Platforms for Social Change & Collaborative Leadership
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Slides used for a guest lecture at the Gordon Institute of Business Science for the MBA course on Leadership & Corporate Accountability. The lecture involved sector role-play on a class-selected complex business problem, demonstrating the challenges and opportunities with complexity and collaborative problem solving approaches.
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This document discusses a study exploring factors that motivate women in Saudi Arabia toward entrepreneurial roles. It begins with an introduction providing background on women's entrepreneurship globally and in Saudi Arabia. The study uses semi-structured interviews with 12 female Saudi entrepreneurs to identify empowering factors. Analysis found that 1) access to education contributed to success, 2) strong family/cultural support encouraged entrepreneurship, and 3) mechanisms for overcoming financial challenges included personal wealth, government loans, and business associations. The results aim to help empower more Saudi women as entrepreneurs and further develop the economy.
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1) PechaKucha Night hosted by Adianta School of Leadership and Innovation, which featured speakers from education startups and innovations in preschool, higher education, and non-traditional forms of education.
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This document discusses a study exploring factors that motivate women in Saudi Arabia toward entrepreneurial roles. It begins with an introduction providing background on women's entrepreneurship globally and in Saudi Arabia. The study uses semi-structured interviews with 12 female Saudi entrepreneurs to identify empowering factors. Analysis found that 1) access to education contributed to success, 2) strong family/cultural support encouraged entrepreneurship, and 3) mechanisms for overcoming financial challenges included personal wealth, government loans, and business associations. The results aim to help empower more Saudi women as entrepreneurs and further develop the economy.
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Against a backdrop of massive layoffs and an accelerated version of Schumpeter’s notion of Creative Destruction, the world economy is restructuring around new rules before our very eyes. Employee engagement, already at an all-time low worldwide before the COVID pandemic, is being exposed for the empty charade that it was treated as within most organizations. The only thing that can get us out of this, and see healthy organizations emerge at the other end, is letting go of command and control once and for all and giving the people in our organizations true, unfettered agency.
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[TYPE THE COMPANY NAME] attended several external forums in 2013 related to education and innovation, including:
1) PechaKucha Night hosted by Adianta School of Leadership and Innovation, which featured speakers from education startups and innovations in preschool, higher education, and non-traditional forms of education.
2) Innovate for Good @India organized by Microsoft and QUEST Alliance to help young people develop ideas for social innovation and social entrepreneurship through training and mentoring.
3) A Google Business Group event on using Google Business Photos and early stage funding trends in India.
4) A Learning Curve Corporation event on advanced MBA courses for employees.
5)
Crawl, walk, run, and only then compete - v5.0
UpSpark aims to seed a healthy entrepreneurial ecosystem in Jordan by developing talent and knowledge, and providing startup support structures. To develop talent and knowledge, UpSpark proposes a multi-part program to improve tech education, foster collaboration and acceptance of failure. To provide startup support, UpSpark introduces an open accelerator model that combines education, incubation and acceleration using an open-source philosophy to de-risk startups and facilitate collaboration and business growth. This new model is necessary for emerging economies to compete globally by innovating on existing accelerator models from developed economies.
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This document lists and describes several global events focused on women's leadership, entrepreneurship, and diversity. It provides details on dates, locations, websites, and social media results for 9 events occurring between March and November 2015. The events will take place at locations like the United Nations, Oxford University, and will feature prominent speakers. They aim to empower women, engage men as partners, and leverage diversity and inclusion to support business objectives.
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I need someone to complete these responses for me. They must be at l.docx
I need someone to complete these responses for me. They must be at least 400 words with at least 2 searchable persistent linked references. Thank you!
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Ch. 4: How do you think planning in today’s organizations compares to planning twenty-five years ago? Do you think planning becomes more important or less important in a world where everything is changing fast and crises are a regular part of organizational life? Why?
The changing environment is one of the greatest considerations encounter when leaders begin planning organizationally. “The patterns and events occurring in the environment can be described along several dimensions, such as whether the environment is stable or unstable, homogenous or heterogeneous, simple or complex”
(Daft, 2013, p. 152)
. An additional element that could be considered would be the difference in the use of technology in organizations that allowed the creation of global organizational design challenges.
The need for coordination, transfer of knowledge and innovation, plus the complexity and differentiation of organizations twenty-five years ago was limited to only a few transnational companies. To see how technology and organizational design are intertwined we must understand how people use tools to do their tasks. In the field of sociotechnical systems, the interconnected nature of people, tools, tasks, and organizational form is a topic that has been explored during many years of research. Organizational structures are now being designed based on network-work-based functionality (Pentland, & Feldman, 2007). Processes such as logistics, sales, and a customer service have been changed and transformed through the development of these. This helps explain how a company that is based in the United States and has its sales force headquartered in the Philippians, ultimately changed the way organizational planning can be done.
In the book of Luke, Jesus discussed the importance of planning. Luke 14:28-29 (KJV) tells us, “For which of you, intending to build a tower, sitteth not down first, and counteth the cost, whether he have sufficient to finish it?
Lest haply, after he hath laid the foundation, and is not able to finish it, all that behold it begin to mock him, Saying, This man began to build, and was not able to finish.”
There have been several studies identifying various models of organizational decline. These studies have lead to the publication of management literature that is replete with discussions and frameworks on the processes such a decline (Mellahi, 2005; Sheppard & Chowdhury, 2005; Weitzel & Jonsson, 1989). Each of these models broadly encompasses early warning, firm response, failed action, and finally organizational collapse. These stages may help businesses gain an enhanced understanding of the problems and issues that they may find themselves faced with, in a rapidly changing environment.
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This document summarizes Khushboo Singhania's experience attending the World Business Forum from October 1-2, 2013 at Radio City Music Hall in New York City. Singhania was sponsored by her university, the University of Technology and Management in Shillong, India, to represent them at the global event hosted by Laureate International Universities. Over the four day trip, Singhania gained valuable leadership skills and knowledge by attending keynote speeches from business leaders, participating in networking opportunities, and interviewing forum speakers.
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Chapter 4: How do you think planning in today’s organizations compares to planning in an organization 25 years ago? Do you think planning becomes more important or less important in a world where everything quickly changes and crises are a regular part of organizational life? Why?
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Companies and organizations are affected by their environment. The external environment affects what happens in the internal environment. The external environment is generally classified as either certain or uncertain and by degree of complexity. As these factors change and increase or decrease in the external environment, the internal environment adapts to these changes. Years ago companies coped with environmental changes by creating “buffer departments.” The purpose of these buffering roles was to absorb the uncertainty from the environment. Many organizations no longer create these buffer departments. They instead allow the core of the company to be exposed. They believe that by doing so they are being more open to the customers or suppliers and not focusing on internal efficiency. This allows the building of closer relationships with suppliers and customers.
A Crisis is defined as a set of circumstances in which institutions or individuals face threats outside of the normal daily routine. The significance of these circumstances vary widely depending to individuals and their coping mechanisms (Drennan, McConnell, & Stark, 2015). The last decade in America has introduced us to many crisis events including 9/11 and hurricane Katrina. These crisis events have made people question the vunerability of our country, as well as, the ability to cope and respond to crisis. Crises can also occur frequently in the business world. The key to correcting these crises is to react quickly and formulate a plan, although I think that planning months in advance is less likely the key to success today. The best plan of action in today’s business world is just to have general idea of what you plan to do with the ability to adapt quickly when necessary.
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Ch. 4: How do you think planning in today’s organizations compares to planning twenty-five years ago? Do you think planning becomes more important or less important in a world where everything is changing fast and crises are a regular part of organizational life? Why?
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This document summarizes Khushboo Singhania's experience attending the World Business Forum from October 1-2, 2013 at Radio City Music Hall in New York City. Singhania was sponsored by her university, the University of Technology and Management in Shillong, India, to represent them at the global event hosted by Laureate International Universities. Over the four day trip, Singhania gained valuable leadership skills and knowledge by attending keynote speeches from business leaders, participating in networking opportunities, and interviewing forum speakers.
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Chapter 4: How do you think planning in today’s organizations compares to planning in an organization 25 years ago? Do you think planning becomes more important or less important in a world where everything quickly changes and crises are a regular part of organizational life? Why?
Today companies must constantly seek competitive advantage without disrupting daily operations. They must be able to adapt quickly and more efficiently to change. In a high technology, instant gratification, fast paced world companies can’t just focus on doing one thing well and make changes slowly. They must be able to adapt to situations quickly and with effective results. They should constantly seek opportunity and be able to identify and capitalize on initiatives (Kotter, 2012).
Companies and organizations are affected by their environment. The external environment affects what happens in the internal environment. The external environment is generally classified as either certain or uncertain and by degree of complexity. As these factors change and increase or decrease in the external environment, the internal environment adapts to these changes. Years ago companies coped with environmental changes by creating “buffer departments.” The purpose of these buffering roles was to absorb the uncertainty from the environment. Many organizations no longer create these buffer departments. They instead allow the core of the company to be exposed. They believe that by doing so they are being more open to the customers or suppliers and not focusing on internal efficiency. This allows the building of closer relationships with suppliers and customers.
A Crisis is defined as a set of circumstances in which institutions or individuals face threats outside of the normal daily routine. The significance of these circumstances vary widely depending to individuals and their coping mechanisms (Drennan, McConnell, & Stark, 2015). The last decade in America has introduced us to many crisis events including 9/11 and hurricane Katrina. These crisis events have made people question the vunerability of our country, as well as, the ability to cope and respond to crisis. Crises can also occur frequently in the business world. The key to correcting these crises is to react quickly and formulate a plan, although I think that planning months in advance is less likely the key to success today. The best plan of action in today’s business world is just to have general idea of what you plan to do with the ability to adapt quickly when necessary.
Chapter 4: Is changing the organization's domain a feasible strategy for coping with a threatening environment? Can you think of an organization in the recent news that has changed its domain? Explain.
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Platforms for Social Change & Collaborative Leadership
- 1. Platforms for Social Change Guest Lecture for GIBS MBA Leadership & Corporate Accountability Mahmood Sonday co-founder & managing partner Top Quartile Project ServicesAfrica twitter: @mahmoodsonday
- 2. #_mustfall
- 3. superpowers and horror stories
- 4. vuca
- 5. pick a complex (business) problem classroom exercise
- 6. dominant sector logic <> business <> government <> civil society <>
- 7. unpacking state dynamics (Sonday & Prangley-Wilson, 2016, Journal of Business Ethics)
- 8. Convene stakeholders (social) Provide a neutral platform (space) Interpret & translate (facilitate) Catalyse innovation (experiment) what intermediaries offer create partnership platforms (Sonday & Prangley-Wilson, 2016, Journal of Business Ethics)
- 9. what intermediaries look like
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