This is about willingness and ability.
Interesting report by Gartner! Read it online at Gartner.com. “By 2012, Companies with the Top 25 Percent Earnings Growth Will Have an Entrepreneurial CIO Egham, UK, January 11, 2010 — The impact of an entrepreneurial CIO is greatest when the
This article summarizes in a way the main ideas and insights of Ulrich & Smallwood in their book: “Leadership Brand: Developing Customer-Focused Leaders to Drive Performance and Build Lasting Value”. It’s one of the good books I read on Leadership and the role of leadership celebrities.Ulrich and Smallwood articulated the way to build a leadership brand by handling the following aspects and answering the following questions:
I’m sharing an article from HBR blogs that summarizes and adds to the 2010 IBM Global CEO Study, a wonderful and insightful piece of work to energize today’s corporations. Go thru the article, and download IBM study here.
IBM just released its 2010 Global CEO Study based on face-to-face interviews conducted with over 1,500 CEOs spanning 60 countries and 33 industries.
Here are some key points from the study:
Even if the recession is over, 79% CEOs expect the business environment to become even more complex in coming years.
More than half of CEOs doubt their ability to manage this escalating complexity.
Western CEOs anticipate economic power to rapidly shift to developing markets, and foresee heavier regulation ahead.
A majority of CEOs cite creativity as the most important leadership quality required to cope with growing complexity.
Creativity in this context is about creative leadership — i.e., the ability to shed long-held beliefs and come up with original and at times radical concepts and execution. And this requires bold, breakthrough thinking. We believe, however, that this isn’t about having a lone creative leader at the top but rather about creating a “field” of creative leadership, by igniting the collective creativity of the organization from the bottom up. In essence, creative leaders excel at creating creative leaders.
The report identifies a group of standout organizations which delivered solid business results even during the recent downturn. Their revenue growth was six times higher than the rest of the sample and they plan to get 20% of revenues from new sources in the near future.
Four tests McKinsey authors Andrew Campbell and Jo Whitehead ask managers and leaders to do before engaging in an instinct-based decision making process. Doing a Familiarity, Feedback, Measured-Emotion and Independence tests do trigger events that would allow the human mind to be more conscious! The article does not specify what types of instinct based decisions should be scrutinized by such tests, They’ve been offered as a general framework to follow. Decisions that are to be taken promptly are the high risk ones that if a leader does not train or fine tune his guts-decision making, then, consequences will be unexpected as well miscalculated.
Leaders should try Campbel and Whitehead tests and monitor the quality of their decisions over time. I urge you to read the full article at McKinsey Quarterly site here.
Many of today’s manager underestimate the essence and impact of their organizational cultures. The elements that control the work places, the values, the ethics, and the untold rules are sometimes ignored, and business strategies, alone, are assumed to do the job. Drucker’s statement “Culture eats strategy for breakfast” is wholeheartedly presenting the pain people faces in their workplaces. Growth plans and articulated business tactics can not be sustainable without a framework of cultural values and rules. Fix the culture first then define a strategy. If you operate within a culture of deception, ignorance and lack of accountability, no matter how robust or concrete business plan you develop, it will fail its first encounter internally before externally with market. In HBR management tip, the author rightly noted that leaders should “give employees a reason to care about your customers, their colleagues, and about how to do business right in a world that rewards cutting corners and compromising values. During a turnaround, don’t focus exclusively on distinguishing yourself from the competition; find what brings you together as a company. It may be values, a vision, or a set of shared emotions. Articulate this sense of unity well and the business will follow.”
This is an insightful piece of work by Sanjay Khosla and Mohanbir Sawhney, published recently at Strategy+Business. Though people could argue that nothing new in this proposition, and companies did actually narrowed their expansions plans, and focused more on their current offerings and inititated massive gigantic cost-cutting and optimization engagements, nonetheless, Khosla and Sawhney aims, as far I understood, to strategize the whole process and practice. Growth by focus should deliberately replace the growth by more in good times as well and not bad times. It should the way of doing and running the businesses onwards.