The document discusses how leaders today must operate with greater speed and agility to respond quickly to changing conditions, similar to triathletes. Where strategic planning horizons used to extend 10 years, they now cover just 3 years. Additionally, leaders face constant pressure to implement strategies rapidly. As a result, many leaders turn to intense physical training through sports like triathlons for stress relief, fitness, and to develop the stamina needed to keep up with today's demanding pace. The popularity of triathlons illustrates how more leaders are pursuing rigorous physical training to perform at higher levels in their jobs.
The document discusses reflections on managing people through an economic downturn based on interviews conducted for a white paper. Key findings include that critical thinking and preparation were important for industries that could foresee impacts. Communication with staff was critical, and the tension between being upbeat and transparent about challenges was difficult to manage. Employers felt responsible to retain staff where possible, though some cuts were necessary for survival. Overall, the experiences provided lessons that could help future leaders in difficult economic times.
This article discusses why strategies often fail and who is to blame. It argues that both the strategy and its implementation are equally responsible for failure, yet leaders typically only blame the strategy. Effective implementation is as challenging as developing the right strategy. The article recommends that leaders recognize implementation as difficult, examine why past strategies failed considering both planning and execution, and apply lessons learned to ensure mistakes are not repeated. It also outlines trends that may emerge such as better communication of strategy and more focus on both strategy and its implementation.
Introduction of the course Creativity and Personality as taught at The Fontys Academy for Creative Industries (University of applied Science), Tilburg, The Netherlands. In this course we teach artistic creativity in a applicable context.
The document provides information about doing business in Singapore. It begins with a brief history noting that Singapore was founded as a British trading colony in 1819. It then lists some initial challenges of doing business in Singapore such as the large distance from places like the UK, different languages and cultures, hot and humid climate. However, it notes Singapore has become a very business friendly environment where one can set up a business in a day. It has grown to be a major global economic hub and regional center for companies, with a highly developed economy and strong trade links.
A collection of what some of the largest organization on the planet are doing to create sustainability through "better business through a better world"
The document discusses reflections on managing people through an economic downturn based on interviews conducted for a white paper. Key findings include that critical thinking and preparation were important for industries that could foresee impacts. Communication with staff was critical, and the tension between being upbeat and transparent about challenges was difficult to manage. Employers felt responsible to retain staff where possible, though some cuts were necessary for survival. Overall, the experiences provided lessons that could help future leaders in difficult economic times.
This article discusses why strategies often fail and who is to blame. It argues that both the strategy and its implementation are equally responsible for failure, yet leaders typically only blame the strategy. Effective implementation is as challenging as developing the right strategy. The article recommends that leaders recognize implementation as difficult, examine why past strategies failed considering both planning and execution, and apply lessons learned to ensure mistakes are not repeated. It also outlines trends that may emerge such as better communication of strategy and more focus on both strategy and its implementation.
Introduction of the course Creativity and Personality as taught at The Fontys Academy for Creative Industries (University of applied Science), Tilburg, The Netherlands. In this course we teach artistic creativity in a applicable context.
The document provides information about doing business in Singapore. It begins with a brief history noting that Singapore was founded as a British trading colony in 1819. It then lists some initial challenges of doing business in Singapore such as the large distance from places like the UK, different languages and cultures, hot and humid climate. However, it notes Singapore has become a very business friendly environment where one can set up a business in a day. It has grown to be a major global economic hub and regional center for companies, with a highly developed economy and strong trade links.
A collection of what some of the largest organization on the planet are doing to create sustainability through "better business through a better world"
The document discusses how most CEOs feel unprepared for the rapidly escalating complexity in today's economic environment, which they see as substantially more volatile, uncertain, and complex, however a group of "Standout" organizations have consistently performed well by mitigating complexity. Global shifts like increased interconnectivity and the rise of new technologies are compounding complexity. While CEOs expect disruption to continue, they must find new ways to lead their organizations to succeed in this drastically changed world.
1. Global Leadership 2019-2020Under Guidance from Dr.MargenePurnell14
1.
Global Leadership 2019-2020
Under Guidance from Dr. Sriram Rajagopalan
LDR 6145
Northeastern University
Table of Contents
Global Leadership Success Through Emotional and Cultural Intelligences.....................................5
The Global Leadership of Carlos Ghosn at Nissan.........................................................................17
Gojo Industries: Aiming for Global Sustainability Leadership.........................................................29
Leadership in a Globalizing World..................................................................................................41
Regional Strategies for Global Leadership.....................................................................................85
Rising Costs of Bad Leadership.....................................................................................................99
Learning to Manage Global Innovation Projects...........................................................................103
Global Leadership 2019-2020 LDR 6145
Under Guidance from Dr. Sriram Rajagopalan Northeastern University
2.
Global leadership success through emotional and
cultural intelligences
Ilan Alon, James M. Higgins*
Roy E. Crummer Graduate School of Business, Rollins College, 1000 Holt Ave-2722, Winter Park, FL 32789,
USA
Abstract Culturally attuned and emotionally sensitive global leaders need to be
developed: leaders who can respond to the particular foreign environments of
different countries and different interpersonal work situations. Two emerging
constructs are especially relevant to the development of successful global leaders:
cultural and emotional intelligences. When considered under the traditional view of
intelligence as measured by IQ, cultural, and emotional intelligences provide a
framework for better understanding cross-cultural leadership and help clarify
possible adaptations that need to be implemented in leadership development
programs of multinational firms. This article posits that emotional intelligence (EQ),
analytical intelligence (IQ), and leadership behaviors are moderated by cultural
intelligence (CQ) in the formation of global leadership success.
D 2005 Kelley School of Business, Indiana University. All rights reserved.
bBut when a prince acquires the sovereignty of a
country differing from his own both in language,
manners, and intellectual organization, great dif-
ficulties arise; and in order to maintain the
possession of it, good fortune must unite with
superior talent.Q —Niccolo Machiavelli, The Prince
1. Global interaction and interpersonal
relationships
To say that globalization is upon us is axiomatic.
Conducting global, international, and cross-cul-
tural business is a mundane reality for most
contemporary large organizations. Even if your
business is a medium- or small-sized firm, you
have probably experienced globalization through
interactions with global participants that belong
to at lea ...
1) CEOs now see complexity as their biggest challenge rather than change. 79% expect complexity to increase further.
2) While most CEOs doubt their ability to manage growing complexity, some "Standout" organizations have used it to their financial advantage over the past 5 years.
3) CEOs say creativity is now the most important leadership quality to navigate complexity successfully. Standout companies practice and encourage experimental, creative thinking.
The document discusses how most CEOs feel unprepared for today's highly complex environment characterized by increased globalization, uncertainty, and interconnectedness. While complexity is expected to rise further, some organizations have been able to turn it into a competitive advantage by embracing creative leadership, reinventing customer relationships, and building operating dexterity. The document examines how these "Standout" organizations mitigate complexity and highlights the new approaches CEOs say are needed to succeed in today's drastically changed world.
1) CEOs now see complexity, rather than change, as their primary challenge due to a highly volatile, uncertain, and complex global environment.
2) While 79% of CEOs expect complexity to increase further, some organizations have managed to turn greater complexity into financial advantage.
3) CEOs identified creativity as the most important leadership quality for navigating increasing complexity.
This document discusses the servant leader model and its potential benefits for businesses. It provides 3 key points:
1. The servant leader model focuses on serving employees and prioritizing their growth and well-being over traditional business metrics like profits. This can create a more positive and innovative company culture.
2. Research has shown companies with servant leadership cultures often outperform peers financially and are rated as better places to work. Their cultures also tend to be more resilient during difficult economic periods.
3. Adopting aspects of servant leadership, like emphasizing listening, empathy, and community-building, may help companies see improvements in areas like productivity, innovation, and employee retention. While soft skills, changing culture takes
The document discusses how CEOs perceive the current economic environment as vastly more complex than before. It notes that 79% of CEOs expect complexity to increase further. While most CEOs doubt their ability to manage complexity, some organizations have consistently performed well ("Standouts"). The summary explores how Standouts may mitigate complexity and convert it into opportunities.
Ernest Shackleton's 1914 expedition to Antarctica ended in disaster when their ship, the Endurance, became trapped and sank in ice. Shackleton and his crew of 27 men were stranded for months, drifting on ice floes. They eventually made it to land in lifeboats, but faced extreme conditions with little resources. Shackleton risked another dangerous journey to get help, leading a small crew across mountainous icy terrain to reach a whaling station. After several attempts, he succeeded in rescuing all of his crew, in what was considered a heroic survival story against all odds. The document discusses how Shackleton's leadership and ability to adapt to changing circumstances through resilience and teamwork can provide lessons for leading organizations through digital disruption and
Economic conditions have shifted significantly since the last Wisdom Exchange. The program held in February 2009 aimed to give the presidents and CEOs of Ontario's most successful Small and Medium Enterprises the tools to both face these challenges and develop new opportunities.
Learning & Development - Shifting From Normal to the New NormalRoshan Thiran
In this presentation, Roshan Thiran shares his insights on how the Learning, Development and Engagement functions in organisations are changing. He also shares insights on how HR and Learning professionals can adapt to these changes by leveraging technology and being transformation focused
Leadership is the art of motivating a group of people to act toward achieving a common goal. In this presentation lets see how the leadership very important to success in the international markets.
MUTAZ
Creating a Culture that Develops Leaders as a driver for Innovation and Growthjianyau
GE prides itself in the ability to constantly push the boundaries of innovation through its leaders who are groomed to drive businesses forward in solving the problems of tomorrow’s world. Global Leader of Executive Development, GE, Janice Semper, talks about how GE leads the battle for innovation and growth through its executive development programs.
Programme management has evolved over the past 10 years but still has room for improvement. While the use of portfolio management and benefits tracking has increased, many organizations do not use these techniques fully or allow political support to outweigh project viability. Speakers discussed how benefits realization, governance, and a focus on people aspects have improved but are still challenges. The field continues to mature with growing guidance resources and recognition that leadership must guide change management for success.
How do you become a leader in the tech industry_.pdfAnil
Becoming a leader in the tech industry requires a combination of technical expertise, leadership skills, and a strategic mindset. Here are some steps you can take to position yourself as a leader in the tech industry
Capitalising on Complexity - Insights from the Global CEO StudyThink Ethnic
Most CEOs doubt their ability to manage rapidly escalating complexity in today's volatile and uncertain global environment. However, some organizations called "Standouts" have consistently performed well financially over the past five years despite increased complexity. Standouts likely mitigate complexity and convert it into opportunity through new leadership styles, better understanding of customers, and flexible organizational structures. However, more investigation is needed to understand how Standouts are adapting to thrive in today's complex world.
BMGI Automotive Industry Event - Executive SummaryBMGI India
Executive Summary of the event 'Lean as a Strategic Driver for Business Ecosystem' held by BMGI India on 23rd April 2012 at the Radisson, Pune. Speakers & Panelists Included:
1. Mr Kiran Bhojraj, Corporate Quality
Head from John Deere
2. Mr Shree Phadnis, Country Deployment Champion, Business Excellence, SKF
India
3. Mr S N Dilip, Head - Manufacturing, Apollo Tyres
4. Dr Christoph Graumann,
Director of Manufacturing, Volkswagen India
5. Mr Shailendra Jagtap, Director of Manufacturing, John Deere
6. Mr Suhas Kshirsagar, Corporate Quality
Head, VIP Bags
and the panel discussion on 'Lean for designing organizational DNA' was moderated by Mr. Naresh T. Raisinghani, Executive Director & CEO, BMGI India
SA #1 What is Ekman Divergence Wherewhat are three location.docxrtodd599
SA #1: What is Ekman Divergence? Where/what are three locations/conditions
where this phenomenon occurs in the ocean? What physical oceanographic
phenomenon is a consequence of divergence? What sort of biological response
is also frequently associated with divergence?
SA #3: Consider sunlight striking planet Earth and the energy that subsequently
radiates back to space. Describe what kind of light enters and leaves the Earth.
Are these two energy fluxes in balance at all locations on Earth? Are they in
balance on average? What role does the ocean play in the movement of energy
at Earth’s surface?
1.
Global Leadership 2019-2020
Under Guidance from Dr. Sriram Rajagopalan
LDR 6145
Northeastern University
Table of Contents
Global Leadership Success Through Emotional and Cultural Intelligences.....................................5
The Global Leadership of Carlos Ghosn at Nissan.........................................................................17
Gojo Industries: Aiming for Global Sustainability Leadership.........................................................29
Leadership in a Globalizing World..................................................................................................41
Regional Strategies for Global Leadership.....................................................................................85
Rising Costs of Bad Leadership.....................................................................................................99
Learning to Manage Global Innovation Projects...........................................................................103
Global Leadership 2019-2020 LDR 6145
Under Guidance from Dr. Sriram Rajagopalan Northeastern University
2.
Global leadership success through emotional and
cultural intelligences
Ilan Alon, James M. Higgins*
Roy E. Crummer Graduate School of Business, Rollins College, 1000 Holt Ave-2722, Winter Park, FL 32789,
USA
Abstract Culturally attuned and emotionally sensitive global leaders need to be
developed: leaders who can respond to the particular foreign environments of
different countries and different interpersonal work situations. Two emerging
constructs are especially relevant to the development of successful global leaders:
cultural and emotional intelligences. When considered under the traditional view of
intelligence as measured by IQ, cultural, and emotional intelligences provide a
framework for better understanding cross-cultural leadership and help clarify
possible adaptations that need to be implemented in leadership development
programs of multinational firms. This article posits that emotional intelligence (EQ),
analytical intelligence (IQ), and leadership behaviors are moderated by cultural
intelligence (CQ) in the formation of global leadership success.
D 2005 Kelley School of Business, Indiana University. All rights reserved.
bBut when a prince acquires the sovereignty of a
country differing from his own .
DBS Bank was recognized by Harvard Business School as one of the top ten digital transformations of the last decade and it also won the top three most prestigious world bank awards.
This presentation is a summary from my book World’s Best Bank - A Strategic Guide to Digital Transformation that tells the story of how DBS became the world’s best bank by leveraging digitalization.
Several large companies attempted digital transformations in recent years but many failed or struggled. GE created a new GE Digital business unit in 2015 but it tried to do too much without a clear strategic focus. Ford created a new Smart Mobility segment in 2014 but it was not well integrated with the rest of the company. Procter & Gamble aimed to be the "most digital company on the planet" in 2012 but its broad goal lacked purpose as it failed to consider industry trends and the economy. These examples show that digital transformations often fail when companies try to do too much without a strategic focus, and when digital efforts are not well integrated with the overall business.
The document discusses how most CEOs feel unprepared for the rapidly escalating complexity in today's economic environment, which they see as substantially more volatile, uncertain, and complex, however a group of "Standout" organizations have consistently performed well by mitigating complexity. Global shifts like increased interconnectivity and the rise of new technologies are compounding complexity. While CEOs expect disruption to continue, they must find new ways to lead their organizations to succeed in this drastically changed world.
1. Global Leadership 2019-2020Under Guidance from Dr.MargenePurnell14
1.
Global Leadership 2019-2020
Under Guidance from Dr. Sriram Rajagopalan
LDR 6145
Northeastern University
Table of Contents
Global Leadership Success Through Emotional and Cultural Intelligences.....................................5
The Global Leadership of Carlos Ghosn at Nissan.........................................................................17
Gojo Industries: Aiming for Global Sustainability Leadership.........................................................29
Leadership in a Globalizing World..................................................................................................41
Regional Strategies for Global Leadership.....................................................................................85
Rising Costs of Bad Leadership.....................................................................................................99
Learning to Manage Global Innovation Projects...........................................................................103
Global Leadership 2019-2020 LDR 6145
Under Guidance from Dr. Sriram Rajagopalan Northeastern University
2.
Global leadership success through emotional and
cultural intelligences
Ilan Alon, James M. Higgins*
Roy E. Crummer Graduate School of Business, Rollins College, 1000 Holt Ave-2722, Winter Park, FL 32789,
USA
Abstract Culturally attuned and emotionally sensitive global leaders need to be
developed: leaders who can respond to the particular foreign environments of
different countries and different interpersonal work situations. Two emerging
constructs are especially relevant to the development of successful global leaders:
cultural and emotional intelligences. When considered under the traditional view of
intelligence as measured by IQ, cultural, and emotional intelligences provide a
framework for better understanding cross-cultural leadership and help clarify
possible adaptations that need to be implemented in leadership development
programs of multinational firms. This article posits that emotional intelligence (EQ),
analytical intelligence (IQ), and leadership behaviors are moderated by cultural
intelligence (CQ) in the formation of global leadership success.
D 2005 Kelley School of Business, Indiana University. All rights reserved.
bBut when a prince acquires the sovereignty of a
country differing from his own both in language,
manners, and intellectual organization, great dif-
ficulties arise; and in order to maintain the
possession of it, good fortune must unite with
superior talent.Q —Niccolo Machiavelli, The Prince
1. Global interaction and interpersonal
relationships
To say that globalization is upon us is axiomatic.
Conducting global, international, and cross-cul-
tural business is a mundane reality for most
contemporary large organizations. Even if your
business is a medium- or small-sized firm, you
have probably experienced globalization through
interactions with global participants that belong
to at lea ...
1) CEOs now see complexity as their biggest challenge rather than change. 79% expect complexity to increase further.
2) While most CEOs doubt their ability to manage growing complexity, some "Standout" organizations have used it to their financial advantage over the past 5 years.
3) CEOs say creativity is now the most important leadership quality to navigate complexity successfully. Standout companies practice and encourage experimental, creative thinking.
The document discusses how most CEOs feel unprepared for today's highly complex environment characterized by increased globalization, uncertainty, and interconnectedness. While complexity is expected to rise further, some organizations have been able to turn it into a competitive advantage by embracing creative leadership, reinventing customer relationships, and building operating dexterity. The document examines how these "Standout" organizations mitigate complexity and highlights the new approaches CEOs say are needed to succeed in today's drastically changed world.
1) CEOs now see complexity, rather than change, as their primary challenge due to a highly volatile, uncertain, and complex global environment.
2) While 79% of CEOs expect complexity to increase further, some organizations have managed to turn greater complexity into financial advantage.
3) CEOs identified creativity as the most important leadership quality for navigating increasing complexity.
This document discusses the servant leader model and its potential benefits for businesses. It provides 3 key points:
1. The servant leader model focuses on serving employees and prioritizing their growth and well-being over traditional business metrics like profits. This can create a more positive and innovative company culture.
2. Research has shown companies with servant leadership cultures often outperform peers financially and are rated as better places to work. Their cultures also tend to be more resilient during difficult economic periods.
3. Adopting aspects of servant leadership, like emphasizing listening, empathy, and community-building, may help companies see improvements in areas like productivity, innovation, and employee retention. While soft skills, changing culture takes
The document discusses how CEOs perceive the current economic environment as vastly more complex than before. It notes that 79% of CEOs expect complexity to increase further. While most CEOs doubt their ability to manage complexity, some organizations have consistently performed well ("Standouts"). The summary explores how Standouts may mitigate complexity and convert it into opportunities.
Ernest Shackleton's 1914 expedition to Antarctica ended in disaster when their ship, the Endurance, became trapped and sank in ice. Shackleton and his crew of 27 men were stranded for months, drifting on ice floes. They eventually made it to land in lifeboats, but faced extreme conditions with little resources. Shackleton risked another dangerous journey to get help, leading a small crew across mountainous icy terrain to reach a whaling station. After several attempts, he succeeded in rescuing all of his crew, in what was considered a heroic survival story against all odds. The document discusses how Shackleton's leadership and ability to adapt to changing circumstances through resilience and teamwork can provide lessons for leading organizations through digital disruption and
Economic conditions have shifted significantly since the last Wisdom Exchange. The program held in February 2009 aimed to give the presidents and CEOs of Ontario's most successful Small and Medium Enterprises the tools to both face these challenges and develop new opportunities.
Learning & Development - Shifting From Normal to the New NormalRoshan Thiran
In this presentation, Roshan Thiran shares his insights on how the Learning, Development and Engagement functions in organisations are changing. He also shares insights on how HR and Learning professionals can adapt to these changes by leveraging technology and being transformation focused
Leadership is the art of motivating a group of people to act toward achieving a common goal. In this presentation lets see how the leadership very important to success in the international markets.
MUTAZ
Creating a Culture that Develops Leaders as a driver for Innovation and Growthjianyau
GE prides itself in the ability to constantly push the boundaries of innovation through its leaders who are groomed to drive businesses forward in solving the problems of tomorrow’s world. Global Leader of Executive Development, GE, Janice Semper, talks about how GE leads the battle for innovation and growth through its executive development programs.
Programme management has evolved over the past 10 years but still has room for improvement. While the use of portfolio management and benefits tracking has increased, many organizations do not use these techniques fully or allow political support to outweigh project viability. Speakers discussed how benefits realization, governance, and a focus on people aspects have improved but are still challenges. The field continues to mature with growing guidance resources and recognition that leadership must guide change management for success.
How do you become a leader in the tech industry_.pdfAnil
Becoming a leader in the tech industry requires a combination of technical expertise, leadership skills, and a strategic mindset. Here are some steps you can take to position yourself as a leader in the tech industry
Capitalising on Complexity - Insights from the Global CEO StudyThink Ethnic
Most CEOs doubt their ability to manage rapidly escalating complexity in today's volatile and uncertain global environment. However, some organizations called "Standouts" have consistently performed well financially over the past five years despite increased complexity. Standouts likely mitigate complexity and convert it into opportunity through new leadership styles, better understanding of customers, and flexible organizational structures. However, more investigation is needed to understand how Standouts are adapting to thrive in today's complex world.
BMGI Automotive Industry Event - Executive SummaryBMGI India
Executive Summary of the event 'Lean as a Strategic Driver for Business Ecosystem' held by BMGI India on 23rd April 2012 at the Radisson, Pune. Speakers & Panelists Included:
1. Mr Kiran Bhojraj, Corporate Quality
Head from John Deere
2. Mr Shree Phadnis, Country Deployment Champion, Business Excellence, SKF
India
3. Mr S N Dilip, Head - Manufacturing, Apollo Tyres
4. Dr Christoph Graumann,
Director of Manufacturing, Volkswagen India
5. Mr Shailendra Jagtap, Director of Manufacturing, John Deere
6. Mr Suhas Kshirsagar, Corporate Quality
Head, VIP Bags
and the panel discussion on 'Lean for designing organizational DNA' was moderated by Mr. Naresh T. Raisinghani, Executive Director & CEO, BMGI India
SA #1 What is Ekman Divergence Wherewhat are three location.docxrtodd599
SA #1: What is Ekman Divergence? Where/what are three locations/conditions
where this phenomenon occurs in the ocean? What physical oceanographic
phenomenon is a consequence of divergence? What sort of biological response
is also frequently associated with divergence?
SA #3: Consider sunlight striking planet Earth and the energy that subsequently
radiates back to space. Describe what kind of light enters and leaves the Earth.
Are these two energy fluxes in balance at all locations on Earth? Are they in
balance on average? What role does the ocean play in the movement of energy
at Earth’s surface?
1.
Global Leadership 2019-2020
Under Guidance from Dr. Sriram Rajagopalan
LDR 6145
Northeastern University
Table of Contents
Global Leadership Success Through Emotional and Cultural Intelligences.....................................5
The Global Leadership of Carlos Ghosn at Nissan.........................................................................17
Gojo Industries: Aiming for Global Sustainability Leadership.........................................................29
Leadership in a Globalizing World..................................................................................................41
Regional Strategies for Global Leadership.....................................................................................85
Rising Costs of Bad Leadership.....................................................................................................99
Learning to Manage Global Innovation Projects...........................................................................103
Global Leadership 2019-2020 LDR 6145
Under Guidance from Dr. Sriram Rajagopalan Northeastern University
2.
Global leadership success through emotional and
cultural intelligences
Ilan Alon, James M. Higgins*
Roy E. Crummer Graduate School of Business, Rollins College, 1000 Holt Ave-2722, Winter Park, FL 32789,
USA
Abstract Culturally attuned and emotionally sensitive global leaders need to be
developed: leaders who can respond to the particular foreign environments of
different countries and different interpersonal work situations. Two emerging
constructs are especially relevant to the development of successful global leaders:
cultural and emotional intelligences. When considered under the traditional view of
intelligence as measured by IQ, cultural, and emotional intelligences provide a
framework for better understanding cross-cultural leadership and help clarify
possible adaptations that need to be implemented in leadership development
programs of multinational firms. This article posits that emotional intelligence (EQ),
analytical intelligence (IQ), and leadership behaviors are moderated by cultural
intelligence (CQ) in the formation of global leadership success.
D 2005 Kelley School of Business, Indiana University. All rights reserved.
bBut when a prince acquires the sovereignty of a
country differing from his own .
DBS Bank was recognized by Harvard Business School as one of the top ten digital transformations of the last decade and it also won the top three most prestigious world bank awards.
This presentation is a summary from my book World’s Best Bank - A Strategic Guide to Digital Transformation that tells the story of how DBS became the world’s best bank by leveraging digitalization.
Several large companies attempted digital transformations in recent years but many failed or struggled. GE created a new GE Digital business unit in 2015 but it tried to do too much without a clear strategic focus. Ford created a new Smart Mobility segment in 2014 but it was not well integrated with the rest of the company. Procter & Gamble aimed to be the "most digital company on the planet" in 2012 but its broad goal lacked purpose as it failed to consider industry trends and the economy. These examples show that digital transformations often fail when companies try to do too much without a strategic focus, and when digital efforts are not well integrated with the overall business.
Keynote - Strategy Execution in a Digital World Robin Speculand
Yesterday’s success no longer guarantees tomorrow’s results. Digitalization is dramatically transforming the way businesses operate today.
Sharing practical stories and examples, presenter Robin Speculand outlines best practices used by early adopters. He also explains why not every organization needs to be digitally driven immediately by examining strategy cadence and how digital execution differs from past strategy executions.
Seminar - Strategy Implementation for Leaders Robin Speculand
The longest running course on the subject in the world.
Slide deck is from my seminal seminar.
Leaders need the ability to craft a winning strategy and the skill to implement it. But only a few have both. The challenge is that leaders have been taught how to plan but not how to implement. This is reflected in the high implementation failure rate.
No leadership team walks into a conference room and declares, ‘‘Let’s create a bad strategy!’’ Each member of the leadership team thinks the strategy is good. But only when a successful implementation follows can this team be proven right.
Since 2000, this foundation course has come alive for over 25,000 leaders worldwide, providing them with an awareness and understanding of what strategy implementation is, why it is so difficult to achieve and how to avoid the most common mistakes.
To create a strategy, the best minds in the organization come together. They devote their time, energy and effort to identifying ways they can outplay the competition, increase customer loyalty and improve shareholder value. Yet despite their best attempts, more than two-thirds of strategy implementations fail.
It is even more acute that leaders know the reasons why implementation fails yet they habitually repeat the same mistakes!
Customers notice the implementation of your strategy, not the strategy itself!
This document discusses Robin Speculand and their expertise in strategy and digital implementation. It provides examples of how artificial intelligence is being used in various contexts like recruiting, photo tagging, and ride recommendations. AI is presented as both a threat and opportunity. The document also discusses analytics maturity models and how descriptive, diagnostic, predictive, and prescriptive analytics can be applied. Big data and machine learning are positioned as important for the future.
Leader have been taught how to plan but not how to execute and this has created a strategy execution skills gap. The skills gap is a key reason that more strategy executions fail than succeed.
This keynote address how leaders can succeed where most of their competition are failing by .
Once leaders have created the strategy it has to be executed and this is far from fait accompli; especially in a digital world where execution is even tougher. But leaders don’t execute strategy, their people do. Leaders are responsible for crafting the strategy and then overseeing and championing its execution.
As stewards of the strategy, they must engage and support the people, communicate it, align it to the culture, identify the right measures, change the processes and constantly review its execution.
Strategy is about making the tough choices; execution is about taking the right actions
This document provides tips and strategies for building a seven-figure speaking business in Singapore, covering topics such as branding, revenue opportunities, customer experience, business structure, and marketing. It emphasizes the importance of managing your brand and marketing, designing high-quality promotional materials, testing outgoing content, and delivering exceptional presentations. The document also discusses diversifying revenue streams through products, courses, books, and keynotes, as well as scaling the business through referrals, always delivering one's best work, and continuing to learn and evolve over time.
Too many leaders on too many occasions have been involved in too many failures. We have piqued their curiosity. Leaders now want to know what they specifically need to do to successfully drive the strategy execution through the organization.
The introduction of digital has reshaped the way we market books.
In 2005 I self-published the international best seller Bricks to Bridges and invested $100,000 in marketing the book across three continents. In 2017 I published Excellence in Execution with Morgan James and invested $20,000 in marketing. Will I have five times less impact? Of course not, because it has never been easier to promote your book for less. In 2005 the internet was just in its infancy. To date I have sold over 41,000 books. Heres how.
The document discusses the challenges of strategy implementation and why it often fails. It notes that leaders are typically trained in strategic planning but not execution. Some of the top reasons for implementation failure include underestimating the challenge, not aligning the organization to take the right actions, and failing to communicate the strategy effectively. Successful implementation requires engaging employees, creating a sense of urgency, constantly communicating progress and changes, aligning processes to the new strategy, and reinforcing the desired behaviors through performance measurement and culture alignment.
How do you implement strategy successfully? Achieving Excellence in Execution is not easy. Here are essential tips for you to succeed from 14 years of research.
This document presents the findings of a survey conducted by Bridges Business Consultancy Int Pte Ltd on strategy implementation. Some key findings include:
- Almost all companies surveyed were developing a new strategy or vision/mission/values.
- 80% of leaders feel their company is good at crafting strategy but only 44% at implementing it, and only 2% are confident of achieving 80-100% of strategic objectives.
- 70% of leaders spend less than one day per month reviewing strategy.
- Leaders believe only 5% of employees have a basic understanding of company strategy.
- The top three toughest implementation challenges are ensuring different actions, aligning to company culture, and gaining support
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
Industrial Tech SW: Category Renewal and CreationChristian Dahlen
Every industrial revolution has created a new set of categories and a new set of players.
Multiple new technologies have emerged, but Samsara and C3.ai are only two companies which have gone public so far.
Manufacturing startups constitute the largest pipeline share of unicorns and IPO candidates in the SF Bay Area, and software startups dominate in Germany.
How to Implement a Strategy: Transform Your Strategy with BSC Designer's Comp...Aleksey Savkin
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Lean, Mean and On Your Screen About This Author
Posted on May 14, 2012 by trump
Robin Speculand
Lean Mean and on Your Screen – Today’s Fitter Leaders Chief Executive, Bridges Business
Consultancy Int
There is a fascinating comparison between the speed at which leaders must operate today and the growth
of triathlons, yes triathlons. Leaders must be more nimble, more responsive to changes and permanently
Robin Speculand, the author of Beyond Strategy
on their toes ready to pounce at the next opportunity.
– The Leader’s Role In Successful
Implementation, John Wiley & Sons and the
Only 20 years ago, in business, when we were planning for the future we were able to look 10 years
international bestseller Bricks to Bridges – Make
ahead. Now very few industries are able to plan for more than the next three years. The accelerated
Your Strategy Come Alive.
changes mean that today a corporate strategy can be obsolete even before it’s fully executed. Just like
when software is developed it can be obsolete by the time it reaches the consumer. The Global Financial
Crises (GFC) forced many companies to revisit their strategy and is an example of how leaders are under FEATURED AD
constant pressure to be alert, aware of the shifting strategic landscape and conscious of how fast their
business models are changing. Fortune Magazine predicts the forecast for most companies as… “Continued
chaos with a Chance of Disaster.” The challenge for leaders is getting comfortable with it and responding
to it.
The good old days of setting the direction and then sitting back and watching the performance are long
gone. On top of the additional pressures is that leaders must now focus on the implementation to
accelerate it and ensure its success. They must be constantly on their toes and fitter than ever.
This additional pressure has pushed many leaders to seek an alternative outlet for stress relief and instead
of an extra beer at the end of the day (or gin and tonic) they have turned to exercise. Gym memberships
are up in many cities but that alone is not an indicator of leaders becoming fitter as there is a difference
between joining a gym and using it. A better barometer of leaders becoming fitter is the global growth of
triathlons/ironman races over the last 20 years.
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The first ever ironman was in Hawaii, consisting of a 2.4-mile (3.86 km) swim, a 112-mile (180.25 km) bike Username:
and a marathon (26.2 miles 42.195 km) run in 1978. An insane concept that only 15 participants were
crazy enough to attempt and only 12 finished. (The winning time was 11 hours, 46 minutes and 58 Password:
seconds.) The ironman concept was born out of an argument about who were fitter swimmers, runners or
others. Today tens-of-thousands compete to try to be privileged enough to be allowed to compete in one Remember me
of the treasured 1,800 places every year. Login »
The training time involved to be fit enough to compete in a full ironman is too heavy for most leaders, at
Register
roughly 4-6 hours a day. The shorter races are more realistic challenges and are becoming more and more
popular. For example Singapore’s annual half ironman participation grew by 50% this year, its marathon
and triathlon, last year, were both full and had to turn away willing participants. Triathlons have been
appearing in cities all over the world. Training for all three endurance events is excellent cardiovascular Asia Hr News – Google News
exercise and personal challenge. Also training for three different disciplines, provides a more balanced, US House Thumbs Down Bill
Allowing US Naval Vessel Repairs
whole-body muscular development than just training for a single discipline. The acknowledgment in
May 21, 2012
triathlons’ popularity was sealed in 2000 when it was added as an Olympic sport in Sydney.
TMP Worldwide To Present
Webinar On Digital Sourcing:
Leaders every day are turning to sports not only to de-stress but also to be fitter to deal with pressures in
May 21, 2012
the office. Flying 24 hours for a two-day meeting has become modus operandi, as is an 18-hour work day
and midnight conference calls. The rapid speed at which leaders must keep revisiting and implementing Komli Launches 'Play'Video
Advertising Solution In Southeast
the strategy is pushing many leaders on to the road, bike, or into the water or all three.
May 21, 2012
The biggest payoff is that healthier and fitter you become the more energy, creativity and higher Human Resources News Latest RSS Headlines
resistance to illness you have. Over the last 14 years in Singapore and the region leaders have been tested – Big News Network.com
at all levels. Consider the P.E.S.T. (Political, Economic, Social, and Technological) factors that have Standard & Poor's Downgrades
impacted business in SE Asia over that period. WPAHS Bonds
May 22, 2012
Cooperman Named Portland
Treasurer
http://justhrasia.com/lean-mean-and-on-your-screen 22/5/2012
2. Lean, Mean and On Your Screen | JustHR Asia Page 2 of 3
In July 1997 the Thai baht collapsed instigating the Asian financial crises. Two years later the technology May 22, 2012
bubble starts to burst. Then there is the inhuman and horrific attack on the twin towers. A year later
D.R. Horton To Ask Hawaii LUC For
terrorism hits the popular holiday resort of Bali. Then just as we are starting to get back to business as More Time For Hoopili Project
usual in 2003 Severe Acute Respiratory Syndrome or SARS hits the region. Hotels are empty, flights are May 22, 2012
again avoided and many restaurants go under as business vanished as people avoided contact with other
Human Resource News
people. This was followed a year later by Avianinfluenza or bird flu.
Guru Stocks Raising Dividends:
STAG, PCBK, NSP, SWY, NI
On December 26, 2004 the IndianOcean earthquake and resulting tsunami causing devastation wherever it May 21, 2012
hit and 100,000s of people lost their lives. Then just as we are starting to recover in 2007 there is the
Monster Seeks Fresh Mojo By
financial market meltdown and two years after that we are hit by Influenza A (H1N1) flu – also known as
Merging Facebook Networking App
swine flu. This year alone we have has the floods in Queensland, the earthquakes Christchurch and Japan May 21, 2012
unrest across the Middle East.
Software Engineer / 1458
It pays for leaders to stay on top of their game and it pays for them to stay lean and fit more than ever May 21, 2012
before.
UPCOMING HR EVENTS
• Post to Facebook Global Learning Summit Singapore
• Post to Twitter 2012 – Success!
• Add to LinkedIn
22-Feb-12
• Add to Google Bookmarks
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6 Responses to Lean, Mean and On Your Screen
Vanessa Lee Taub says:
May 16, 2012 at 3:54 am
Sounds like a valid comparisons!
It may be useful to hear your ‘fitness’ ‘agility’ strategies in the workplace….
Reply
andrew grant says:
May 16, 2012 at 6:52 am
thiis is such a true article from a person that knows both marathons and the business world
Reply
Laura Gordon says:
May 16, 2012 at 7:15 am
Great article and absolutely spot on. As businesses and leaders need to stay ahead of the
competition, competing in sporting events is exactly the right discipline. It keeps one focused on
goals and objectives and highlights the importance of preparation creating the right mindset for
optimum performance in and out of the workplace. Not only is the rigour and discipline of training
is so much healthier than going out for drinks or heavy meals after work, but training and
competing together is also a great way to build and cement business relationships, find like minded
people and as Robin says is a great conduit to creative thinking.
Reply
Claire Rubman says:
May 16, 2012 at 12:30 pm
This is an excellent article. As a leader in the educational field, I can attest to the value of
exercise and fitness to keep the mind in shape. Exercise also lowers our stress levels and helps us
to stay physically healthy. We should put our endorphins to work for us – great article…
Reply
Gary Berman says:
May 16, 2012 at 11:45 pm
All too true.
This bloke really knows what he’s on about.
As they sayings go:
- “All work and no play makes Jack a dull boy”.
- “Work Hard/Play Hard”.
Reply
Derek Stewart says:
http://justhrasia.com/lean-mean-and-on-your-screen 22/5/2012
3. Lean, Mean and On Your Screen | JustHR Asia Page 3 of 3
May 17, 2012 at 4:58 pm
Good article and it is so true. As a business leader I face the same challenges as many executives or
managers.
I started competing at the age of 46 in triathlons despite not being a swimmer or a cyclist. 2 years
later I became an Ironman and on Saturday will be competing in Lanzarote Ironman.
This journey has made me fitter than ever before but also better equipped to handle the
challenges in business.
I have spoken at conferences explaining the link between Ironman and business and how my 5 step
approach, used in preparing for Ironman, improves personal and business performance. With a 5
step plan you can accomplish things you never thought possible.
Reply
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