Thought leadership is defined as promoting thought-provoking viewpoints that help stakeholders rethink key issues and find new insights and solutions. The document discusses Mignon van Halderen's Thought Leadership Framework, which provides a process for organizations to pursue thought leadership grounded in novelty and trust. It involves analyzing trends to identify opportunities for a Novel Point of View, openly sharing knowledge to articulate this viewpoint, and acting consistently with the viewpoint to build trust. Examples are provided of how companies like IBM, Dove, BP, and Philips have applied or struggled with this framework. Key takeaways emphasize that thought leaders must commit to their viewpoints through both words and actions to be successful over the long term.

1. THOUGHT LEADERSHIP
MIGNON VAN HALDEREN
OWNER LEADING THOUGHTS

2. “Life in all its expressions,
everytime changing,
everytime new”
Emile Zola
(1840-1902)

3. Modern times beginning 20th century

4. Modern times today

7. Thought leaders embrace and even
encourage change
through their thought-provoking
viewpoints on issues that matter to
them and their stakeholders
and through their commitment to
act in line with their viewpoints!

8. Introduction into the concept thought leadership: two movies
© Dr. Mignon van Halderen

9. What do these two movies have in common?

10. Thought leadership defined
The action of promoting thought-
provoking viewpoints that reframe the
way stakeholders think about their
key issues, helping them toward new
insights and solutions.
Mignon van Halderen & Kym Kettler-Paddock (2010)

11. What does the “thought” exactly relate to?

12. What thought leadership isn’t
“Our thought leadership”
“…access our latest thought leadership”
“We are active thought leaders”
“We pride ourselves on the caliber, breadth
and scope of our thought leadership”
“…our thought leadership magazine”
“Browse our growing library of
mobile thought leadership pieces..”
“.. we are thought leaders and experts”

13. Worryingly, thought leadership is
overused to a point that it is
becoming meaningless.

14. Prevent yourself from falling in the “Twelvis” trap

15. WHAT, THEN, CHARACTERIZES THOUGHT
LEADERSHIP STRATEGIES?

16. The most elegant forms of thought
leadership are not claimed, but are
the outcome of strategies driven by
thought provoking viewpoints

17. Thought leadership based on two pillars
Thought leadership
Trust
Novelty
(Schema theories) (Trust, social exchange,
network theories)

18. By studying successful (and less successful companies!) in
pursuing thought leadership …

19. …we* developed the Thought Leadership FrameworkTM
Thought
Diagnosis Implementation Outcomes
leadership
Analyze market-or Novelty
Articulate Novel Stakeholders are
societal trends
Point of View attracted to
company
because of its
Openly share novel insights Preferred partner to
knowledge & into for them work with
relevant issues
Assess opportunity for expertise
Reflected in company-unique
Novel Point of View on metrics, e.g. brand value,
these trends brand preference, active
Trust business leads, sales,
Stakeholders employee engagement.
regard company
as a trusted
voice and
Act in line with partner on these
Novel Point of View relevant issues
*Developed by Mignon van Halderen & Kym Kettler-Paddock (2010). Presented in their forthcoming book (with Craig Badings) “How
to differentiate your company and stand out from the crowd: Thought Leadership”.

20. Diagnosis
Analyze market-or societal Digital inter
Energy Water Traffic Connected
trends
ness
IBM”s
Information 3000+ top heritage:
technology scientists Think!
Assess opportunity for Novel
Point of View on these trends
Technology
answer to some
of world’s most
macro-economic
problemsc

21. Explaining IBM’s NPOV : a systems perspective
Kandinsky, The Center (1924)

22. IBM’s system perspective reflected in concrete solutions: movies
Smarter traffic systems Smarter energy systems

23. The thought leadership frameworkTM
Thought
Diagnosis Implementation Outcomes
leadership
Analyze market-or Novelty
Articulate Novel Stakeholders are
societal trends
Point of View attracted to
company
because of its
Openly share novel insights Preferred partner to
knowledge & into for them work with
relevant issues
Assess opportunity for expertise
Reflected in company-unique
Novel Point of View on metrics, e.g. brand value,
these trends brand preference, active
Trust business leads, sales,
Stakeholders employee engagement.
regard company
as a trusted
voice and
Act in line with partner on these
Novel Point of View relevant issues
Developed by Mignon van Halderen & Kym Kettler-Paddock (2010). Presented in their forthcoming e-book (with Craig Badings)
“How to differentiate your company and stand out from the crowd: Thought Leadership”.

24. Leading by articulating a Novel Point of View (NPOV)
Implementation
Articulate Novel
Point of View
Openly share
knowledge &
expertise
 Let’s us see the world differently…
 Re-orders our thinking…
 Gives new insight…
 Elicits AHA moments…
All important for realizing change and progress!

25. The power of articulating a Novel Point of View (NPOV)
• “When used well, a point of view
can help you develop a
compelling corporate positioning
and narrative, articulate a strong
view on the issues that matter to
your organization or your
customers, and enable you to
champion causes or take a
position on the issues of
concern.”

26. The power of articulating a Novel Point of View (NPOV)
• “Once you have them, they are
liberating: you will be able to use
them on all sorts of occasions and
you will look for occasions to use
them.”
• “To do this, your point of view
should always make clear what you
believe in, how you behave and
what benefits are derived from
your actions. It should always call
for people to support your cause.”

27. Examples of Novel Points of View
 We should look at the world’s problems from a system
perspective to bring solutions for some of the world’s most
pressing problems
 Society’s perception of beauty is distorted
 Cities don’t have to be unsafe and unhealthy
 Aging is not necessarily a process concerned with illness and
dependence.
 Technology alone is not enough. It’s technology married
with liberal arts, married with the humanities that makes
our hearts sings

28. Philips novel viewpoints on “health & well-being”.
Livable Cities Aging Well
Challenging the conception of Challenging aging as a process concerned with
cities as unsafe and unhealthy illness and dependence.
Upcoming Philips examples thanks to Katy Hartley, director of the Center for Health & Well Being (http://www.philips-
thecenter.org/)

29. Leading by sharing knowledge & expertise
Implementation
Articulate Novel
Point of View
Openly share
knowledge & www.jaumeplensa.com
expertise
Not just any content but
Content that links to the NPOV
Offers new insights
Is preferably evidence based

30. Philips gained insight into “health & well-being” through
research: what drives people’s health perceptions (in 32
countries)?
Source:
Katy Hartley, Center for Health & Well Being
(http://www.philips-thecenter.org/)

31. Philips shared findings and insights through digital and social
media. No push, mostly looking for debate.
Source:
Katy Hartley, Center for Health & Well Being
(http://www.philips-thecenter.org/)

32. Philips’ sharing resulted in “content sharing partnerships”

33. Leading by initiating network platforms
Implementation
Articulate Novel
Point of View
Openly share
knowledge &
expertise
 Center stage in an ecosystem of influencers…
 Extending meaningful relationships
 Sensing external developments
 Co-creation; sharpening NPoV and Ideas

34. Philips think tanks on each team
Livable Cities Aging Well
© Dr. Mignon van Halderen

35. Leading by acting in line with Novel Point of View (NPOV)
Implementation
Articulate Novel
Point of View
Openly share
knowledge &
expertise
 Demonstrating company is committed to NPOV
 Showing that company has the competence and
expertise to deliver positive outcomes related to
NPOV

36. “Acting in line” starts internally

37. Acting in line: long term strategies with successes but also
failures or challenges…

38. BP: Contradictions NPOV (“Beyond Petroleum”) and practices.
What BP did to act in line with NPOV Actions contradicting their NPOV
Bold move by leaving the Global Drilling in the Arctic Wildlife Refuge
Climate Coalition; industry group Three major crisis
skeptical about climate change  2005: Explosion Texas Refinery
 BP was perceived as “leaving the (15 people killed)
church”
 2006: Oil spill from leaking
First oil company setting clear pipeline in Prudhoe Bay
targets to reduce greenhouse gas  2010: Oil spill Gulf of Mexico
emissions
Setting up own Emission Trading
System (ETS), ahead Europe’s.
Investments in alternative energy
(2-3% of capital expenditures)

39. Remark from a BP employee is telling
“The values are real, but they haven’t been aligned with our
business practices in the field. A scream at our level is, if
anything, a whisper at their level”
(BP Employee, p. 13 of Putting Profits before Safety? ECCH case study) .

40. Appreciation and controversy
 Women have been telling  “Any change in the culture of
researchers and advertisers for years advertising that allows for a broader
that they would be more responsive definition of beauty and encourages
to ‘real’ women and, finally, they’ve women to be more accepting and
been heard comfortable with their natural
Martha Berletta, expert on issues in appearance is a step in the right
marketing to women. direction. But embedded within this
is a contradiction. They are still
saying you have to use this product
 In a survey, 79% of respondents
to be beautiful”. Psychologist Mary
agreed with statement: “It’s great,
Pipher
finally some ads with everyday
women”.

41. How Dove responded to critiques
“We are telling them we want to take The product “is for women of all
care of themselves, take care of their shapes and sizes, and a lot of women
beauty. That is very different from want firming products. It’s about
sending them the message to look feeling good about yourself. And
like something they’re not.” that’s about bringing products that
matter to women…Let’s face it, if you
Deb Boyda, managing partner at had a firming product, and you had a
Ogilvy and Mather, Chicago (Dove’s size 2 woman selling it, what would
PR agency) really be the contradiction.”
Stacie Bright, a Unilever
spokesperson

42. What can we learn from these failures and challenges?
• Should BP have stayed away from
voicing their “Beyond Petroleum”
viewpoint? How far can
companies stretch the gap
between aspirations and
operational realities?
• Will Dove succeed in earning a
trustworthy position around its
NPOV? Will Dove be able to
sustain its NPOV over the long
term? What is necessary to do?

43. Key take aways
 In an era of rapid developments and fundamental change;
stakeholders are keen to hear refreshing viewpoints that can help
them advancing /solving the issues that matter to them.
 Thought leaders pick up on these stakeholder desires by offering
novel viewpoints that reframe the way stakeholders think about their
key issues
 By doing so, they not only raise their profiles but create meaningful
stakeholder relationships and offer valuable insights or solutions to
stakeholders
 For thought leaders to be successful, organizations have to build
trust around their novel viewpoints; they need to show that they are
committed to their novel viewpoint; both in expression of voice and
behavior
 The Thought Leadership FrameworkTM may guide organizations in
pursuing thought leadership that are grounded in both novelty and
trust!

44. THANK YOU!
Mignon@leading-thoughts.com
@Mignondelicia
“Our body is the home of the spirit. The
place in which ideas live. Our body is a
meeting place where our different
experiences converge, mix and grow,
creating a colossal archive.”
www.jaumeplensa.com

45. Mignon van Halderen
• With her company Leading Thoughts, Mignon supports
organisations on making choices about thought leadership
strategies. She supports them with developing or
strengthening a novel viewpoint and to align this with their
strategy, identity ,activities and performances. She helps with
the development of a communication strategy, measuring the
impact of the strategy and how to further improve.
• She also offers in-company presentations or consults to
organizations that are keen on pursuing a thought leadership
strategy, but first like to have a richer insight into its meaning
and how it can be pursued.
Dr. Mignon van Halderen
Owner of Leading Thoughts • Mignon has further developed a 3-day Master Class on thought
leadership at the Rotterdam School of Management, Erasmus
The Hague University. She coaches executive students of the Rotterdam
School of Management graduating in the field of strategic
+31 (0) 6 43 98 91 18 positioning or strategic communications.
Mignon@leading-thoughts.com
• Mignon has a PhD in Corporate Communication and ten years
@Mignondelicia of experience in research, teaching and consulting at the
Corporate Communication Centre of the Rotterdam School of
Management. She is skilled in taking an evidence-based
approach to business problems (both qualitatively and
quantitatively) and to make academic models useful for a
business audience. She navigates between academic thinking
and intuitive creativity and pragmatism.
• For her articles on thought leadership, see her Linkedin page.

46. APPENDIX

47. Thought leadership, innovation and building a visionary
company
Process by which an idea or invention
is translated into a good or service for
which people will pay1
Translating the company’s vision
(aspirations for the future) into the
very fabric of the organization – into
goals, strategies, tactics, programs,
culture, people etc.2
http://www.businessdictionary.com/definition/innovation.html, see also: The Oxford Handbook of Innovation, 2005
1
Collins & Porras (1991) Organizational vision and visionary organizations, California Management Review, see reader.
2