Wolfgang Grulke is a futurist who believes that businesses need to change their thinking and view changes as opportunities rather than threats. He warns that Australia's economy may not be insulated from harm by Chinese demand as many believe. Grulke predicts that China will experience a property bubble collapse and shift to more technology industries, which could cause unemployment of up to 100 million Chinese workers. This would significantly impact Australia's mining industry and exports. Grulke advocates that businesses dedicate time to understanding future trends in order to adapt and capitalize on new opportunities.
Boostzone WebReview on the Future of the World of Work - December 2012Boostzone Institute
This monthly editorial from the Boostzone Institute provides a summary of the best articles on management and the future of work from the previous month. It aims to be a curated reference for executives facing the challenges of adapting to changes in technology, the economy, and society. The selected articles discuss topics like the importance of social intelligence in decision making, developing skills needed for future jobs, comparing current economic conditions to historical trends, the growth of the shadow banking industry, and opportunities for collaboration between formal and informal enterprises.
2012 institute membership program schedule 103012Ann Dugan
The document provides an overview of membership programs for the Institute for Entrepreneurial Excellence in 2012. It lists 12 events from February to November covering topics like sales, demographics, the stock market, cloud computing, negotiation strategies, business exits, innovation, marketing, and balancing family and business. Each event provides details on the speaker, date, location, and key takeaways members would gain from attending.
The rise of Social Capital and collapse of traditional Market Signalling Ekta Grover
This document discusses the rise of open source collaboration and crowdsourcing. Key points include:
1) Traditional methods of hiring contractors and outsourcing are changing as skills become obsolete faster, making it difficult and expensive for firms to acquire talent.
2) Crowdsourcing and open source collaboration are rising in prominence as new ways for firms to access skills and solve problems by tapping into online communities.
3) Open source collaboration provides benefits to firms like accessing social capital and networks, mitigating risks, and facilitating innovation, while allowing knowledge workers to build skills and visibility.
Steve Denning: Radical Management Vortrag am Internet-Briefing Sep13-2011Walter Schärer
‘Radical Management’ is a set of 5 principles. There are only two types of organizations: The ones that love and delight their customers and the others. Amazon, Apple, Salesforce are organizations that have succeded despite fierce competition due to delighted customers.
What’s their management principles?
Speech by Stephen Denning at Reto Hartinger’s Internet Briefing in Zurich.
The document discusses several trends that will impact the future of work over the next 10-15 years:
1) The rise of the knowledge worker and innovation economics will require more flexible and collaborative work environments.
2) Demographic changes like an aging workforce and Generation Y entering the workforce will lead to new patterns of full-time, part-time, and contract work.
3) Advances in technology will allow more distributed and mobile work, but cities will still be important for amenities and public transportation. Offices will remain important hubs but with more flexible uses of space.
Global Arena is an online platform founded by Peter Storm that helps companies find suitable locations for foreign direct investment by matching them with business opportunities in countries and cities around the world, providing all necessary information to make informed strategic decisions. The company aims to increase transparency in foreign investment and give developing countries more exposure, while also helping companies find environments where they can create sustainable talent ecosystems and develop products tailored for new markets.
Boostzone WebReview on the Future of the World of Work - December 2012Boostzone Institute
This monthly editorial from the Boostzone Institute provides a summary of the best articles on management and the future of work from the previous month. It aims to be a curated reference for executives facing the challenges of adapting to changes in technology, the economy, and society. The selected articles discuss topics like the importance of social intelligence in decision making, developing skills needed for future jobs, comparing current economic conditions to historical trends, the growth of the shadow banking industry, and opportunities for collaboration between formal and informal enterprises.
2012 institute membership program schedule 103012Ann Dugan
The document provides an overview of membership programs for the Institute for Entrepreneurial Excellence in 2012. It lists 12 events from February to November covering topics like sales, demographics, the stock market, cloud computing, negotiation strategies, business exits, innovation, marketing, and balancing family and business. Each event provides details on the speaker, date, location, and key takeaways members would gain from attending.
The rise of Social Capital and collapse of traditional Market Signalling Ekta Grover
This document discusses the rise of open source collaboration and crowdsourcing. Key points include:
1) Traditional methods of hiring contractors and outsourcing are changing as skills become obsolete faster, making it difficult and expensive for firms to acquire talent.
2) Crowdsourcing and open source collaboration are rising in prominence as new ways for firms to access skills and solve problems by tapping into online communities.
3) Open source collaboration provides benefits to firms like accessing social capital and networks, mitigating risks, and facilitating innovation, while allowing knowledge workers to build skills and visibility.
Steve Denning: Radical Management Vortrag am Internet-Briefing Sep13-2011Walter Schärer
‘Radical Management’ is a set of 5 principles. There are only two types of organizations: The ones that love and delight their customers and the others. Amazon, Apple, Salesforce are organizations that have succeded despite fierce competition due to delighted customers.
What’s their management principles?
Speech by Stephen Denning at Reto Hartinger’s Internet Briefing in Zurich.
The document discusses several trends that will impact the future of work over the next 10-15 years:
1) The rise of the knowledge worker and innovation economics will require more flexible and collaborative work environments.
2) Demographic changes like an aging workforce and Generation Y entering the workforce will lead to new patterns of full-time, part-time, and contract work.
3) Advances in technology will allow more distributed and mobile work, but cities will still be important for amenities and public transportation. Offices will remain important hubs but with more flexible uses of space.
Global Arena is an online platform founded by Peter Storm that helps companies find suitable locations for foreign direct investment by matching them with business opportunities in countries and cities around the world, providing all necessary information to make informed strategic decisions. The company aims to increase transparency in foreign investment and give developing countries more exposure, while also helping companies find environments where they can create sustainable talent ecosystems and develop products tailored for new markets.
Transforming the workplace with radical management Steve DenningOpenKnowledge srl
1. The document discusses radical management and transforming the workplace by delighting customers.
2. Traditional management is criticized for prioritizing profits, bureaucracy, and top-down control, which kills innovation and motivation.
3. Radical management proposes a new ecosystem where the goal is delighting customers through self-organizing teams, transparency, and interactive communication instead of commands.
The document discusses using competitive intelligence to enhance business development. It provides frameworks to combine competitive intelligence (CI) with business development. Specifically, it discusses connecting market analysis and CI insights back to capital assets, current business models, and cash flow to identify implications and scenarios over 1-3 and 3-10 year timeframes. It also discusses techniques like supporting sales and business development teams to connect CI to revenue and profits. The document emphasizes framing horrible scenarios from CI in terms of business opportunities to develop new products and services.
Creativity, collaboration, and culture are increasingly seen as the key drivers of business success in today's global economy. A study found that companies that embraced creativity, played big through collaboration across boundaries, and established a strong culture were thriving, even in difficult economic times. The study identified these as the "C Factors" that separate winning companies from others. Creativity was seen as critical for all businesses and jobs today, and many companies reported being more creative now than five years ago. Leadership must foster and support creativity for new ideas and innovation to thrive within an organization.
This document summarizes key points from a chapter in a book about making companies more adaptable to constant change. It discusses the importance of:
1) Anticipating the future by facing inevitable changes, learning from fringe trends, and rehearsing alternative scenarios.
2) Developing intellectual flexibility through challenging assumptions, increasing diversity of thoughts, and encouraging open debate of ideas.
3) Maintaining strategic flexibility to respond to new opportunities through exploring new markets and business models.
Traditional management is focused on efficiency, compliance, and top-down directives from managers. However, this approach kills creativity, limits employee engagement, and pays little attention to communication and emotional needs. Radical management shifts the purpose to delighting customers, uses self-organizing teams and two-way accountability, and communicates through stories and conversations rather than commands. Work is organized into short iterative cycles driven by customer needs. This approach leads to thriving firms, deep job satisfaction, and delighted customers.
Disporre di idee vincenti non è facile: secondo analisi dei database TNS, circa l’80% dei nuovi prodotti fallisce e solo un misero 1% delle idee valutate, si concretizza in un lancio di successo. Tutto questo aumenta la pressione sul processo di innovazione. Le aziende quindi devono focalizzarsi su un nuovo modello di screening che evidenzi le direttrici del processo d’innovazione, valutandone il potenziale di crescita fin dall’inizio. Bisogna poter selezionare le idee “giuste”, su cui investire evitando di disperdere risorse, così limitate, di questi tempi
1. After World War 2, engineers became important managers as their rational problem-solving skills were well-suited to rebuilding the war-torn industrial sector. However, as technology advanced with the internet and new industries emerged, leadership required different skills beyond just analytical intelligence.
2. In the current era, creativity has become the driving force for economic growth. Future leaders will need strong relational and emotional intelligence to understand people, collaborate in teams, and adapt to constant change. They can no longer rely solely on analytical and mathematical skills.
3. To succeed as leaders tomorrow, people will need a combination of different types of intelligence beyond just IQ. Tomorrow's leaders will be oriented toward others, well-rounded
Technology and business trends are driving massive changes that are reshaping the global economy. Old business models are failing as the pace of change accelerates. To thrive in this environment, organizations need to adopt new "Business 3.0" approaches. This involves having a clear strategy, prioritizing innovation and execution, cultivating an engaged workforce through a positive culture, and empowering employees through flexible organizational structures. Companies that master these four new success skills of strategy, execution, culture and organization will be best equipped to adapt and succeed in today's turbulent business environment.
Zero Time is a conceptual architecture for 21st century enterprises that focuses on achieving instantaneous execution through five key disciplines: 1) zero-value gaps to maximize value for each customer individually, 2) zero learning gaps to continuously learn and convert knowledge into customer value, 3) zero-management gaps that empower all employees to complete any task, 4) zero-process gaps with no obstacles to performing tasks, and 5) zero-inclusion gaps. Leading companies are demonstrating characteristics of Zero Time organizations through innovations like instant customer service, just-in-time inventory, and virtual integration across the supply chain.
Why the pace of change demands a new approach to labor
With four key pressure points impacting business globally, HR outsourcing is emerging as a core strategy for success. Living Among Wolves combines all four of Rolf Kleiner's white papers exploring the four forces driving the uptake of HR outsourcing. For more information download your copies today:
- In Fast Company
- Strategy is Nothing Without Speed
- Survivability is Adaptability
- The Need to Find a New Workforce
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.
This document summarizes research on understanding changing consumer behavior and how businesses can capitalize on opportunities from those changes to energize global growth. Key points:
- Consumers are changing in networked, independent, communal, conscientious, and minimalist ways that impact how and why they consume.
- Businesses must understand these "how" and "why" dimensions to meet high expectations for growth, not just focus on "where" and "who".
- Industries associated with changing behaviors like experiences and sustainability are growing much faster than overall economies.
- "Industry growth leaders" develop advanced analytics, adaptive mindsets, and agile organizations to stay close to consumers and respond quickly to changes
Today the Tipping Point is where human intellect & collective acumen of leaders seamlessly converge with Machine Learning & Artificial Intelligence to meet the challenges of fast changing business landscape.
The document discusses the strategic challenges facing directors and businesses in the digital world. It summarizes that (1) new digital disruptors are undermining traditional industry practices and business models, (2) directors must work to understand the threats and opportunities from various digital disruptions in order to identify new game strategies, and (3) some companies like Deloitte are experimenting with new consulting models like crowd-sourcing to gain digital intelligence on potential disruptors.
This document discusses the shift from a business model focused on interruptive advertising and transactions to a "Hub Mentality" focused on community interaction. It notes that the rise of the internet and information age has empowered customers by giving them more choices and transparency. Businesses must adapt to this new environment by becoming a trusted source of value for customers rather than just focusing on sales. The ability to build an engaged community will determine a business's success in the 21st century.
1. Ray Kurzweil predicted that the rate of technological change in the 21st century will far exceed that of the 20th century.
2. The document discusses how globalization, information technology, and the need for innovation are forcing companies to adopt more collaborative and innovative business strategies to survive.
3. Barriers to innovation within companies include an unwillingness to change, rigid management processes, and a short-term focus on quarterly performance over long-term strategies. Embracing innovation through strategic planning, internal collaboration, and global partnerships can help companies adapt to changes in the global marketplace.
The Great Indian Brand Summit - 2010 is an industry event focused on trends and expectations in brand development and management at both strategic and practical levels. It will bring together professionals from marketing, advertising and related fields to discuss emerging trends, shifting consumer behaviors, and strategies for success in the current economic environment.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” This report aims to deconstruct some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
The document discusses why innovators need stories to promote their innovations. It argues that without a story, innovations lack purpose and appeal, and have difficulty reaching potential customers, investors, and partners. The document then provides examples of classic storylines that innovations have followed, such as the journey of an innovator, breakthrough ideas that solve problems, and visionary geniuses who disrupt industries. It suggests that businesses should look to these classic storylines when developing narratives to promote their innovations.
As startups grow, they shelve their breakthrough innovations and move toward incremental releases such as feature updates. This problem is generally attributed to lags in market demand for new products. It takes time for the relatively small number of early adopters to expand into a broad base of customers.
But market demand is not always the main problem. Startups face internal challenges that hold them back even more. Once a company expands beyond a few hundred people, the informal, entrepreneurial management style of the early days no longer works. Fledgling companies need to grow large but keep the fluidity and productivity of a startup, and it’s not obvious how to do so; first-time founders typically have little experience running bigger companies. Add to that the vagaries of competition and the challenges associated with recruiting and retaining good people, and it is no surprise that so few companies grow past the start-up phase.
You could call this the “chrysalis effect.” Several years after it’s founded, an organization experiences something like the metamorphosis of a larva into a full-grown butterfly. Even for the insect world, this is a brutal transition; the caterpillar molts its skin four or five times and then, as a pupa, literally digests itself. Its old body becomes broth. Formerly dormant cells called imaginal discs, released by new hormones, replicate rapidly, forming eyes, wings, and color patterns. Only one in 400 caterpillar eggs survives to take flight.
The chrysalis metaphor is apt because the process of maturation for startups also involves severe winnowing. In 2015, startups died at a rate of one per week, according to the venture capital database CB Insights. When it comes to "scale-ups," the chances of survival are even lower. The survivors become famous: Google, Amazon, Facebook, Netflix, and Apple are among them. But to get through the transition successfully, leaders have to radically change their organizations and the way they manage, while still growing. During this necessary transition, many companies are sold or taken over. But if the upstart leaders have anticipated the transition — for example, by creating new roles for the founders, attracting people who have experience with similar transitions, developing collaborative networks, and borrowing established practices in their own deliberate way — they can restructure and soar.
Transforming the workplace with radical management Steve DenningOpenKnowledge srl
1. The document discusses radical management and transforming the workplace by delighting customers.
2. Traditional management is criticized for prioritizing profits, bureaucracy, and top-down control, which kills innovation and motivation.
3. Radical management proposes a new ecosystem where the goal is delighting customers through self-organizing teams, transparency, and interactive communication instead of commands.
The document discusses using competitive intelligence to enhance business development. It provides frameworks to combine competitive intelligence (CI) with business development. Specifically, it discusses connecting market analysis and CI insights back to capital assets, current business models, and cash flow to identify implications and scenarios over 1-3 and 3-10 year timeframes. It also discusses techniques like supporting sales and business development teams to connect CI to revenue and profits. The document emphasizes framing horrible scenarios from CI in terms of business opportunities to develop new products and services.
Creativity, collaboration, and culture are increasingly seen as the key drivers of business success in today's global economy. A study found that companies that embraced creativity, played big through collaboration across boundaries, and established a strong culture were thriving, even in difficult economic times. The study identified these as the "C Factors" that separate winning companies from others. Creativity was seen as critical for all businesses and jobs today, and many companies reported being more creative now than five years ago. Leadership must foster and support creativity for new ideas and innovation to thrive within an organization.
This document summarizes key points from a chapter in a book about making companies more adaptable to constant change. It discusses the importance of:
1) Anticipating the future by facing inevitable changes, learning from fringe trends, and rehearsing alternative scenarios.
2) Developing intellectual flexibility through challenging assumptions, increasing diversity of thoughts, and encouraging open debate of ideas.
3) Maintaining strategic flexibility to respond to new opportunities through exploring new markets and business models.
Traditional management is focused on efficiency, compliance, and top-down directives from managers. However, this approach kills creativity, limits employee engagement, and pays little attention to communication and emotional needs. Radical management shifts the purpose to delighting customers, uses self-organizing teams and two-way accountability, and communicates through stories and conversations rather than commands. Work is organized into short iterative cycles driven by customer needs. This approach leads to thriving firms, deep job satisfaction, and delighted customers.
Disporre di idee vincenti non è facile: secondo analisi dei database TNS, circa l’80% dei nuovi prodotti fallisce e solo un misero 1% delle idee valutate, si concretizza in un lancio di successo. Tutto questo aumenta la pressione sul processo di innovazione. Le aziende quindi devono focalizzarsi su un nuovo modello di screening che evidenzi le direttrici del processo d’innovazione, valutandone il potenziale di crescita fin dall’inizio. Bisogna poter selezionare le idee “giuste”, su cui investire evitando di disperdere risorse, così limitate, di questi tempi
1. After World War 2, engineers became important managers as their rational problem-solving skills were well-suited to rebuilding the war-torn industrial sector. However, as technology advanced with the internet and new industries emerged, leadership required different skills beyond just analytical intelligence.
2. In the current era, creativity has become the driving force for economic growth. Future leaders will need strong relational and emotional intelligence to understand people, collaborate in teams, and adapt to constant change. They can no longer rely solely on analytical and mathematical skills.
3. To succeed as leaders tomorrow, people will need a combination of different types of intelligence beyond just IQ. Tomorrow's leaders will be oriented toward others, well-rounded
Technology and business trends are driving massive changes that are reshaping the global economy. Old business models are failing as the pace of change accelerates. To thrive in this environment, organizations need to adopt new "Business 3.0" approaches. This involves having a clear strategy, prioritizing innovation and execution, cultivating an engaged workforce through a positive culture, and empowering employees through flexible organizational structures. Companies that master these four new success skills of strategy, execution, culture and organization will be best equipped to adapt and succeed in today's turbulent business environment.
Zero Time is a conceptual architecture for 21st century enterprises that focuses on achieving instantaneous execution through five key disciplines: 1) zero-value gaps to maximize value for each customer individually, 2) zero learning gaps to continuously learn and convert knowledge into customer value, 3) zero-management gaps that empower all employees to complete any task, 4) zero-process gaps with no obstacles to performing tasks, and 5) zero-inclusion gaps. Leading companies are demonstrating characteristics of Zero Time organizations through innovations like instant customer service, just-in-time inventory, and virtual integration across the supply chain.
Why the pace of change demands a new approach to labor
With four key pressure points impacting business globally, HR outsourcing is emerging as a core strategy for success. Living Among Wolves combines all four of Rolf Kleiner's white papers exploring the four forces driving the uptake of HR outsourcing. For more information download your copies today:
- In Fast Company
- Strategy is Nothing Without Speed
- Survivability is Adaptability
- The Need to Find a New Workforce
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.
This document summarizes research on understanding changing consumer behavior and how businesses can capitalize on opportunities from those changes to energize global growth. Key points:
- Consumers are changing in networked, independent, communal, conscientious, and minimalist ways that impact how and why they consume.
- Businesses must understand these "how" and "why" dimensions to meet high expectations for growth, not just focus on "where" and "who".
- Industries associated with changing behaviors like experiences and sustainability are growing much faster than overall economies.
- "Industry growth leaders" develop advanced analytics, adaptive mindsets, and agile organizations to stay close to consumers and respond quickly to changes
Today the Tipping Point is where human intellect & collective acumen of leaders seamlessly converge with Machine Learning & Artificial Intelligence to meet the challenges of fast changing business landscape.
The document discusses the strategic challenges facing directors and businesses in the digital world. It summarizes that (1) new digital disruptors are undermining traditional industry practices and business models, (2) directors must work to understand the threats and opportunities from various digital disruptions in order to identify new game strategies, and (3) some companies like Deloitte are experimenting with new consulting models like crowd-sourcing to gain digital intelligence on potential disruptors.
This document discusses the shift from a business model focused on interruptive advertising and transactions to a "Hub Mentality" focused on community interaction. It notes that the rise of the internet and information age has empowered customers by giving them more choices and transparency. Businesses must adapt to this new environment by becoming a trusted source of value for customers rather than just focusing on sales. The ability to build an engaged community will determine a business's success in the 21st century.
1. Ray Kurzweil predicted that the rate of technological change in the 21st century will far exceed that of the 20th century.
2. The document discusses how globalization, information technology, and the need for innovation are forcing companies to adopt more collaborative and innovative business strategies to survive.
3. Barriers to innovation within companies include an unwillingness to change, rigid management processes, and a short-term focus on quarterly performance over long-term strategies. Embracing innovation through strategic planning, internal collaboration, and global partnerships can help companies adapt to changes in the global marketplace.
The Great Indian Brand Summit - 2010 is an industry event focused on trends and expectations in brand development and management at both strategic and practical levels. It will bring together professionals from marketing, advertising and related fields to discuss emerging trends, shifting consumer behaviors, and strategies for success in the current economic environment.
The way businesses need to organize and behave has fundamentally shifted. Across industries, companies, and organizational functions, we have heard many of the world’s most innovative companies echo the same challenge: businesses must urgently embrace a more nimble and entrepreneurial approach in order to stay competitive. We call this challenge of how big companies can leverage scale while staying innovative “big entrepreneurship.” This report aims to deconstruct some of the complex challenges around big entrepreneurship and provide actionable insights for business leaders.
This report was created by Fahrenheit 212, a global innovation strategy and design firm. We define innovation strategies and develop new products, services, and experiences that create sustainable, profitable growth for our clients. We challenge the belief that innovation is inherently unreliable and have spent the last decade designing the method, building the model, and assembling the minds to make innovation a predictable driver of growth for our clients' businesses.
The document discusses why innovators need stories to promote their innovations. It argues that without a story, innovations lack purpose and appeal, and have difficulty reaching potential customers, investors, and partners. The document then provides examples of classic storylines that innovations have followed, such as the journey of an innovator, breakthrough ideas that solve problems, and visionary geniuses who disrupt industries. It suggests that businesses should look to these classic storylines when developing narratives to promote their innovations.
As startups grow, they shelve their breakthrough innovations and move toward incremental releases such as feature updates. This problem is generally attributed to lags in market demand for new products. It takes time for the relatively small number of early adopters to expand into a broad base of customers.
But market demand is not always the main problem. Startups face internal challenges that hold them back even more. Once a company expands beyond a few hundred people, the informal, entrepreneurial management style of the early days no longer works. Fledgling companies need to grow large but keep the fluidity and productivity of a startup, and it’s not obvious how to do so; first-time founders typically have little experience running bigger companies. Add to that the vagaries of competition and the challenges associated with recruiting and retaining good people, and it is no surprise that so few companies grow past the start-up phase.
You could call this the “chrysalis effect.” Several years after it’s founded, an organization experiences something like the metamorphosis of a larva into a full-grown butterfly. Even for the insect world, this is a brutal transition; the caterpillar molts its skin four or five times and then, as a pupa, literally digests itself. Its old body becomes broth. Formerly dormant cells called imaginal discs, released by new hormones, replicate rapidly, forming eyes, wings, and color patterns. Only one in 400 caterpillar eggs survives to take flight.
The chrysalis metaphor is apt because the process of maturation for startups also involves severe winnowing. In 2015, startups died at a rate of one per week, according to the venture capital database CB Insights. When it comes to "scale-ups," the chances of survival are even lower. The survivors become famous: Google, Amazon, Facebook, Netflix, and Apple are among them. But to get through the transition successfully, leaders have to radically change their organizations and the way they manage, while still growing. During this necessary transition, many companies are sold or taken over. But if the upstart leaders have anticipated the transition — for example, by creating new roles for the founders, attracting people who have experience with similar transitions, developing collaborative networks, and borrowing established practices in their own deliberate way — they can restructure and soar.
The document discusses how advertising and agencies need to change to adapt to a changing world where information is more accessible, communities and collaboration are important, and consumer behavior is evolving. It argues that agencies need to become "Agency 2.0" by focusing on digital, crowdsourcing work, using partner networks and "uber-producers", employing flexible "t-shaped" people, and taking an investment-based approach to marketing that emphasizes measurement and optimization. The goal is for agencies to work more efficiently while delivering better experiences for consumers and clients.
This presentation outlines what crowdsourcing is, examines how it has effected the advertising and marketing industry and examines whether or not it offers up a new model for creativity.
Successful innovators don't care about innovatingHelge Tennø
Innovations don’t work when they are made with the company in mind - and go on to be launched into a market that is neither interested or finds it meaningful. Advertising and design is then added in order to capture peoples motivation and imagination. But why are we doing it this way round? Why don’t we turn the process on its head and start by figuring out what people find meaningful in the first place.
The document summarizes the fractured and uneven nature of the US economic recovery based on differing trends across industries and regions. It notes that while overall GDP growth was positive, the recovery has seen both positive and negative trends across different markets and companies. Some areas and industries are seeing their best year ever while others are struggling. This fractured recovery makes it difficult to characterize the economy with broad statements and requires flexibility for companies to shift resources to localized opportunities. The recovery has also led to growth in small and medium companies able to nimbly take advantage of trends, while contract workers are helping larger firms regain flexibility.
This document discusses how businesses can build agility to adapt to changing technological and social conditions. It argues that while the pace of change may seem disconcerting, fundamental human nature changes slowly. The key is distinguishing changes that genuinely impact your business from irrelevant noise. To do so, the author recommends surveying changes across seven categories that determine business value, from clients to systems to brand positioning. This will help identify where the business needs adjustment and where it can retain focus on core functions like good products and service. The overall message is that with the right strategic framework, businesses can thrive despite unpredictable environmental shifts.
Navigating the world of forex trading can be challenging, especially for beginners. To help you make an informed decision, we have comprehensively compared the best forex brokers in India for 2024. This article, reviewed by Top Forex Brokers Review, will cover featured award winners, the best forex brokers, featured offers, the best copy trading platforms, the best forex brokers for beginners, the best MetaTrader brokers, and recently updated reviews. We will focus on FP Markets, Black Bull, EightCap, IC Markets, and Octa.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
The Steadfast and Reliable Bull: Taurus Zodiac Signmy Pandit
Explore the steadfast and reliable nature of the Taurus Zodiac Sign. Discover the personality traits, key dates, and horoscope insights that define the determined and practical Taurus, and learn how their grounded nature makes them the anchor of the zodiac.
Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a curated compilation of PowerPoint diagrams and templates designed to illustrate 20 different digital transformation frameworks and models. These frameworks are based on recent industry trends and best practices, ensuring that the content remains relevant and up-to-date.
Key highlights include Microsoft's Digital Transformation Framework, which focuses on driving innovation and efficiency, and McKinsey's Ten Guiding Principles, which provide strategic insights for successful digital transformation. Additionally, Forrester's framework emphasizes enhancing customer experiences and modernizing IT infrastructure, while IDC's MaturityScape helps assess and develop organizational digital maturity. MIT's framework explores cutting-edge strategies for achieving digital success.
These materials are perfect for enhancing your business or classroom presentations, offering visual aids to supplement your insights. Please note that while comprehensive, these slides are intended as supplementary resources and may not be complete for standalone instructional purposes.
Frameworks/Models included:
Microsoft’s Digital Transformation Framework
McKinsey’s Ten Guiding Principles of Digital Transformation
Forrester’s Digital Transformation Framework
IDC’s Digital Transformation MaturityScape
MIT’s Digital Transformation Framework
Gartner’s Digital Transformation Framework
Accenture’s Digital Strategy & Enterprise Frameworks
Deloitte’s Digital Industrial Transformation Framework
Capgemini’s Digital Transformation Framework
PwC’s Digital Transformation Framework
Cisco’s Digital Transformation Framework
Cognizant’s Digital Transformation Framework
DXC Technology’s Digital Transformation Framework
The BCG Strategy Palette
McKinsey’s Digital Transformation Framework
Digital Transformation Compass
Four Levels of Digital Maturity
Design Thinking Framework
Business Model Canvas
Customer Journey Map
Storytelling is an incredibly valuable tool to share data and information. To get the most impact from stories there are a number of key ingredients. These are based on science and human nature. Using these elements in a story you can deliver information impactfully, ensure action and drive change.
Cover Story - China's Investment Leader - Dr. Alyce SUmsthrill
In World Expo 2010 Shanghai – the most visited Expo in the World History
https://www.britannica.com/event/Expo-Shanghai-2010
China’s official organizer of the Expo, CCPIT (China Council for the Promotion of International Trade https://en.ccpit.org/) has chosen Dr. Alyce Su as the Cover Person with Cover Story, in the Expo’s official magazine distributed throughout the Expo, showcasing China’s New Generation of Leaders to the World.
Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
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Digital Marketing best practices including influencer marketing, content creators, and omnichannel marketing for Sustainable Brands at the Sustainable Cosmetics Summit 2024 in New York
1. The Big Idea
Seeing
tomorrow,
today When the Global China Dialogue conference rolls
into town this month, Kevin Rudd will hope to
strengthen business ties between Australia and
the Asian powerhouse. But should we be more
wary of the future direction of China’s growth?
A
great many people believe with a sense of business that has existed nesses that react positively to change can
the next few decades will be since the Victorian age,” Grulke says. prosper. Traditional businesses can’t at-
a golden age for the Austral- Grulke’s reasoning is that established tract the brightest young people using the
ian economy, shielded from businesses usually react to new market methods of old. At a meeting with a Big 4
volatile global markets by the seemingly forces by treating them as threats to their management team in the United States,
insatiable Chinese demand for Austral- established business. By comparison, new Grulke asked about an advertisement
ian resources. Is our future insulated from entrants, without the drag of historic bag- they had taken in The New York Times
harm by this export buffer? If you listen gage, see every new change as an oppor- as part of a recruitment drive to find 100
to a respected futurist from FutureWorld, tunity to be capitalised on. By dedicating new employees.
a global business and technology think some executive time to actively thinking He pointed to the ad and said ‘tell me
tank, it almost certainly is not. about the future (Grulke recommends 10 about this’. The management responded
Wolfgang Grulke has spent the better per cent of executive time), and new mar- how great the ad looked, or how well it
part of 20 years encouraging big business ket forces, the executive team becomes was positioned. He then pointed out that
to change its thinking, helping it realise that better equipped to capitalise on these new reports showed that the age of the aver-
inevitable changes to a business model, in- market opportunities, as well as protecting age newspaper reader in the US was now
cluding external pressures on the market their current business against unseen new over 60. They were trying to recruit savvy
or business plan, do not necessarily need competitors. “We typically see companies young people from a readership that was
to equate to problems. With a different double their strategic outlook after a short twice that age.
attitude and a willingness to adapt, every series of interventions” says Grulke. It took some work, but Grulke con-
change can represent a new opportunity. vinced them to proceed with a Youtube
“It is not an easy thing for executives to Generational shift campaign, where the company asked
change their way of thinking, to view the The generational shift that has occurred KEITH young staff members who had been with
arrival of unforeseen events as a positive, over the past 10 years has perhaps made
BARRETT the organisation less than two years to
Managing Editor
because they have been programmed it easier for Grulke to illustrate how busi- create short video clips explaining how
22 Charter | February 2012
2. they felt about working within the or- that if you abuse it they can remove you zon, not the one with the biggest market- Above: Tesco’s Homeplus
ganisation. Almost 1000 clips quickly from their lives with just one click of a ing budget). The same thinking – being brand turned the daily
appeared on YouTube. While there were mouse,” Grulke says. functional as well as good value – has commute of millions into an
opportunity for growth.
some negative ones, the company quickly “They don’t want to fill out forms to seen retailer Tesco achieve remarkable
found that the positive ones attracted take leave, or to work defined hours. success in South Korea.
100 new recruits – without the use of the They don’t understand the thinking be- “Young Koreans are super busy and
recruitment advertising budget. hind turning off your phone going into a don’t have much time available for gro-
“Understanding how young people in- meeting. They think, ‘What’s wrong with cery shopping. Some even find the trip
teract with information through technol- these people? Can they really only do to the supermarket a traumatising expe-
ogy is vital. It’s all about one-click access one thing at a time?’ The next generation rience. When Tesco entered the market
to products and services. Music today is a have gone beyond multitasking – this is with its Homeplus brand, it quickly grew
service, not a physical product. The plat- hypertasking – and this is the next gen- to be the number two supermarket, but
form increasingly is the phone and not eration of business leaders. Business it wanted to move beyond this to number
the internet. This is critical for future plan- needs to get ready to attract these peo- one. It looked at the ‘busyness’ problem
ning for a business. ple, and keep them.” as something it could turn into a positive.
“Young people can’t understand why It advertised on subway billboards, using
they need to fill out so many forms in a Adapting business actual pictures of the shelves of its stores.
bank; they don’t understand why the bank That generational shift is having signifi- People could use their smartphone to
doesn’t ‘trust’ its customers. Today, kids cant effects on economies. People have scan the QR codes on the image, fill an
have a totally new understanding of what already started spending money based online basket with produce, purchase it
trust is. We grew up in a world where you on reputation, and not just the brand. with one click, and Homeplus guaranteed
had to prove that we could be trusted. (Grulke points out that when he pur- that the groceries would be delivered
They give their trust to almost anyone on chased a garden strimmer, he bought the within one hour of the customer getting
social networking, safe in the knowledge one with the best user reviews on Ama- home. Just think about how much that
Charter | February 2012 23
3. The Big Idea
Above: FutureWorld’s will change the nature of being a Korean of Australia’s economy could come under moment, but they are innovative and are
Wolfgang Grulke. consumer.” nanotechnology’s fatal spell?” creating a massive new pool of patents
As Grulke moves from one topic to and products – more than 1000 new ide-
another, his discussion crosses diverse A change is coming as for the use of 3D printing for example.
subject matter, and as his hands skim “FutureWorld [the global think-tank Grul- China will move from being a low-wage
across his notebook, up pops a 150-year ke founded] puts out a weekly publication economy to being a high-tech economy. It
overview of global commodity prices. called Mindbullets: News from the Future. took the West 50 years to do this – it will
While there have been spikes – most no- It’s in the style of news reports from the take China less than a decade.”
ticeably during WWII – the overall picture future, as they happen. “In 2005, we ran His point is that the mining companies
is undoubtedly one of declining prices. one on the collapse of the US property can’t use the data from the previous two
With a click he overlays another layer – and debt bubble. I showed that at a lunch years to effectively project what demands
an upward trend representing the uptake with several thousand US real estate will be like for the next 10 years. If the
of technology that moves in the opposite professionals on the west coast of the Chinese market contracts, then there will
direction of declining commodity prices. US that year. Together, their association be instant consequences for the Austral-
“You have to have real courage to bet represented 80 per cent of the American ian mining industry, and in particular its
against a 150-year decline of commodity commercial property market. exports. FutureWorld is working with many
prices – and technology is commoditising “They laughed, taking another drink. global mining companies on these issues
more and more products and services, ‘This time it’s different’, they said, ‘It can’t and the alternatives for their businesses.
from cars to auditing – technology is driv- happen. How could it?’ I replied, “Yes, it As for the accounting profession?
ing down the prices of almost everything. may be seem unlikely, but what if it did Grulke points out that, as more Chartered
Take gold for example – India traditionally happen?” Accountants secure c-suite roles within
bought the most retail gold in the world, There are lessons too for Australia, if it organisations, a tantalising opportunity
but they no longer purchase it like they takes the time to listen. Falling commodity presents itself. By dedicating time to un-
used to, for dowries and so on. Now young prices, coupled with Grulke’s prediction of derstand the future, Chartered Account-
people use their disposable income on a Chinese property bubble collapse and ants can become the leading lights of
iPads and similar fashionable technology. its shift to more technological industries the corporate world – steering business
Also, as technology advances, it will be- (China is now shipping manufacturing to through volatile times.
come possible to synthesise many things Laos and Cambodia for even lower pay He emphasises that this can’t happen
that are currently very scarce. Platinum rates, he says), could see up to 100 mil- unless Chartered Accountants take a
can already be synthesised, albeit in tiny lion Chinese out of work in the next five to flexible approach, discover new and bet-
quantities, at one per cent of the current 10 years. How the Chinese government ter ways of working, and continue to ap-
price of platinum. But in five or 10 years, will handle this new unemployment will be ply their ethical integrity to tackle busi-
when they can refine that process, what crucial to their future. ness realities. If they do that, then they
will happen to the commodity price? It’s “China is producing more than 300,000 will be able to evolve with the changing
‘natural’ may be less than $15 an ounce. engineering graduates every year. There demands of clients and employers today
What other commodities that are the core are simply not enough jobs for them at the – and tomorrow.
24 Charter | February 2012