, and removing activities that don't fit the core strategy. The flywheel effect analogy is used to illustrate that transforming an organization is like pushing a heavy wheel gradually to get it spinning faster through accumulated good decisions over time.
This document contains quotes from Ratan Tata's talk at the Great Lakes Institute of Management. It shares Ratan Tata's views on India having tremendous potential due to its brain power and human capital. He advises those who prosper to give back to help others succeed as well. The document also shares Ratan Tata's expectations for a successor to have an entrepreneurial spirit and continue leading the Tata group forward. It provides insights into Ratan Tata's perseverance during difficult times and his vision for an equal opportunity India.
Save The World And Still Be Home For DinnerOtti Vogt
This document provides an overview of Otti Vogt's presentation on responsible leadership and organizational transformation. The presentation outlines a voyage from traditional concepts like money and bureaucracy to more modern concepts like purpose, humanocracy, and eco-leadership. It discusses transforming individuals, teams, and organizations by moving from concepts like identity and heroism to individuation and alchemists. The goal is for organizations to have more purpose, impact, and responsible leadership to reshape the future. The presentation provides frameworks and examples for this transformation across different levels of analysis from individuals to teams to organizations.
The document provides a collection of quotes from various experts on leadership. It touches on several key themes, including the importance of vision, humility, focus, and continuous learning and growth. Many of the quotes emphasize that true leadership requires translating vision into concrete actions and inspiring and developing people to achieve goals.
This document contains excerpts from a talk given by Mr. R Gopalakrishnan at the Great Lakes Institute of Management on leadership lessons. The excerpts discuss that compassionate leadership does not mean lack of discipline, that in the past bosses had more knowledge than subordinates but now subordinates often know more, and that a leader must balance their inner world, relationships, and getting work done. The document encourages students to find work they are passionate about, using cricket commentator Harsha Bhogle as an example of following one's passion rather than a more typical career.
This document provides an agenda and information for the Edison CEO Summit taking place from June 18-19, 2014 at the Borgata Water Club and Casino in Atlantic City, New Jersey. The summit will include sessions on building leadership, sales, data analytics, and entrepreneurship. There will be a fireside chat on leading companies to create billions in value. Networking activities include a poker tournament and dinner. The goal is to provide CEOs a forum to share best practices, lessons learned, and form new business partnerships. Over 60 CEOs from technology companies with a combined $4.1 billion in market value will attend.
The Great Transformation - 33 Top Quotes from Global Peter Drucker Forum 2014Vladimir Vulic
The Global Peter Drucker Forum is an international management conference dedicated to the management philosophy of Peter Drucker. Drucker, who lived from 1909 to 2005, was a management professor, writer, and consultant, frequently referred to as a "management guru." The Forum is held annually in November, in Drucker's home town of Vienna, Austria and is put on by the Peter Drucker Society Europe, an affiliate of the Drucker Institute at Claremont Graduate University. (source: Wikipedia) The 6th Global Peter Drucker Forum was held on November 13-14, 2014 at the Hall of Sciences in Vienna. This is the selection of Top 33 Quotes from Global Peter Drucker Forum 2014.
Vladimir Vulic, November 2014
This document discusses reinventing organizations and moving towards more conscious and effective organizational cultures. It provides an overview of the Laloux culture model which plots organizational cultures on a scale from low to high effectiveness based on factors like consciousness, trust, and structure. Activities are suggested for participants to reflect on where their own organization currently sits on this model and what aspects could be improved. The document advocates for evolving organizational cultures by growing both consciousness among people and enabling structures, rather than following any specific blueprint. It emphasizes finding one's own path to positive change through inspiration, listening, choosing directions to move in, and applying learnings in a way that fits one's situation.
Our Talent Talks Africa Conference session, ‘Crossing the Chasm’, presented new thinking to challenge the focus on innovation heroes and hubs as solutions to the demands of an innovate-or-die future. It is agile and synchronous networks that catalyse the radical ideas of change. Everyone plays a part. That’s the direction in which our organisations need to travel. Leaders and organisations of consequence will be great at developing and enabling innovation mindsets and orientations inside and outside the systems and hubs we’re used to. Are you ready to cross the chasm?
Organisaties werden jaren lang bestuurd en ontworpen als machines. Dit werkt niet meer. Organisaties zijn nl. levende systemen en het vergt iets totaal anders van managers. In deze Pecha Kucha - gegeven tijdens Licht op Leren 2012 - maak ik duidelijk waarom managers hoeders van Levende Systemen moeten worden.
In mijn zoektocht naar wat effectief is in het begeleiding en ondersteunen van organisatie verandering, ga ik meer en meer op zoek naar minimale interventies. Daarom spreek ik over Organisatie Acupunctuur. Met vallen en opstaan en via de mix van heel wat uiteenlopende disciplines begin ik mijn weg te vinden. Die ervaring deelde ik dmv deze presentatie tijdens de Leergang Opleidingskunde van de FCE.
Neue Leader braucht das Land - Beyond Agile - Otti Vogt (deutsch)Otti Vogt
Neue Leader braucht das Land: In diesen Tagen voll Unsicherheit, existentieller Fragen, Belastungen und Herausforderungen, und von bedeutenden Veränderungen, brauchen Organisationen verantwortliche Führung wie selten zuvor.
Ich glaube, daß wir als Führungskräfte heute eine einmalige Gelegenheit und eine wichtige Verantwortung haben, über uns selbst hinauszuwachsen, um gemeinsam eine nachhaltigere Zukunft zu gestalten. Laßt uns gemeinsam die Ärmel hochkrempeln und unsere Organisationen neu gestalten, um unsere Wirtschaft und Welt positiv zu verändern.
"We are not leaders, because we rule. We are leaders, because we truly care."
Der Versuch einer deutschen Übersetzung meiner Präsentation beim #STRETCH2020 Virtual Summit.
https://ottivogt.medium.com/neue-leader-braucht-das-land-4718cce6872f
HR Congress 2020: Beyond Agile - The Evolution Towards Teal & The Role of Ser...Otti Vogt
Virtual HR Congress 2020 Keynote: Talking about a 5th Revolution
How we can create organisations where work is truly meaningful and where we both enjoy our daily jobs and contribute to a sustainable future for our company, our sector and society at large?
Growth & Inclusive Prosperity - 44 Top Quotes from Global Peter Drucker Forum...Vladimir Vulic
The Global Peter Drucker Forum is an international management conference dedicated to the management philosophy of Peter Drucker. Drucker, who lived from 1909 to 2005, was a management professor, writer, and consultant, frequently referred to as a "management guru." The Forum is held annually in November, in Drucker's home town of Vienna, Austria and is put on by the Peter Drucker Society Europe, an affiliate of the Drucker Institute at Claremont Graduate University. (source: Wikipedia) The 9th Global Peter Drucker Forum was held on November 16-17, 2017 at the Hall of Sciences in Vienna. This is the selection of Top 44 Quotes from Global Peter Drucker Forum 2017.
An arduous pilgrimage towards Agile Learning Organisations of the Future and the vital role of HR. Considerations from Digital HR Innovation Week 2020. Full transcript on Linkedin.
- From Profit to Purpose
- From Efficiency to Learning
- From Control to Co-creation
- From Pyramids to Self-organizing Networks
- From Fear to Love
- From Hero to Alchemist
- From Machines to Living Organisms
The Future Of Leadership Development – The EvolutionSonny Navaratnam
Where goes Leadership Development? What is the next wave? At this critical phase for humanity engage in an thoughtful exploration that will open your mind to new paradigms.
UHY Advisors - Sparking Creativity and Fostering InnovationChris Osborn
This is a presentation - a new version - of Sparking Innovation and Fostering Innovation delivered May 26, 2010 to a group of UHY Advisors young professionals and clients.
Innov8rs Connect - Crafting Agile Learning Organisations for the 21st CenturyOtti Vogt
The Best & Latest in Corporate Innovation.
We need to do more with less, faster and better. How can we craft organisations where work is truly meaningful and where we enjoy our daily jobs, generate appropriate returns and contribute to a sustainable future for our company, our sector and society at large? Take a step back, to reflect and refocus, in order to be better positioned to get results.
We are not LEADERS because we rule. We are leaders because we truly care.
https://innov8rs.co/connect/
The Entrepreneurial Society - 33 Top Quotes from Global Peter Drucker Forum 2016Vladimir Vulic
The Global Peter Drucker Forum is an international management conference dedicated to the management philosophy of Peter Drucker. Drucker, who lived from 1909 to 2005, was a management professor, writer, and consultant, frequently referred to as a "management guru." The Forum is held annually in November, in Drucker's home town of Vienna, Austria and is put on by the Peter Drucker Society Europe, an affiliate of the Drucker Institute at Claremont Graduate University. (source: Wikipedia) The 8th Global Peter Drucker Forum was held on November 17-18, 2016 at the Hall of Sciences in Vienna. This is the selection of Top 33 Quotes from Global Peter Drucker Forum 2016.
The document describes the key characteristics of level 5 leadership as exhibited by leaders who were able to transform good companies into great ones. It discusses that level 5 leaders are humble and driven, taking responsibility for failures. They build disciplined people and thought through confronting brutal facts, developing a clear hedgehog concept, and creating a culture of discipline. Technologies are used to accelerate momentum established through the flywheel effect of consistent, long-term efforts in the right direction defined by the hedgehog concept.
Claiming our Humanity - Managing in the Digital Age. 33 Top Quotes from Globa...Vladimir Vulic
The Global Peter Drucker Forum is an international management conference dedicated to the management philosophy of Peter Drucker. Drucker, who lived from 1909 to 2005, was a management professor, writer, and consultant, frequently referred to as a "management guru." The Forum is held annually in November, in Drucker's home town of Vienna, Austria and is put on by the Peter Drucker Society Europe, an affiliate of the Drucker Institute at Claremont Graduate University. (source: Wikipedia) The 7th Global Peter Drucker Forum was held on November 5-6, 2015 at the Hall of Sciences in Vienna. This is the selection of Top 33 Quotes from Global Peter Drucker Forum 2015.
Vladimir Vulic, November 2015
The document summarizes key points from Jim Collins' book "Good to Great" about how companies make the transition from being good companies to great companies. It discusses that change happens gradually through disciplined effort, not suddenly. It also emphasizes the importance of having the right people, clear strategic focus, and removing activities that don't fit the core strategy. The flywheel effect analogy is used to illustrate that transforming an organization is like pushing a heavy wheel gradually to get it spinning faster through accumulated good decisions over time.
This document contains quotes from Ratan Tata's talk at the Great Lakes Institute of Management. It shares Ratan Tata's views on India having tremendous potential due to its brain power and human capital. He advises those who prosper to give back to help others succeed as well. The document also shares Ratan Tata's expectations for a successor to have an entrepreneurial spirit and continue leading the Tata group forward. It provides insights into Ratan Tata's perseverance during difficult times and his vision for an equal opportunity India.
Save The World And Still Be Home For DinnerOtti Vogt
This document provides an overview of Otti Vogt's presentation on responsible leadership and organizational transformation. The presentation outlines a voyage from traditional concepts like money and bureaucracy to more modern concepts like purpose, humanocracy, and eco-leadership. It discusses transforming individuals, teams, and organizations by moving from concepts like identity and heroism to individuation and alchemists. The goal is for organizations to have more purpose, impact, and responsible leadership to reshape the future. The presentation provides frameworks and examples for this transformation across different levels of analysis from individuals to teams to organizations.
The document provides a collection of quotes from various experts on leadership. It touches on several key themes, including the importance of vision, humility, focus, and continuous learning and growth. Many of the quotes emphasize that true leadership requires translating vision into concrete actions and inspiring and developing people to achieve goals.
This document contains excerpts from a talk given by Mr. R Gopalakrishnan at the Great Lakes Institute of Management on leadership lessons. The excerpts discuss that compassionate leadership does not mean lack of discipline, that in the past bosses had more knowledge than subordinates but now subordinates often know more, and that a leader must balance their inner world, relationships, and getting work done. The document encourages students to find work they are passionate about, using cricket commentator Harsha Bhogle as an example of following one's passion rather than a more typical career.
This document provides an agenda and information for the Edison CEO Summit taking place from June 18-19, 2014 at the Borgata Water Club and Casino in Atlantic City, New Jersey. The summit will include sessions on building leadership, sales, data analytics, and entrepreneurship. There will be a fireside chat on leading companies to create billions in value. Networking activities include a poker tournament and dinner. The goal is to provide CEOs a forum to share best practices, lessons learned, and form new business partnerships. Over 60 CEOs from technology companies with a combined $4.1 billion in market value will attend.
The Great Transformation - 33 Top Quotes from Global Peter Drucker Forum 2014Vladimir Vulic
The Global Peter Drucker Forum is an international management conference dedicated to the management philosophy of Peter Drucker. Drucker, who lived from 1909 to 2005, was a management professor, writer, and consultant, frequently referred to as a "management guru." The Forum is held annually in November, in Drucker's home town of Vienna, Austria and is put on by the Peter Drucker Society Europe, an affiliate of the Drucker Institute at Claremont Graduate University. (source: Wikipedia) The 6th Global Peter Drucker Forum was held on November 13-14, 2014 at the Hall of Sciences in Vienna. This is the selection of Top 33 Quotes from Global Peter Drucker Forum 2014.
Vladimir Vulic, November 2014
This document discusses reinventing organizations and moving towards more conscious and effective organizational cultures. It provides an overview of the Laloux culture model which plots organizational cultures on a scale from low to high effectiveness based on factors like consciousness, trust, and structure. Activities are suggested for participants to reflect on where their own organization currently sits on this model and what aspects could be improved. The document advocates for evolving organizational cultures by growing both consciousness among people and enabling structures, rather than following any specific blueprint. It emphasizes finding one's own path to positive change through inspiration, listening, choosing directions to move in, and applying learnings in a way that fits one's situation.
Our Talent Talks Africa Conference session, ‘Crossing the Chasm’, presented new thinking to challenge the focus on innovation heroes and hubs as solutions to the demands of an innovate-or-die future. It is agile and synchronous networks that catalyse the radical ideas of change. Everyone plays a part. That’s the direction in which our organisations need to travel. Leaders and organisations of consequence will be great at developing and enabling innovation mindsets and orientations inside and outside the systems and hubs we’re used to. Are you ready to cross the chasm?
Organisaties werden jaren lang bestuurd en ontworpen als machines. Dit werkt niet meer. Organisaties zijn nl. levende systemen en het vergt iets totaal anders van managers. In deze Pecha Kucha - gegeven tijdens Licht op Leren 2012 - maak ik duidelijk waarom managers hoeders van Levende Systemen moeten worden.
In mijn zoektocht naar wat effectief is in het begeleiding en ondersteunen van organisatie verandering, ga ik meer en meer op zoek naar minimale interventies. Daarom spreek ik over Organisatie Acupunctuur. Met vallen en opstaan en via de mix van heel wat uiteenlopende disciplines begin ik mijn weg te vinden. Die ervaring deelde ik dmv deze presentatie tijdens de Leergang Opleidingskunde van de FCE.
Ziekte wordt nog vaak enkelzijdig "fysiek" aangepakt. Dat levert vaak heel veel op en tegelijkertijd is een bredere aanpak nodig. Soms lijkt het alsof ziek zijn ook een boodschap heeft. Via Voice Dialogue, Conscious Body Work, Ericksoniaanse Hypnose, Energetisch Werk, Opstellingen, ... toont zich die "onderliggende" boodschap. Deze boodschap naar boven brengen en omarmen, kan heel erg ondersteunend werken naast medische ondersteuning. Met deze lezing wil ik de brug tussen die verschillende werelden mee helpen bouwen ...
Relatie en oplossingsgericht werken (Updated Version - 2013)Philippe Bailleur
Op de na-vormingsdagen van het PVI gaf ik een workshop over Oplossingsgericht en Relatiegericht Werken. Doelgroep = preventie-adviseurs. Mensen die graag hun schouders onder de juiste dingen zetten en heel erg gebaat zijn bij het aanleren van een aantal coaching-skills.
Ik maakte deze ppt ter ondersteuning van een lezing voor de MPA-gebruikersdag georganiseerd door het IEP te Nijmegen (Nl). Deze dag was vooral voor MPA-gebruikers : coaches, HR-professionals, therapeuten, teachers, ...
Deze lezing past ook perfect binnen het kader van persoonlijk leiderschap en self-coaching.
Haal het beste uit je organisatie - Talent Lab 29/04 - Jong VKW LimburgPhilippe Bailleur
Slides gebruikt tijdens de lezing voor Jong VKW op 29/04 te Genk. In een notendop:
- Het beste uit mensen halen betekent dat je heel bewust de organisatie ontwerpt. Enkel op die manier kunnen mensen bruisen als tijdens de begin jaren (cfr. start-up).
- Inspiratie kan je halen uit die organisaties die de kop trekken, we noemen ze Levende Systemen cfr. het boek van o.a. Fréderic Laloux "Reinventing Your Organization" en mijn eigen boek "Architext van je organisatie"
- Wil je je organisatie omturnen, dan kan dat het best via BIO-teams, de link tussen individu en organisatie. Hoe je een BIO-team herkent of kan ontwikkelen werd kort gedeeld tijdens deze lezing.
Slides bij lezing n.a.v. openingsfeest van Campus Kastanjehof te Hove. Zie : http://www.campuskastanjehof.be/
Tijdens deze lezing bespreken we een aantal praktijken waarmee talent-vriendelijke organisaties zich positief onderscheiden !
This document discusses the need for corporations to change their leadership norms and structures to be more inclusive of different cultural norms when operating globally. It argues that the traditional hierarchical corporate structure violates cultural norms in emerging markets and fails to embrace diversity. Instead, it advocates for a multinational structure that allows local cultures to work with, not against or for, the corporation. Key leaders in emerging markets should manage local operations while collaborating with global managers to ensure success.
Matt Damon was inspired to start the non-profit organization Water.org after witnessing first-hand the global water crisis that affects over 2.6 billion people worldwide. Water.org promotes sustainable solutions to provide access to clean water by empowering local communities with microloans to build wells, sanitation facilities, and water filtration systems. Damon believes that solving the water crisis is essential to alleviating poverty and sees it as unconscionable that children continue dying from preventable water-borne diseases over a century after solutions were found in developed nations.
This document discusses self-leadership from a spiritual perspective. It begins with a short history of corporations and their focus on profit over people. Today, companies are increasingly responsible for writing history, requiring a new paradigm where leaders and people work together. True leadership requires determination, vision, purpose, values, understanding others on many levels, and self-leadership through knowing oneself and one's relationship with God or a higher power. The key aspects of leadership are determination, understanding, and self-leadership in order to lead others effectively.
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Leading Change
Change is accelerating in our business world, and those who can embrace and drive it will be the winners. Globalization, restructuring, and workforce diversity are changing the way business is done, and leaders often must adapt at warp speed. With constant change, we have to do more with less, faster, cheaper and better. Doing our best is no longer enough. Leaders must frequently face changes in the business environment that seem to require miracles to overcome. The reality is that business is often a game of setting seemingly impossible challenges and making progress on these challenges. Resistance to change is widespread, and people leading change must often do so against a tide of resistance and predictions of failure. Fear of failure and disappointment are frequently the motivation for this approach. Often these well-intentioned people call their attitudes "realistic" or "practical." Unfortunately, people who resist new ideas, and change in general, ignore the influence of their own attitudes and beliefs on their “reality”. Successful change leaders must understand how people react to change, and be ready and able to lead and support their teams in successfully navigating required changes. These “change agents” must learn to personally deal with the pressure of constant change, and even welcome it, learning to surf the waves of change rather than being dragged under the waves. This module will provide you with an understanding of the change process, the role of resistance, and your role in leading change, so that you and your people can embrace change as a doorway to new possibilities.
Special Presentation on Change & LeaershRoshan Thiran
The document discusses strategies for organizational transformation, focusing on leadership and resolving constraints. It emphasizes that transformation requires changing people's beliefs and behaviors. The key to success is clarity - the leader must have a clear vision, understand current reality, and ensure alignment across the organization. Transformation is difficult because people resist change, but leaders can guide people to be confident through challenges. The document also addresses overcoming personal barriers to growth and adapting to changing expectations.
This document discusses several topics related to building and leading teams in a business or company context. It addresses why humans are needed in businesses, how to attract and retain talented people, why employees may leave jobs, different views of what work entails, and how a company can be thought of as a micro-society. It also touches on the importance of values, making fewer errors by prioritizing empathy, enabling leadership, understanding one's social contract, and leading change. Finally, it provides some brief lessons learned about creating a winning team through common spaces, setting expectations, encouraging help-seeking, removing bad influences, communication, and being a leader rather than just a boss.
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This document provides advice for leaders navigating turbulent times and leading organizational change. It discusses that change is difficult for humans as it involves loss. Leaders must acknowledge people's fears about change while also providing realistic hope. When facing uncontrollable external changes, leaders need to take on an "adult supervision" role by staying calm and focused, accepting responsibility, and prioritizing action over blame. Building commitment to changes requires time to educate people, and if that's not possible, leaders may need to remove strong opponents of change. The document stresses that while change is often needed, organizations also require stability, and leaders should consider what core aspects should not change.
Presentation prepared for a webinar hosted by the International Association for Information & Data Quality (www.iaidq.org)
It looks a a few low cost, high practicality approaches to driving Information Quality change in your organisation.
The document discusses leadership challenges in turbulent times. It provides summaries of blog posts addressing how to manage fear and uncertainty during periods of change, the importance of maintaining stability and tradition alongside change, and the need to acknowledge loss and build commitment to new directions over time. Key ideas include focusing on reality and action over blame, prioritizing calm leadership and support for others, and understanding that change often means loss which must be faced before new beginnings.
The document discusses the challenges of leadership in a volatile world and the need for organizations to think about and anticipate future changes. It notes that traditional ways of organizing work and traditional management approaches are inadequate in today's world. It advocates for building entrepreneurial organizations that empower employees and encourage self-organized teamwork and knowledge sharing.
This document discusses how to thrive in disruptive times. It explains that disruption unbundles industries and evaporates the middle. However, this also creates opportunities for those who are small, nimble, and able to create their own platforms and connections. The document provides strategies for individuals, businesses, cities, and economies to not just survive disruption but thrive, such as developing soft skills like lifelong learning and collaboration. It emphasizes that the future is unpredictable and exponential, so new models are needed for work, education, and life.
Diversity, Equity & Inclusion - Who decides what's next?Alex Nusselt
Introduction to Diversity, Equity & Inclusion during Macromedia Mentoring Program KickOff 2021
Focusing on industrialization, digitization and a changing society
This document discusses how coaching can help reenergize teams and bring them back to life. It notes that while billions are spent on training, most employees remain disengaged. The document then shares stories of disengaged "zombie" teams and outlines how team coaching helped one company lift employee engagement by 30% in under a year by training internal "change agents" to coach teams. It presents a model for moving teams from disengaged "zombies" to passionate "zealots" and argues that rehumanizing work through coaching can energize both individuals and organizations.
The document discusses the challenges of anticipating and adapting to future changes in the workplace and organizations. It notes that traditional ways of organizing work and management are inadequate for a volatile world. It also highlights the importance of employee voice, knowledge sharing, and building versatile organizations through reflective dialogue and partnership between management and the workforce.
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Change and why your business needs it - Alison NobleNSDesign Ltd
The document discusses a presentation about organizational change and why businesses need to embrace it. It covers topics like reactions to change, drivers of change, and overcoming resistance to change. It provides examples of past predictions that underestimated new technologies like the internet, personal computers, on-line streaming, and talking pictures. It emphasizes that change is necessary for organizations to adapt and that a compelling vision and leadership are important to drive successful change.
The document discusses the need for transformation and a new leadership approach called the L.E.A.D. method. It argues that the world has become more unpredictable and that leaders must adapt to increasing change. The L.E.A.D. method focuses on leadership skills, experience through experimentation, working on the business not just in it, and building a sense of community. Niki Skene offers talks, workshops and coaching on topics like exponential growth and developing social intelligence to guide this transformation.
The document discusses how data alone is not enough to navigate an uncertain world and organizations must develop data literacy and sensemaking abilities. It emphasizes that organizations need to accurately perceive their environment, reflect on observations and interpretations, and translate learnings down to employee behaviors in order to survive. Several experts are quoted emphasizing the importance of understanding how the future may unfold rather than just looking at past data. Sensemaking is presented as a funnel process moving from past data to diagnostic insights to predictive knowledge to understanding how to implement changes.
Bijdrage aan het GinkGo-congres over organisatie ontwikkeling en verandering. Tijdens deze sessie belichtte ik twee hyper cruciale acupunctuurpunten - op het vlak van organisatie ontwikkeling met name de kwaliteit van de gesprekken en de kwaliteit van de uitwisseling tijdens meetings.
De polyvagaal-theorie wordt vnl. in een therapeutische context gebruikt terwijl deze ook bijzonder handig zou kunnen zijn voor organisaties. Het gaat niet over wie in de ruimte zit - bv. tijdens meetings en gesprekken - maar vooral over welke gesprekken er in de ruimte zitten. Daar ging mijn bijdrage over tijdens het Polyvagaal Congres georganiseerd door het Expertisecentrum Omgaan met Verlies opgericht door Riet Fiddelaers.
Deze webinar gaf ik recent aan een groep HR BUPA's. Doorheen de lezing zoomden we in op het verschil tussen de machine-metafoor en die van levende systemen om te kijken naar organisaties. Om het relationele weefsel van een organisatie gezond te houden moet een leider immers een organisatie leren benaderen als een levend systeem. Dat groeiproces diepten we verder uit. Het is als HR BUPA best wel belangrijk om te leren zien waar leidinggevende zitten op dat vlak. Hun gedrag is immers heel programmerend voor de cultuur van een organisatie.
This document discusses system trauma in organizations and how systemic workers can help address it. It defines individual, collective, and system trauma, with system trauma referring to relational wiring between organizational parts. The quality of this relational wiring impacts employee well-being, organizational performance, and ability to adapt. Systemic work aims to care for and heal this relational fabric upstream through non-reactive, trauma-informed approaches. This can help organizations develop resilience and become regenerative living systems. The challenges are developing corporate language around these issues and linking relational problems to performance to gain leadership buy-in for such work.
During the Australian International Systemic Constellation Conference, I shared my work on Trauma in Organizations. Key take-aways were on the level of 'language' and 'concepts' to open corporate minds for this work.
Virtuele boekvoorstelling voor het netwerk van MIKONDO.
Met deze presentatie legde ik de link met de COVID-crisis in de hoop dat we de komend tijd oog en oor hebben voor de schade die mensen, teams, afdelingen en organisaties hebben opgelopen.
Geen evidente materie maar broodnodig ...
Tijdens de netwerkdag van de Vereniging voor Erkende Burnout- & Stress Coaches, bracht ik een verhaal over hoe organisaties toxische of gezonde plekken kunnen zijn. Leiderschap staat daarbij centraal. Mijn uitnodiging: "Als een organisatie meerdere burnout cases oplevert, dan moet er gekeken worden naar het reilen en zeilen van de organisatie. Anders is het dweilen met de kraan open." Kortom, burnout coaching heeft twee kanten: een individuele en een organisationele.
Na de nodige aanpassingen - t.a.v. de corona-maatregelen - kon Voetstappen in het veld dit jaar toch doorgaan. Het was een schitterende dag gevuld met bijzondere workshops. Ik werd uitgenodigd in het kader van de lancering van STUCK. Meer info over deze jaarlijkse opstellingen beurs: https://voetstappeninhetveld.nl/
Iedereen heeft de mond vol over de VUCA-wereld. Er zijn echter nog maar weinig organisaties die zich voldoende hebben aangepast aan die steeds sneller veranderende en complexer wordende wereld. Met deze keynote startten we een uitwisseling - onder de vorm van een workshop - over wat er nodig is op het vlak van organisatie- en leiderschapsontwikkeling.
N.a.v. een congres voor Beelddenkers bracht ik - als Beelddenker - een Keynote over hoe Beelddenkers verschillend zijn, wat dit betekent, wat de functie is van "buitenbeentjes" en vooral hoe je goed voor jezelf moet leren zorgen om die speciale rol te kunnen blijven spelen.
Meer en meer organisaties gaan door ingrijpende veranderprocessen. De zichtbare kant van de verandering managen is op zich al een hele klus. Vaak zit het succes echter onder de oppervlakte met name het proces waar mensen en groepen door moeten. Met deze lezing lichtte ik toe welke elementen, stappen, fases, ... cruciaal zijn bij het begeleiden van transities (= de minder zichtbare, emotionele, menselijke kant).
The SDG's of the UN can only be dealt with if we combine the potential of profit businesses and the heart of non-profit businesses. In a way, it seems difficult to combine both qualities or energies and that has a reason. If we can transcend the limiting beliefs that create this "split", companies can become forces for good and that is exactly what we need now. I had the opportunity to share my thoughts in a MasterClass organized by TSM Business School on May 14th.
Iedere keer ik een nieuwe lezing geef over dit thema verfijnt het verhaal. Ook het vertalen van "Trauma in Organisaties"naar het Engels heeft voor de nodige verdieping gezorgd. Zo is elke presentatie weer een beetje meer gepolijst ...
Trauma in organisaties - Lezing nav Coach Café LeuvenPhilippe Bailleur
Gisteren was ik te gast op het Coach Café te Leuven. Elke lezing brengt weer nieuwe nuances naar boven ondermeer door de interessante vragen van de groep. Verder wens ik Peter en Anne-Marie heel erg bedanken voor de warme cocon die ze creëren voor sprekers als mijn met hun Coach Café in Leuven. Ook hierdoor kan een auteur of spreker zijn verhaal verder aanscherpen.
In Balans en de Arteveldehogeschool organiseerden een avond rond het thema van mijn boek "Trauma in Organisaties". Ik nam de groep mee doorheen het ontstaan van het boek, de patronen van systeemtrauma en de oorsprong ervan in organisaties. Daarna volgde een Q&A en een oproep om op een meer trauma geïnformeerde manier te werken met organisaties ...
Trauma in Organisations - Opening Corporate Minds for a Slow KillerPhilippe Bailleur
Lecture during a colloquium on "Rethinking Resilience in Times of Crisis" organised by the Department of Scientific and Technological Research of Defence (part of the Royal Higher Institute for Defence) in Brussels on March 8th 2017 organised by Maj Dr Erik De Soir.
Elke dag zetten mensen in de Social Profit zich in voor de mensen uit hun doelgroep. Vaak een veeleisende job en vaak zonder de erkenning die ze verdienen. Bouwen aan gezonde organisaties is het mooiste cadeau dat we die mensen kunnen geven of dat is toch wat mijn bijdrage is. Met deze keynote opende ik de Dag van de Social Profit georganiseerd door ACERTA.
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[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
1. Hundreds of yearsago, nomadstravelledaroundlookingfor water. Theirwhole model of being and workingtogether was fueledbythislogic. At a certain moment the followingquestion was raised : “Whatif we stop looking for water and start looking for manners to bring water towardsus?”
2. Thisquestionturned the worldupside down … onlyonequestion, but a smart one ! The questions we askourselvesdetermine the world we move in to !
3. Didyouknowthat a lot of organisations are builduponprinciples, theories and conceptsthat are olderthen 100 years ?The world and people have changeddramaticallysincethen !
4. These things have the sameage as a lot of keyprinciplesstillusedbycompanies …
5. If we don’tintegratenewprinciples in the way we build & leadorganisations … we headforanorganisationalburn-out ! GrowingAbsenteism & Presenteism
6. If we don’tintegratenewprinciples in the way we build & leadorganisations … we headforanorganisationalburn-out ! GrowingAbsenteism & Presenteism Resistance to change in a speedingworld ?
7. If we don’tintegratenewprinciples in the way we build & leadorganisations … we headforanorganisationalburn-out ! Generation X & Y ??? GrowingAbsenteism & Presenteism Resistance to change in a speedingworld ?
8. If we don’tintegratenewprinciples in the way we build & leadorganisations … we headforanorganisationalburn-out ! More Burn-Out!! Generation X & Y ??? GrowingAbsenteism & Presenteism Resistance to change in a speedingworld ?
9. If we don’tintegratenewprinciples in the way we build & leadorganisations … we headforanorganisationalburn-out ! More Burn-Out!! Generation X & Y ??? GrowingAbsenteism & Presenteism Resistance to change in a speedingworld ? KnowledgeWorkers ???
10. If we don’tintegratenewprinciples in the way we build & leadorganisations … we headforanorganisationalburn-out ! More Burn-Out!! Generation X & Y ??? GrowingAbsenteism & Presenteism Resistance to change in a speedingworld ? War for Talent KnowledgeWorkers ???
11. If we don’tintegratenewprinciples in the way we build & leadorganisations … we headforanorganisationalburn-out ! Talent vs. Gap Thinking More Burn-Out!! Generation X & Y ??? GrowingAbsenteism & Presenteism Resistance to change in a speedingworld ? War for Talent KnowledgeWorkers ???
12. “… and the problems we meet, can’t be solved by the thinking at the root of these problems.”
13. Questions to get out of the box ? Leadingcompanies start lookingforotherways. So, let’stakesome time to reflectonsomequestions:
14. Questions to get out of the box ? Leadingcompanies start lookingforotherways. So, let’stakesome time to reflectonsomequestions : Talk about these questionswithyourcolleagues, friends, … . Takesome time to look around … and getinspired. And whynotdoingsome interviews withpeoplewithaninterestingorstrangevisionon the future.
15. 8 december 2009 Annual Managers Meeting Fin. Crisis How is ourworldchanging ?
16. 8 december 2009 Annual Managers Meeting More diversity Fin. Crisis How is ourworldchanging ?
17. 8 december 2009 Annual Managers Meeting More diversity More, better, faster … Fin. Crisis How is ourworldchanging ?
18. 8 december 2009 Annual Managers Meeting More diversity More, better, faster … Fin. Crisis How is ourworldchanging ? Knowledge
19. 8 december 2009 Annual Managers Meeting More diversity More, better, faster … Fin. Crisis How is ourworldchanging ? Knowledge GettingGreener
20. 8 december 2009 Annual Managers Meeting More diversity More, better, faster … Fin. Crisis How is ourworldchanging ? Knowledge Ourworld, a village ? Getting Green
25. Lookingforinspiration ?- “Hot Spots, WhySomeCompaniesBuzzwith Energy and Innovation – and Othersdon’t” by Lynda Gratton- “Spiral Dynamics, waarden, leiderschap en veranderingen in een dynamisch model” by D.E. Beck & C.C. Cowan- “De kracht van de zwerm, zelfsturing in de organisatie” by Jaap Ginneken- “The Future of Management” by Gary Hamel- “Leadership and the newscience, Discovering order in a chaoticworld” byMargaret J. Wheatly- “SoarWithYouStrengths” by D.O. Clifton & P. Nelson- “Harvard Business Reviewon Business Model Innovation”