There is a leadership myth, originating in Hollywood, that there is a well-defined set of competencies / attributes that leaders need to possess. It suits the executive education ecosystem to embrace this incorrect reductionist perspective. On the plus side, it gives the student a sense of certainty that they will leave the programme knowing how […]
These posts focus on the disrupted nature of leadership as we transition to the age of disruption.
Quiz time Which of the following do you believe to be true in respect of business leaders? They are generally overpaid relative to the workforce. Leadership education is optimised for uncertainty. Leaders lead and managers manage. That’s right. None of them are true. Well at least for most organisations on the planet, ie those built […]
Values minimisation It’s a sign of the time when leaders in some organisations earn over a thousand times more than the median company salary. Are they really that good? Or is the upper limit of employee value contribution limited by the focus on having most people in the organisation operating as process monkeys, slavishly adhering […]
Despite what the media is telling us, it is a mistake to think that sustainability, hybrid working, mental wellness and so on are our top priorities. We are unlikely to move the needle in any of these important spheres if we do not have capable leaders.The crisis we face is that very few leaders are […]
Leadership in the past was simple. Keep the shareholders happy by both protecting and increasing positive cashflow. This was an efficiency play. As an employee, if you were not prepared to simply mimic a component day in day out, you were considered an organisational threat.Whilst most people have lives, or even lifestyles to fund, they […]
You likely clicked on this post because you believe technology is the vaccine against the disruption that we are all facing. Or perhaps, you have already made that decision and are looking to fine tune your approach?
The Harvard Business Review website has circa 13k references to ‘vision’. It also has around 13k of references to ‘strategy’. But of course the HBR has been around for a century and a lot has happened since its founding, including the seismic transition from the industrial to the digital / human / social etc epoch. […]
The digital tsunami threatened to destroy business models and create new ones. And it did. However some leaders have side-stepped it through operating in markets that they essentially controlled or whose business models were so niche that that they were immune from macroeconomic forces. Some leaders are presiding over businesses on life support. It is […]
Introduction This executive’s guide to cognition explains why businesses need to harness the power of both human and artificial intelligence. This is particularly important as organisations in their race to become more intelligent are more often than not ignoring the cognitive potential of their people. Cognition defined Cognition is defined as the process of […]
Introduction This executive’s guide to data covers what you need to know to turn this operational by-product into organisational and market value. Data defined Data, strictly speaking, has no value. Data can be a graphic or a piece of video. It can be a sequence of alphanumeric characters, eg. an address, or just a date. […]