The document discusses how digital technologies and the internet are driving revolutionary changes that undermine traditional management practices developed during the industrial era. It argues that the current focus on short-term profits and shareholder value is holding many companies back from realizing the full potential of new technologies. To fully harness innovation, management needs to shift away from this industrial mindset towards a new model that values human capital, creativity, and long-term value creation over short-term gains. If not, outdated management could stifle technological progress and its ability to improve lives worldwide.
SMAC : social mobile analytics and Cloud is today disrupting markets in a big way. Today smaller business and the giants both can use SMAC as an enabler to innovate and create product differentiation.
Digital technologies are converging in a way that will disrupt every industry within the next 10 years. The best response is not to react in haste, or to be complacent, but to be coherent: to develop a solid strategic identity, grounded in your own digitally enabled capabilities.
AI driven automation will create wealth and expand economies. Find out the views of the Executive Office of the US President in this AI Government led initiative.
“The prosperity the United States enjoys today is due in no small part to investments the nation has made in research and development at universities, corporations, and national laboratories over the last 50 years.”
SMAC : social mobile analytics and Cloud is today disrupting markets in a big way. Today smaller business and the giants both can use SMAC as an enabler to innovate and create product differentiation.
Digital technologies are converging in a way that will disrupt every industry within the next 10 years. The best response is not to react in haste, or to be complacent, but to be coherent: to develop a solid strategic identity, grounded in your own digitally enabled capabilities.
AI driven automation will create wealth and expand economies. Find out the views of the Executive Office of the US President in this AI Government led initiative.
“The prosperity the United States enjoys today is due in no small part to investments the nation has made in research and development at universities, corporations, and national laboratories over the last 50 years.”
This white paper is about “virtual organizations”; why they are an emerging trend, what this means for organizations and their personnel, and how Organimi can help successfully bridge some of the gaps and challenges we see organizations facing in managing this transition to “virtual”.
This point of view builds on prior global dialogue on the social value of the organisation, the future of the company and work plus recent debate on the value of data and British Academy research on the future of the corporation.
It looks at the future of the company through three lenses:
Corporate Purpose
The Digital Company
Organisation 3.0
This is being shared in a speech / workshop in Kuala Lumpur and used to kick off further discussions that will take place during 2019 on the future of work, the future of the organisation and the future of the company.
For more information:
Future Agenda
www.futureagenda.org
Future of the Company (2015)
https://www.futureagenda.org/view/initial_perspective/the-future-of-company
Future of Work (2018)
https://www.futureagenda.org/news/future-of-work
Integrated Reporting
http://integratedreporting.org
Future of the Corporation (British Academy)
https://www.thebritishacademy.ac.uk/future-corporation
Purpose of the Corporation (Frank Bold) http://en.frankbold.org/our-work/campaign/purpose-corporation
Trustful and Trustworthy: Manufacturing trust in the digital era.ESADE
At the beginning of the so-called Fourth Industrial Revolution,
speaking about social innovation means looking at the Digital
Economy. This is a new economic paradigm, which not only
makes the Internet an infrastructure and a communication
channel but also a way of creating value. The disruption this
causes places us in a digital world that is ever more connected,
flexible and swifter, changing the social relationships we have
known hitherto out of all recognition. We are shifting from
Business-to-Consumer (B2C)1 models to bilateral or Peer-to-
Peer (P2P) models, where we can both buy and sell and link to
other users through platforms that set the economic heartbeat
of our societies.
O cenário global dos mercados de trabalho estão em mudança, entre empregos de baixa habilidade, desemprego, subemprego e rendimentos estagnados e de outro lado a crescente necessidade de novos talentos, novos conhecimentos e a habilidade mais requerida o aprender-a-aprender.
Entendendo os sinais - Um exercício sobre o futuro propõem uma reflexão sobre as novas oportunidades que novas tecnologias trazem para uma nova era.
Carlos Cruz, IT Strategy and Innovation Director For Financial Services & Startup Mentor.
Future of Work
The future of work is increasingly uncertain. What is clear is that we are in the midst of a major transformation driven by multiple drivers of change. How individuals, companies, cities and governments respond to the upcoming shifts will be pivotal for future economic and social wellbeing, but this is far from straightforward. Some major decisions lie ahead.
Ahead of speeches in London, Kuala Lumpur and several subsequent expert discussions, this is a point of view on how, where and why the future of work is in flux.
It explores three key drivers of change as leaders around the world view it – shifting demographics, technology innovation and the organisational response. In addition, we have highlighted several areas where new policy decisions need to be made.
The full text of the talk and more details are available on https://www.futureagenda.org/news/future-of-work
An accompanying infographic is also on
https://www.futureagenda.org/news/future-of-work1
Networks, swarms and policy. The future of policy making in a complex systems...Alberto Cottica
Modern policy making arose in the 20th century as a series of techniques to optimise a simple system, like a machine. There are now signs that 21st century policy makers are starting to view societies and economies as a complex system instead: one of them is the adoption of network modelling by senior decision makers.
The presentation looks at some of the emerging consequences of this new world view for public policies, including a new set of policy tools for smart swarms of citizens. I conclude by trying to paint a big picture of the shift in modern policy making and the role of the state.
Presentation at the INSITE final conference, 9-10May 2014, Venice.
Next Wave of Fintech: Redefining Financial Services through TechnologyRobin Teigland
The Stockholm School of Economics and PA Consulting present The Next wave of Fintech, a sequel to the 2015 Stockholm Fintech Report, focusing on the new InsurTech and RegTech segments. The report, which describes and quantifies the Swedish market for these segments, contains valuable insights and recommendations for decision makers at banks, incubators, startup companies, public authorities and investors.
Books2Byte – 2002 (Archives)
Write-ups about the following books: From 0 to 1, Software Rules, Successful Talent Strategies, Managing Einsteins, The Bible Code 2
The Lone Star State is well known for being large in size, but did you know that they are also a major technology hub? Texas ranks only second to California in the number of technology jobs in America. In this infographic, Experts Exchange highlights the growth of the industry in Texas and takes a look at employment across technology jobs within the state. See how it stacks up next to other states, and explore the showdown between the two growing hubs of Austin and Dallas.
Insights from the World Economic Forum in Davos, where world leaders discussed the importance of emerging markets and how technology is changing the way we connect with each other.
Putting Transformation back to Digital Transformation Enabled
There is a high chance that when somebody says “digital transformation,” they mean something else. But what is it & how can you disrupt others or self-disrupt?
A companion to the blog post on digital transformation here https://goo.gl/UpRC9X
The digital workplace is a new imperative for the public sector. The same factors that are propelling digital transformation in the private sector are also producing severe disruption in the public sphere.
New giants like Amazon, Google, Apple, and
Facebook, along with emerging ones like Uber and
Airbnb, reap the benefits of new phenomena: the
“winner take all” network effects. Advancing technology
will leave no aspect of working and private life unaffected
— as many more of us will learn as automation
expands beyond manual and service work and into
the realm of knowledge work. With this article the blog series on HBR for the Drucker Forum 2015 was kicked off.
This white paper is about “virtual organizations”; why they are an emerging trend, what this means for organizations and their personnel, and how Organimi can help successfully bridge some of the gaps and challenges we see organizations facing in managing this transition to “virtual”.
This point of view builds on prior global dialogue on the social value of the organisation, the future of the company and work plus recent debate on the value of data and British Academy research on the future of the corporation.
It looks at the future of the company through three lenses:
Corporate Purpose
The Digital Company
Organisation 3.0
This is being shared in a speech / workshop in Kuala Lumpur and used to kick off further discussions that will take place during 2019 on the future of work, the future of the organisation and the future of the company.
For more information:
Future Agenda
www.futureagenda.org
Future of the Company (2015)
https://www.futureagenda.org/view/initial_perspective/the-future-of-company
Future of Work (2018)
https://www.futureagenda.org/news/future-of-work
Integrated Reporting
http://integratedreporting.org
Future of the Corporation (British Academy)
https://www.thebritishacademy.ac.uk/future-corporation
Purpose of the Corporation (Frank Bold) http://en.frankbold.org/our-work/campaign/purpose-corporation
Trustful and Trustworthy: Manufacturing trust in the digital era.ESADE
At the beginning of the so-called Fourth Industrial Revolution,
speaking about social innovation means looking at the Digital
Economy. This is a new economic paradigm, which not only
makes the Internet an infrastructure and a communication
channel but also a way of creating value. The disruption this
causes places us in a digital world that is ever more connected,
flexible and swifter, changing the social relationships we have
known hitherto out of all recognition. We are shifting from
Business-to-Consumer (B2C)1 models to bilateral or Peer-to-
Peer (P2P) models, where we can both buy and sell and link to
other users through platforms that set the economic heartbeat
of our societies.
O cenário global dos mercados de trabalho estão em mudança, entre empregos de baixa habilidade, desemprego, subemprego e rendimentos estagnados e de outro lado a crescente necessidade de novos talentos, novos conhecimentos e a habilidade mais requerida o aprender-a-aprender.
Entendendo os sinais - Um exercício sobre o futuro propõem uma reflexão sobre as novas oportunidades que novas tecnologias trazem para uma nova era.
Carlos Cruz, IT Strategy and Innovation Director For Financial Services & Startup Mentor.
Future of Work
The future of work is increasingly uncertain. What is clear is that we are in the midst of a major transformation driven by multiple drivers of change. How individuals, companies, cities and governments respond to the upcoming shifts will be pivotal for future economic and social wellbeing, but this is far from straightforward. Some major decisions lie ahead.
Ahead of speeches in London, Kuala Lumpur and several subsequent expert discussions, this is a point of view on how, where and why the future of work is in flux.
It explores three key drivers of change as leaders around the world view it – shifting demographics, technology innovation and the organisational response. In addition, we have highlighted several areas where new policy decisions need to be made.
The full text of the talk and more details are available on https://www.futureagenda.org/news/future-of-work
An accompanying infographic is also on
https://www.futureagenda.org/news/future-of-work1
Networks, swarms and policy. The future of policy making in a complex systems...Alberto Cottica
Modern policy making arose in the 20th century as a series of techniques to optimise a simple system, like a machine. There are now signs that 21st century policy makers are starting to view societies and economies as a complex system instead: one of them is the adoption of network modelling by senior decision makers.
The presentation looks at some of the emerging consequences of this new world view for public policies, including a new set of policy tools for smart swarms of citizens. I conclude by trying to paint a big picture of the shift in modern policy making and the role of the state.
Presentation at the INSITE final conference, 9-10May 2014, Venice.
Next Wave of Fintech: Redefining Financial Services through TechnologyRobin Teigland
The Stockholm School of Economics and PA Consulting present The Next wave of Fintech, a sequel to the 2015 Stockholm Fintech Report, focusing on the new InsurTech and RegTech segments. The report, which describes and quantifies the Swedish market for these segments, contains valuable insights and recommendations for decision makers at banks, incubators, startup companies, public authorities and investors.
Books2Byte – 2002 (Archives)
Write-ups about the following books: From 0 to 1, Software Rules, Successful Talent Strategies, Managing Einsteins, The Bible Code 2
The Lone Star State is well known for being large in size, but did you know that they are also a major technology hub? Texas ranks only second to California in the number of technology jobs in America. In this infographic, Experts Exchange highlights the growth of the industry in Texas and takes a look at employment across technology jobs within the state. See how it stacks up next to other states, and explore the showdown between the two growing hubs of Austin and Dallas.
Insights from the World Economic Forum in Davos, where world leaders discussed the importance of emerging markets and how technology is changing the way we connect with each other.
Putting Transformation back to Digital Transformation Enabled
There is a high chance that when somebody says “digital transformation,” they mean something else. But what is it & how can you disrupt others or self-disrupt?
A companion to the blog post on digital transformation here https://goo.gl/UpRC9X
The digital workplace is a new imperative for the public sector. The same factors that are propelling digital transformation in the private sector are also producing severe disruption in the public sphere.
New giants like Amazon, Google, Apple, and
Facebook, along with emerging ones like Uber and
Airbnb, reap the benefits of new phenomena: the
“winner take all” network effects. Advancing technology
will leave no aspect of working and private life unaffected
— as many more of us will learn as automation
expands beyond manual and service work and into
the realm of knowledge work. With this article the blog series on HBR for the Drucker Forum 2015 was kicked off.
The Great Transformation - Lead Article for 2014 Drucker Forum by Richard Str...Richard Straub
The article is intended to provide the backdrop for the 2014 Global Peter Drucker Forum in Vienna. It deals with the challenges and opportunities for management in the face of the gigantic changes that we are experiencing in our society. Technology is a game changer - yet it will lead down the wrong path if not accompanied the appreciation of the essence of what it means to be human. Humanist leaders must provide the context and grounding for a society that is in danger to become increasingly technology obsessed. Hence the call for a 2nd Renaissance.
Evaluation of technology, trade, and inclusive development: Chinese experiencesAkhilesh Chandra Prabhakar
The present study begins by surveying, broadly supports the assertion that technology, trade, sustainability and
development-led globalization is the path in the Chinese context not adequately paid to attention except with very few
original or significant contributions. This research examines the existing pattern in the areas of trade, technology,
investment with a view to locate in the development context in the era of globalization. This study also investigates
theories of trade, technology movement under capitalist paradigm along with the empirical one. The survey broadly
supports the frequent, through usually undocumented, assertion that China’s socialist market paradigm was not
different from the capitalist mode of production as tended to neglect and to which they had made few if any original or
significant contributions. Alongside, this study used secondary data and analyzed, where the results confirmed that
foreign direct investment (FDI), trade and economic growth indicated the presence of long-run sustainable equilibrium
relationship between them but created income inequality gap widely among people. It is, thus, important for
policymakers to remove obstacles and improve the respective absorptive capacity in order to reap maximized positive
inclusive development with equality basis.
Olumide Adedeji Ibikunle - The 2016 Peter Drucker ChallengeOlumide Ibikunle
Article addresses the relevance and contributions of 'New Entrepreneurs' to Business and Modern Society. My entry for the 2016 Peter F. Drucker Challenge.
Radical innovation in mining management austmineHendrik Lourens
Social license, Digital transformation, Safety, and Profitability - four issues that seem to be caught in a perpetual trade-off. Spend more time on one, and it reduces the attention given to the others. It's a problem that impacts everyone in the organisation: In this series of articles we will provide a powerful solution that has been developed over 15 years.
The Second Machine Age - an industrial revolution powered by digital technolo...Ben Gilchriest
There have been two big turning points in human history. The first was the industrial revolution, where machines replaced muscle power. The Second Machine Age is the time when machines are now able to take over a lot of cognitive tasks that humans can do. In this Capgemini interview with Erik Brynjolfsson and Andrew McAfee, authors of the recent book "The Second Machine Age" (www.secondmachineage.com), we get a summary view of what the 2nd Machine Age is, what it means for established companies, and how they should react.
I throughly recommend reading this book. It's an excellent summary of the impact and importance of digital and why it's important for companies to do more.
Advances in Artificial Intelligence (AI) technology and related fields have opened up new markets and
new opportunities for progress in critical areas such as health, education, energy, economic inclusion,
social welfare, and the environment. In recent years, machines have surpassed humans in the performance
of certain tasks related to intelligence, such as aspects of image recognition. Experts forecast that rapid
progress in the field of specialized artificial intelligence will continue. Although it is unlikely that
machines will exhibit broadly-applicable intelligence comparable to or exceeding that of humans in the
next 20 years, it is to be expected that machines will continue to reach and exceed human performance on
more and more tasks.
AI-driven automation will continue to create wealth and expand the American economy in the coming
years, but, while many will benefit, that growth will not be costless and will be accompanied by changes
in the skills that workers need to succeed in the economy, and structural changes in the economy.
Aggressive policy action will be needed to help Americans who are disadvantaged by these changes and
to ensure that the enormous benefits of AI and automation are developed by and available to all.
Following up on the Administration’s previous report, Preparing for the Future of Artificial Intelligence,
which was published in October 2016, this report further investigates the effects of AI-driven automation
on the U.S. job market and economy, and outlines recommended policy responses.
This report was produced by a team from the Executive Office of the President including staff from the
Council of Economic Advisers, Domestic Policy Council, National Economic Council, Office of
Management and Budget, and Office of Science and Technology Policy. The analysis and
recommendations included herein draw on insights learned over the course of the Future of AI Initiative,
which was announced in May of 2016, and included Federal Government coordination efforts and crosssector
and public outreach on AI and related policy matters.
Beyond this report, more work remains, to further explore the policy implications of AI. Most notably, AI
creates important opportunities in cyberdefense, and can improve systems to detect fraudulent
transactions and messages.
Future of work An initial perspective by Andrew Curry of The Futures CompanyFuture Agenda
An initial perspective on the future of work by Andrew Curry of The Futures Company. This is the starting point for the global future agenda discussions taking place through 2015 as part of the futureagenda2.0 programme. www.futureagenda.org
Issue 24 of Deloitte Review:
- Accelerating digital transformation in banking
- Social capital: Measuring the community impact of corporate spending
- How leaders are navigating the Fourth Industrial Revolution
- The Industry 4.0 paradox
- Tax governance in the world of Industry 4.0
- Regulating the future of mobility
- Picturing how advanced technologies are reshaping mobility
- To live and drive in LA
- What is work?
- Superminds: How humans and machines can work together
- Are you having fun yet?
- Engaging workers like consumers
- How the financial crisis reshaped the world’s workforce
The death of aspiration the end of work and the emergent culture of middle ...Ged Mirfin
A paper which addresses the issue of how middle class aspirations are being thwarted by the impact of technology on work. It draws on the work of Edward Luttwak (Turbo Capitalism), Jeremy Rifkin (the End of Work thesis); John Kenneth Galbraith (the Culture of Contentment) and Robert D. Putnam (Social Capital). It address the central paradox that the middle classes are being attracted to anti-status quo populist political movements at one and the same time as favouring statsus quo communitarian politics. It concludes by arguing that the nature of politics and political parties will change fundamentally with the emergence of a new form of factionalised based caucus politics which will be much more localised in nature. It suggests that this will lead to tensions within sub-regional Combined Authorities in the UK.
Taurus Zodiac Sign_ Personality Traits and Sign Dates.pptxmy Pandit
Explore the world of the Taurus zodiac sign. Learn about their stability, determination, and appreciation for beauty. Discover how Taureans' grounded nature and hardworking mindset define their unique personality.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
India Orthopedic Devices Market: Unlocking Growth Secrets, Trends and Develop...Kumar Satyam
According to TechSci Research report, “India Orthopedic Devices Market -Industry Size, Share, Trends, Competition Forecast & Opportunities, 2030”, the India Orthopedic Devices Market stood at USD 1,280.54 Million in 2024 and is anticipated to grow with a CAGR of 7.84% in the forecast period, 2026-2030F. The India Orthopedic Devices Market is being driven by several factors. The most prominent ones include an increase in the elderly population, who are more prone to orthopedic conditions such as osteoporosis and arthritis. Moreover, the rise in sports injuries and road accidents are also contributing to the demand for orthopedic devices. Advances in technology and the introduction of innovative implants and prosthetics have further propelled the market growth. Additionally, government initiatives aimed at improving healthcare infrastructure and the increasing prevalence of lifestyle diseases have led to an upward trend in orthopedic surgeries, thereby fueling the market demand for these devices.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Memorandum Of Association Constitution of Company.pptseri bangash
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Remote sensing and monitoring are changing the mining industry for the better. These are providing innovative solutions to long-standing challenges. Those related to exploration, extraction, and overall environmental management by mining technology companies Odisha. These technologies make use of satellite imaging, aerial photography and sensors to collect data that might be inaccessible or from hazardous locations. With the use of this technology, mining operations are becoming increasingly efficient. Let us gain more insight into the key aspects associated with remote sensing and monitoring when it comes to mining.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Sustainability: Balancing the Environment, Equity & Economy
Management's Second Curve
1. 14 www.globalfocusmagazine.com
Management has served us well. Since the Industrial Revolution it
has paved the way for a sustained and accelerating rise in living standards
unheard of and unforeseen. But with the‘digital revolution’, we are entering
a new era where the logic of industrial-age organisation has lost its purchase.
It is time to reinvent it, says Richard Straub
Tumbling transaction costs alter the economics of
organisation and, at a stroke, invalidate old business
models while enabling unimagined new ones
Management’s
Second Curve
2. EFMD Global Focus: Volume 09 Issue 02 | 2015 15
I
t could be said that what previous great
innovations, based on steam, electricity and
the internal combustion engine, did for human
muscle, computers and sensors linked by the
internet are promising to do for the human brain.
Indeed, this has led some in Silicon Valley to talk
seriously of the “singularity”, the talismanic moment
when the computer power of the machine brain
equals or outstrips that of the human variety.
And just as dramatic changes in the human
condition brought about in previous revolutions
– such as urbanisation, large-scale employment,
mass literacy and generalised healthcare –
swept away much of the pre-industrial past, the
accelerating cycles of digital technologies will, for
good or ill, upend much of the socio-economic and
mental structures that we have inhabited for the past
two centuries.
As Charles Handy notes: “The internet and its
corollaries are revolutionising much of our lives,
but taking the guts out of many of our institutions
as they do so”.
Tumbling transaction costs alter the economics of
organisation and, at a stroke, invalidate old business
models while enabling unimagined new ones.
New giants such as Amazon, Google, Apple and
Facebook, along with emerging upstarts such as
Uber and Airbnb, are borne by waves of “winner
takes all” network effects that dramatically speed up
corporate, and leadership, life cycles. Michael Porter
sees the advent of smart connected products as
signalling a new spurt of growth and change. And
beyond that, the implications for further innovations
are simply incalculable. But we can say that no
aspect of working or private life will be unaffected.
A foretaste of what is to come is the rapid progress
of automation not just in routine manufacturing and
service work but also increasingly in knowledge jobs.
In a much-quoted report, the Oxford Martin School
in the UK has predicted that over the next 20 years
45% of US jobs are at “high risk” of being automated.
As artificial intelligence improves, it will not just be
“workers in construction sales and logistics” who feel
the employment pinch; managers, scientists,
engineers, journalists and others in the “creative
industries” will be affected too.
If we continue to take the idea of automation
literally (we don’t have to) the “job” in the sense that
generations of employees have understood it may
be over. At the very least, “we can no longer rely
on the institutions of education and the workplace
to prepare us for life and look after us during it,”
Handy observes.
Management’s Second Curve by Richard Straub
45%Oxford Martin School
in the UK has predicted
that over the next 20
years 45% of US jobs
are at“high risk” of
being automated, as
artificial intelligence
improves, affecting
manual workers
through to the
“creative industries”
Yet dazzling as humankind’s technological
achievements have been, technology itself is
only part of the story. Those achievements are
part of, and embedded in, a larger social reality.
Reviewing the history of growth, the Bank of
England’s Andrew Haldane notes that, “as far as we
can tell historically” the growth spurts in previous
innovation phases were the product of “a complex
mix of the sociological and technological, typically
acting in harmony”.
Alongside technology, increasing social, human
and infrastructure capital have all played a part.
This time, though, Haldane notes that while “the
technological tailwinds to growth are strong,
so too are the sociological headwinds”. These
include increasing inequality, faltering educational
attainment and a rise in impatient, short-term
thinking (as opposed to slow, deep, reflection,
in Daniel Kahneman’s classification) – perhaps partly
due to technology itself in the shape of information
overload.
The role of management
As Peter Drucker once said, the 20th century was
created by management. Like the science-based
technologies, the discipline has evolved over time
as both cause and effect. Governance, processes,
structures, attitudes to customers and employees
shift in response to social, financial and technological
norms.
In turn, expectations are changed by the
transformations that management has helped
to bring about. So it should be no surprise that the
digital revolution requires it to shift again. In business,
too, as Albert Einstein famously observed, “the
significant problems that we face cannot be solved
at the level that we created them.”
This is not just a question of countering the
headwinds (although fostering capital of all kinds is
undeniably part of management’s mandate). Digital
technology like any other is a means, not an end,
and as Henry Mintzberg warns, confusion between
the two is a hallmark of the age.
As the stewards of what Drucker called the
constitutive elements of modern society – its
organisations and institutions – managers have a key
role to play in steering the technology revolution in
a direction that benefits all humanity, not just the
few; and that means a different one from the past.
3. 16 www.globalfocusmagazine.com
There is just one problem: the most important
indicators – the future-oriented ones related to a
company’s intangible human assets, which in the
knowledge-based economy are far more important
than traditional tangible ones – have gone missing
in action.
They are the indicators to gauge the levels of trust
and social capital within an organisation, and the
ability to unleash human creativity and engagement
– just the ones, in fact, that are as indispensable to
the digital revolution as alignment and conformance
were to previous ones. As it is, they are often
considered a luxury, the subject for interesting
discussions on company programmes that may
be discarded if the next quarter’s earnings per share
is under threat.
Optimists would say that there is a more positive
way of viewing these developments, albeit a
backhanded one. As Steve Denning powerfully
argued at the Peter Drucker Forum in 2014, we
may be living through a crossover period where
two economies are running in parallel: a small
but feisty and rapidly expanding creative “new”
economy inhabited by agile, inventive firms
bent on doing their best for customers alongside
an obsolescent “old” economy made up of
established and ponderous corporate titans.
Although the perception endures (rightly) that the
latter wields enormous political and financial power,
it is based on weak foundations.
Writers such as Gerald Davis and Lynn Stout point
out that the universe of US (and UK) publicly
quoted companies is thinning out. There are only
half as many as 15 years ago and their longevity
has shrunk by three-quarters in the last 60 years.
“Entrepreneurs and business people,” claims Stout,
“recognise that public corporations run according
to the principles of shareholder primacy are fragile
and dysfunctional entities, incapable of pursuing
long-range plans. Shareholder-value thinking
appears toxic to many, and perhaps most, public
corporations.”
It is now clear that the industrial-age management
mindset, along with the vested interests it has
generated, has become a rock in the pathway of
fully realising the digital revolution’s huge potential
Measurement, formulas and algorithms
– the 20th century model
Thus far, technological change has been guided by
management’s embrace of scientific rationality and
engineering prowess, based on a one-dimensional
model of human nature (economic man) and belief
in the efficiency of hierarchical command-based
bureaucratic organisations.
But it is now clear that this industrial-age
management mindset, along with the vested
interests it has generated, has become a rock in the
pathway of fully realising the digital revolution’s
huge potential.
This mindset derives on the one hand from the
needs of mass-production for standardisation and
compliance and on the other from management’s
own understandable ambitions to be considered
a testable and predictive science. But in this it has
failed.
To borrow the title of Sumantra Ghoshal’s famous
article, “Bad management theories are destroying
good management practice”.
Consider management actions such as cutting
jobs and investment as a response to currency
fluctuations and the resulting accounting impact
of those cuts on earnings per share. Such cuts
are applauded as canny, even heroic, by stock
markets even as they undermine the longer-term
value-creating capacity of the enterprise.
Consider value-creating investments shunned
or rationalising mergers undertaken for the same
ultimately self-destructive reasons. Share buybacks
are too often preferred to investment in innovation,
entrepreneurship and value creation. And, as
Clayton Christensen and others have shown, internal
innovation tends to obsessively target cost-cutting
instead of the search for new ways to win over
customers and enable employees and partners.
This is the end-point of an implacable logic held
together by measurement, formulas and algorithms
and increasingly dominated by financial indicators
– the 20th century model.
4. EFMD Global Focus: Volume 09 Issue 02 | 2015 17Management’s Second Curve by Richard Straub
3/4The universe of US
(and UK) publicly
quoted companies is
thinning out, there are
only half as many as
15 years ago and their
longevity has shrunk
by three-quarters
in the last 60 years
A Darwinian extinction?
If this trend continues, optimists might argue that the
problem will solve itself through a kind of economic
Darwinism. The dinosaurs will die out; leaving
the field to newer more dynamically managed
corporate life forms. Yet the old order dies hard and
the accumulated system-wide vested interests are
strong. They are not just financial.
Jeffrey Pfeffer and others have repeatedly shown
how, unlike in the physical sciences, social beliefs
can become self-fulfilling. So although most people
would probably profess belief in a degree of human
altruism, if enough of us come to believe and act
to the contrary, as classical neo-liberal economics
proposes, what was originally false makes itself true.
“A growing body of evidence suggests that self-
interested behaviour is learned behaviour and
people learn it by studying economics and business,”
write Pfeffer and his co-authors.
One thing we can posit with some certainty is that
as the first technology and business revolution to
be driven by the economists’ axioms of self-interest
and shareholder value – where the benefits are
supposed to be monopolised by one group in
society – the digital upheaval is less likely to produce
the generalised increase in wellbeing we have seen
in previous editions, let alone eudaimonia, or human
flourishing. Why not? We should hold it as the digital
technologies’ ultimate goal.
Is it coincidence that this time round even techno-
optimists are wondering out loud where the new
internet-age jobs will come from and how the
decline of the middle classes can be reversed?
It seems unlikely. The great casualty of industrial-age
philosophy, it is now clear, is the human being,
reduced to just another resource that can be
sacrificed to the short-term interests of shareholders
and those who see it as their job to serve them.
There are ample signs around us already of the limits
of rational logic and algorithmic determinism that
does not do justice to complex, dynamic social
settings. The digital revolution, the mother of all
technology developments, drags the issue centre
stage.
We are at a fork in the road. One path – a “second
curve”, in Handy’s parlance – requires a conscious
departure from industrial-age management
practices and mindsets that currently hold so many
companies back. The other extends and hard-wires
the existing mechanistic logic in ever more complex
data and software routines that would lead us into
a downward spiral.
As the Future of Life Institute starkly sums it
up: “Technology has given life the opportunity
to flourish like never before… or self-destruct”.
5. 18 www.globalfocusmagazine.com
Being human is consciously to bring
judgment, intuition, creativity, empathy
and values into play. In business, it is
the domain of entrepreneurial thinking
and innovation, of weighing decisions,
of collaboration and trust
ABOUT THE AUTHOR
Richard Straub is Director of Corporate Services at EFMD and President
and founder of the Peter Drucker Society Europe. He is also Secretary
General of the European Learning Industry Group (ELIG) and Senior
Advisor to the IBM Vice President, Global Education Industry.
Management’s second curve
The decisions now being taken in labs, C-suites and
boardrooms will affect everyone on the planet. To
guide them, we need a management that is “good”,
in both senses of the word, building on the best in
humanity as well as better able to predict and bring
about favourable outcomes.
It must acknowledge the reciprocal obligations it
owes to society in return for the privileges conferred
on the corporations that it runs.
It must put the “creative” back in the process of
creative destruction by prioritising investment in
customer- and market-creating innovation over
short-term profits.
And it must use digital technologies to complement
rather than substitute human effort, augment rather
than automate human abilities. That is, add machine
strengths to human strengths to do things that
neither could do on their own, as Tom Davenport
has proposed.
In short, management is in need of a second curve
that sets a new positive path away from the
diminishing returns of the first.
It will require a fresh synthesis of the technocratic
logic that currently rules in politics, economics and
management with a deep understanding of how the
digital disruption is changing the human condition.
This means nothing less than a reframing of
management along lines traced by Drucker, Handy
and others, combining the very best of art and
science, imagination and logic, in a bold and
distinctive liberal art that can make practical
sense of the 21st century.
This article was written in the context of of the
Drucker Forum 2015 “Claiming our Humanity –
Managing in the Digital Age”. More information
via www.druckerforum.org
The importance of being human
It does not have to be the latter course. Unlike
previous industrial revolutions, history and
experience are there to act as guides. We know
(although it is easy to forget) that being human
is about more than analytical intelligence, which
psychologist Howard Gardner has shown to be
just one of seven intelligence skills.
Mechanical marvels like modern airliners have to
“fly by wire”; not being mechanical, humans do not
and should not.
What is most important for humans happens
precisely where there is no replicable logic or
algorithm. Being human is consciously to bring
judgment, intuition, creativity, empathy and values
into play. In business, it is the domain of
entrepreneurial thinking and innovation, of weighing
decisions, of collaboration and trust – qualities
that are utterly different from the machine logic
of networked sensors and processors.
Researcher Carlotta Perez thinks that as the ultimate
“general purpose technology”, digital connectivity
could trigger a “new Golden Age”, with the potential
to outstrip by far the achievements of the steam,
electrical and fuel ages.
But, as this article has argued (and Perez agrees), this
is far from an automatic and foregone conclusion.
To a large degree the golden (or otherwise)
outcome will depend on the choices made by
“society’s leadership group”, as Drucker referred
to managers – those who are called on to allocate
resources on behalf of the economy and of society
as a whole.
6. EFMD Global Focus: Volume 09 Issue 02 | 2015 19
Claiming
our
Humanity –
Managing
in the
Digital age
www.druckerforum.org
SPEAKERS INCLUDE
Rachel Botsman Founder of the Collaborative Lab and author
Charles Edouard Bouée CEO Roland Berger Strategy Consultants
Robin Chase Entrepreneur, Founder & CEO of Buzzcar, former CEO of Zipcar
Tom Davenport Distinguished Professor in Management and Information Technology at Babson College
Claudio Fernández-Aráoz Senior adviser at Egon Zehnder and author
Santiago Iñiguez de Onzoño Dean Instituto de Empresa Business school
James P. (Jim) Keane President and CEO of Steelcase Inc.
James Manyika Director, McKinsey Global Institute
Henry Mintzberg Cleghorn Professor of Management Studies at McGill University
Dambisa Moyo Global economist and author
Kevin Roberts Executive Chairman, Saatchi & Saatchi,
and Head Coach Publicis Groupe
Gillian Tett US Managing editor and columnist, Financial Times
Sherry Turkle Professor of the Social Studies of Science and Technology
at MIT; Director of MIT Initiative on Technology and Self
Thomas Wedell-Wedellsborg Partner at The Innovation Architects;
Advisor to BBC WorldWide Labs
5 I 6 Nov. ViEnna I Hall of Sciences
Aula der Wissenschaften