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Hot Topic: The Power of Narrative: Fusing Fact & Storytelling to Influence Change

How often have you presented an argument – based on facts, figures, and robust research – but failed to convince people? The reality is that facts and rational arguments aren’t very good at altering people’s beliefs. In this Hot Topic, we discuss how using the power of narrative can support leaders in navigating the complexities of human psychology to bring about positive change.

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Hot Topic Deep Dive: Featured Techniques

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New Ideas For High Performance

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Dispel the illusion of the perfect plan! Crafting an effective strategic plan demands several key learning points for leaders. Firstly, dispel illusions of a perfect plan; embrace a growth mindset, acknowledging the dynamic business landscape. Challenge the wrong planning model; think of strategy as flexible rounds, not a rigid blueprint. Address the budget override issue by loosening its coupling with the plan, allowing strategic exploration within financial constraints. Conduct regular, focused strategic reviews separate from operational discussions to maintain a clear long-term perspective. Embrace the certainty of change; your strategic plan will not be flawless, but it's a guiding compass in navigating uncertainties. Acknowledge the need for continual anticipation and adaptability, understanding that strategic planning is an evolving process crucial for steering organizations through a continually shifting business landscape. Recognize that strategic planning, despite imperfections, is an indispensable tool in shaping how to negotiate a changing future.

Source: HBR

Dispel the illusion of the perfect plan! Crafting an effective strategic plan demands several key learning points for leaders. Firstly, dispel illusions of a perfect plan; embrace a growth mindset, acknowledging the dynamic business landscape. Challenge the wrong planning model; think of strategy as flexible rounds, not a rigid blueprint. Address the budget override issue by loosening its coupling with the plan, allowing strategic exploration within financial constraints. Conduct regular, focused strategic reviews separate from operational discussions to maintain a clear long-term perspective. Embrace the certainty of change; your strategic plan will not be flawless, but it's a guiding compass in navigating uncertainties. Acknowledge the need for continual anticipation and adaptability, understanding that strategic planning is an evolving process crucial for steering organizations through a continually shifting business landscape. Recognize that strategic planning, despite imperfections, is an indispensable tool in shaping how to negotiate a changing future.

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Dispel the illusion of the perfect plan! Crafting an effective strategic plan demands several key learning points for leaders. Firstly, dispel illusions of a perfect plan; embrace a growth mindset, acknowledging the dynamic business landscape. Challenge the wrong planning model; think of strategy as flexible rounds, not a rigid blueprint. Address the budget override issue by loosening its coupling with the plan, allowing strategic exploration within financial constraints. Conduct regular, focused strategic reviews separate from operational discussions to maintain a clear long-term perspective. Embrace the certainty of change; your strategic plan will not be flawless, but it's a guiding compass in navigating uncertainties. Acknowledge the need for continual anticipation and adaptability, understanding that strategic planning is an evolving process crucial for steering organizations through a continually shifting business landscape. Recognize that strategic planning, despite imperfections, is an indispensable tool in shaping how to negotiate a changing future.
Source: HBR
Ideas

How to leverage AI as a trusted ally: Google, Amazon, Salesforce, and Siemens strategically leverage AI for leadership by integrating it into key areas of their operations. These companies harness AI for data-driven decision-making, swiftly analysing vast amounts of information to inform choices aligned with organisational objectives. In personalised leadership development, AI identifies individual strengths and weaknesses, facilitating tailored programs for specific needs. Talent optimisation involves using machine learning to match leaders with projects aligned with their expertise, fostering efficient organisational structures. Positioning AI as a catalyst for innovation, these companies encourage teams to explore novel ways of leveraging AI to enhance processes and drive creativity. By adopting these strategies, organisations ensure they stay competitive, navigate leadership challenges effectively, and harness the full potential of AI for transformative growth in today's dynamic business landscape.

Source: FB

How to leverage AI as a trusted ally: Google, Amazon, Salesforce, and Siemens strategically leverage AI for leadership by integrating it into key areas of their operations. These companies harness AI for data-driven decision-making, swiftly analysing vast amounts of information to inform choices aligned with organisational objectives. In personalised leadership development, AI identifies individual strengths and weaknesses, facilitating tailored programs for specific needs. Talent optimisation involves using machine learning to match leaders with projects aligned with their expertise, fostering efficient organisational structures. Positioning AI as a catalyst for innovation, these companies encourage teams to explore novel ways of leveraging AI to enhance processes and drive creativity. By adopting these strategies, organisations ensure they stay competitive, navigate leadership challenges effectively, and harness the full potential of AI for transformative growth in today's dynamic business landscape.

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How to leverage AI as a trusted ally: Google, Amazon, Salesforce, and Siemens strategically leverage AI for leadership by integrating it into key areas of their operations. These companies harness AI for data-driven decision-making, swiftly analysing vast amounts of information to inform choices aligned with organisational objectives. In personalised leadership development, AI identifies individual strengths and weaknesses, facilitating tailored programs for specific needs. Talent optimisation involves using machine learning to match leaders with projects aligned with their expertise, fostering efficient organisational structures. Positioning AI as a catalyst for innovation, these companies encourage teams to explore novel ways of leveraging AI to enhance processes and drive creativity. By adopting these strategies, organisations ensure they stay competitive, navigate leadership challenges effectively, and harness the full potential of AI for transformative growth in today's dynamic business landscape.
Source: FB
Ideas

I’m not paranoid, you are. Leaders must be aware of how power struggles amongst employees can lead to a culture of paranoia, which in turn may fuel aggressive tendencies. Research would suggest that it is often employees who may be regarded as “high power” who tend to be more prone to paranoia. That being said, inherent vulnerability associated with low power positions can also evoke feelings of paranoia amongst certain members of the working team. Irrespective of employee status, leaders must remain resolute in the pursuit of a psychologically safe climate and seek to use resources (namely organisational support) to ensure employees’ paranoia doesn’t get the better of them.

Source: OBHDP

I’m not paranoid, you are. Leaders must be aware of how power struggles amongst employees can lead to a culture of paranoia, which in turn may fuel aggressive tendencies. Research would suggest that it is often employees who may be regarded as “high power” who tend to be more prone to paranoia. That being said, inherent vulnerability associated with low power positions can also evoke feelings of paranoia amongst certain members of the working team. Irrespective of employee status, leaders must remain resolute in the pursuit of a psychologically safe climate and seek to use resources (namely organisational support) to ensure employees’ paranoia doesn’t get the better of them.

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I’m not paranoid, you are. Leaders must be aware of how power struggles amongst employees can lead to a culture of paranoia, which in turn may fuel aggressive tendencies. Research would suggest that it is often employees who may be regarded as “high power” who tend to be more prone to paranoia. That being said, inherent vulnerability associated with low power positions can also evoke feelings of paranoia amongst certain members of the working team. Irrespective of employee status, leaders must remain resolute in the pursuit of a psychologically safe climate and seek to use resources (namely organisational support) to ensure employees’ paranoia doesn’t get the better of them.
Source: OBHDP
Ideas

Agreeableness enhances team performance. Soo Ling Lim, Peter J Bentley, JoEllyn Prouty McLaren have conducted research into the impact of personality traits on team success involving uncertain tasks. The researchers employ a unique approach, integrating computer modelling and real-world data, to predict team performance. With a focus on traits like agreeableness and task uncertainty, they validate predictions against a comprehensive ten-year dataset. Notably, the study reveals that agreeableness significantly enhances team success, particularly in uncertain tasks. For leaders and managers, this research underscores the crucial role of agreeable team members in navigating uncertainty effectively. It introduces an innovative way to understand and optimize teamwork through computer models, offering practical insights for building resilient and successful teams in today's dynamic and uncertain work environments.

Source: SAGE

Agreeableness enhances team performance. Soo Ling Lim, Peter J Bentley, JoEllyn Prouty McLaren have conducted research into the impact of personality traits on team success involving uncertain tasks. The researchers employ a unique approach, integrating computer modelling and real-world data, to predict team performance. With a focus on traits like agreeableness and task uncertainty, they validate predictions against a comprehensive ten-year dataset. Notably, the study reveals that agreeableness significantly enhances team success, particularly in uncertain tasks. For leaders and managers, this research underscores the crucial role of agreeable team members in navigating uncertainty effectively. It introduces an innovative way to understand and optimize teamwork through computer models, offering practical insights for building resilient and successful teams in today's dynamic and uncertain work environments.

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Agreeableness enhances team performance. Soo Ling Lim, Peter J Bentley, JoEllyn Prouty McLaren have conducted research into the impact of personality traits on team success involving uncertain tasks. The researchers employ a unique approach, integrating computer modelling and real-world data, to predict team performance. With a focus on traits like agreeableness and task uncertainty, they validate predictions against a comprehensive ten-year dataset. Notably, the study reveals that agreeableness significantly enhances team success, particularly in uncertain tasks. For leaders and managers, this research underscores the crucial role of agreeable team members in navigating uncertainty effectively. It introduces an innovative way to understand and optimize teamwork through computer models, offering practical insights for building resilient and successful teams in today's dynamic and uncertain work environments.
Source: SAGE
Ideas

Managing wellbeing in a cost of living crisis. In the current landscape where 80% of employees experience financial stress, leaders and managers must address this issue to enhance overall workplace well-being. A 2022 survey reveals that 35% of adults worry about their financial stability, impacting work focus and productivity. A crucial step is acknowledging that financial health requires an "ecosystem" approach, considering employees' diverse financial, cultural, and personal circumstances. Tailoring benefits to individual needs fosters a sense of financial well-being. Secondly, leaders should facilitate effective benefit utilisation by providing ongoing education and support, considering that 77% of workers find financial wellness programs important, yet only 28% of employers offer them. Lastly, hiring external, unbiased financial consultants can maximise the return on investment in employee benefits, reducing financial distress and boosting overall productivity. By implementing these steps, organisations can create a supportive environment that enhances employee satisfaction, loyalty, and productivity.

Source: HBR

Managing wellbeing in a cost of living crisis. In the current landscape where 80% of employees experience financial stress, leaders and managers must address this issue to enhance overall workplace well-being. A 2022 survey reveals that 35% of adults worry about their financial stability, impacting work focus and productivity. A crucial step is acknowledging that financial health requires an "ecosystem" approach, considering employees' diverse financial, cultural, and personal circumstances. Tailoring benefits to individual needs fosters a sense of financial well-being. Secondly, leaders should facilitate effective benefit utilisation by providing ongoing education and support, considering that 77% of workers find financial wellness programs important, yet only 28% of employers offer them. Lastly, hiring external, unbiased financial consultants can maximise the return on investment in employee benefits, reducing financial distress and boosting overall productivity. By implementing these steps, organisations can create a supportive environment that enhances employee satisfaction, loyalty, and productivity.

Ideas
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Managing wellbeing in a cost of living crisis. In the current landscape where 80% of employees experience financial stress, leaders and managers must address this issue to enhance overall workplace well-being. A 2022 survey reveals that 35% of adults worry about their financial stability, impacting work focus and productivity. A crucial step is acknowledging that financial health requires an "ecosystem" approach, considering employees' diverse financial, cultural, and personal circumstances. Tailoring benefits to individual needs fosters a sense of financial well-being. Secondly, leaders should facilitate effective benefit utilisation by providing ongoing education and support, considering that 77% of workers find financial wellness programs important, yet only 28% of employers offer them. Lastly, hiring external, unbiased financial consultants can maximise the return on investment in employee benefits, reducing financial distress and boosting overall productivity. By implementing these steps, organisations can create a supportive environment that enhances employee satisfaction, loyalty, and productivity.
Source: HBR
Ideas

Master the language of finance. In the contemporary business landscape, financial acumen is no longer exclusive to CFOs, becoming a critical skill for leaders at all organisational levels. Understanding financial terms is akin to learning a language and therefore is achievable through time and practice. The key to developing financial acumen lies in demystifying jargon, such as grasping the concepts of assets, liabilities, and equity. In addition, mastery of financial statements such as the balance sheet, income statement, and cash flow statement is crucial for informed decision-making. Financial literacy aids strategic decision-making by assessing risks and profitability, making it essential for any leader or manager in organizational contexts. By emphasising the centrality of financial data in steering strategic choices and its role in raising capital and managing cash flow we can ensure sustained success.

Source: FB

Master the language of finance. In the contemporary business landscape, financial acumen is no longer exclusive to CFOs, becoming a critical skill for leaders at all organisational levels. Understanding financial terms is akin to learning a language and therefore is achievable through time and practice. The key to developing financial acumen lies in demystifying jargon, such as grasping the concepts of assets, liabilities, and equity. In addition, mastery of financial statements such as the balance sheet, income statement, and cash flow statement is crucial for informed decision-making. Financial literacy aids strategic decision-making by assessing risks and profitability, making it essential for any leader or manager in organizational contexts. By emphasising the centrality of financial data in steering strategic choices and its role in raising capital and managing cash flow we can ensure sustained success.

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Master the language of finance. In the contemporary business landscape, financial acumen is no longer exclusive to CFOs, becoming a critical skill for leaders at all organisational levels. Understanding financial terms is akin to learning a language and therefore is achievable through time and practice. The key to developing financial acumen lies in demystifying jargon, such as grasping the concepts of assets, liabilities, and equity. In addition, mastery of financial statements such as the balance sheet, income statement, and cash flow statement is crucial for informed decision-making. Financial literacy aids strategic decision-making by assessing risks and profitability, making it essential for any leader or manager in organizational contexts. By emphasising the centrality of financial data in steering strategic choices and its role in raising capital and managing cash flow we can ensure sustained success.
Source: FB
Ideas

22 actions for project success. Project owners play a crucial role in maximising project benefits, but a staggering 83% of organisations fall short in fully realising their project goals. Many projects fail to achieve their expected benefits due to unclear responsibilities in the benefits management process. A recent study outlines 22 essential actions for project owners, spanning initiation to benefits realisation. Emphasising the project's culmination, these actions ensure optimal utilisation of outputs, performance evaluation, and comprehensive closeout reports. By instilling a focus on the project's end, project owners can safeguard against enthusiasm fading away, guaranteeing that all projects attain their anticipated advantages, whether it's reducing service time or boosting production.

Source: IJOPM

22 actions for project success. Project owners play a crucial role in maximising project benefits, but a staggering 83% of organisations fall short in fully realising their project goals. Many projects fail to achieve their expected benefits due to unclear responsibilities in the benefits management process. A recent study outlines 22 essential actions for project owners, spanning initiation to benefits realisation. Emphasising the project's culmination, these actions ensure optimal utilisation of outputs, performance evaluation, and comprehensive closeout reports. By instilling a focus on the project's end, project owners can safeguard against enthusiasm fading away, guaranteeing that all projects attain their anticipated advantages, whether it's reducing service time or boosting production.

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22 actions for project success. Project owners play a crucial role in maximising project benefits, but a staggering 83% of organisations fall short in fully realising their project goals. Many projects fail to achieve their expected benefits due to unclear responsibilities in the benefits management process. A recent study outlines 22 essential actions for project owners, spanning initiation to benefits realisation. Emphasising the project's culmination, these actions ensure optimal utilisation of outputs, performance evaluation, and comprehensive closeout reports. By instilling a focus on the project's end, project owners can safeguard against enthusiasm fading away, guaranteeing that all projects attain their anticipated advantages, whether it's reducing service time or boosting production.
Source: IJOPM
Ideas

Good collaboration sees the bigger picture. Effective collaboration hinges on the creation of value, a fundamental aspect that poses a significant challenge for supply chain managers. The interconnectedness of supply chain systems means decisions in one segment reverberate throughout multiple areas, highlighting the necessity of a holistic, end-to-end perspective. Successful collaboration requires supply chain leaders to comprehend and oversee the entire system comprehensively. Historically, supply chains have grappled with grasping the entirety of the production and supply process for a product or service. Lacking an end-to-end viewpoint can result in substantial issues, such as failures in suppliers, customer master data tables, and employee contracts, leading to significant cost implications or customer service disruptions. Hence, an all-encompassing approach is vital for seamless and successful supply chain collaboration.

Source: GSCI

Good collaboration sees the bigger picture. Effective collaboration hinges on the creation of value, a fundamental aspect that poses a significant challenge for supply chain managers. The interconnectedness of supply chain systems means decisions in one segment reverberate throughout multiple areas, highlighting the necessity of a holistic, end-to-end perspective. Successful collaboration requires supply chain leaders to comprehend and oversee the entire system comprehensively. Historically, supply chains have grappled with grasping the entirety of the production and supply process for a product or service. Lacking an end-to-end viewpoint can result in substantial issues, such as failures in suppliers, customer master data tables, and employee contracts, leading to significant cost implications or customer service disruptions. Hence, an all-encompassing approach is vital for seamless and successful supply chain collaboration.

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Good collaboration sees the bigger picture. Effective collaboration hinges on the creation of value, a fundamental aspect that poses a significant challenge for supply chain managers. The interconnectedness of supply chain systems means decisions in one segment reverberate throughout multiple areas, highlighting the necessity of a holistic, end-to-end perspective. Successful collaboration requires supply chain leaders to comprehend and oversee the entire system comprehensively. Historically, supply chains have grappled with grasping the entirety of the production and supply process for a product or service. Lacking an end-to-end viewpoint can result in substantial issues, such as failures in suppliers, customer master data tables, and employee contracts, leading to significant cost implications or customer service disruptions. Hence, an all-encompassing approach is vital for seamless and successful supply chain collaboration.
Source: GSCI
Ideas

Why is paternity leave important? Paternity leave has been shown to be a crucial factor in shaping fathers' brain development for effective parenting. A study comparing fathers in different countries highlights that prolonged paternity leave correlates with significant changes in brain regions associated with sustained attention, aiding fathers in meeting the cognitive demands of parenting. The article advocates for paternity leave as a valuable brain-training opportunity, emphasising the benefits derived from engaged time with infants. It discusses the learning curve of this training, drawing on real-life experiences to underscore its long-term advantages. The narrative calls for societal shifts, encouraging fathers to take leave and supporting the broader advocacy for parental leave as a step towards gender equality.

Source: HBR

Why is paternity leave important? Paternity leave has been shown to be a crucial factor in shaping fathers' brain development for effective parenting. A study comparing fathers in different countries highlights that prolonged paternity leave correlates with significant changes in brain regions associated with sustained attention, aiding fathers in meeting the cognitive demands of parenting. The article advocates for paternity leave as a valuable brain-training opportunity, emphasising the benefits derived from engaged time with infants. It discusses the learning curve of this training, drawing on real-life experiences to underscore its long-term advantages. The narrative calls for societal shifts, encouraging fathers to take leave and supporting the broader advocacy for parental leave as a step towards gender equality.

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Why is paternity leave important? Paternity leave has been shown to be a crucial factor in shaping fathers' brain development for effective parenting. A study comparing fathers in different countries highlights that prolonged paternity leave correlates with significant changes in brain regions associated with sustained attention, aiding fathers in meeting the cognitive demands of parenting. The article advocates for paternity leave as a valuable brain-training opportunity, emphasising the benefits derived from engaged time with infants. It discusses the learning curve of this training, drawing on real-life experiences to underscore its long-term advantages. The narrative calls for societal shifts, encouraging fathers to take leave and supporting the broader advocacy for parental leave as a step towards gender equality.
Source: HBR
Ideas

Are you sleeping enough? In the demanding landscape of leadership, the importance of adequate sleep cannot be overstated. Leaders and managers who prioritise sufficient rest experience heightened cognitive functions, improved memory, creativity, and emotional regulation. Sleep deprivation not only hinders personal well-being but also poses substantial risks to organisational productivity and health. To address this, leaders can challenge the prevailing belief that more work equates to better outcomes, emphasising the proven scientific connection between quality sleep and optimal performance. Role models, particularly senior executives, play a crucial role in reshaping organisational culture by rejecting the pervasive 24/7 work mindset and openly discussing sleep challenges. Establishing boundaries between work and leisure, incorporating sleep considerations into policies, and advocating for sleep-friendly practices further underscore the importance of rest. Embracing flexible schedules and telecommuting options fosters an environment conducive to better sleep, ultimately enhancing leadership effectiveness and organisational success.

Source: CLP

Are you sleeping enough? In the demanding landscape of leadership, the importance of adequate sleep cannot be overstated. Leaders and managers who prioritise sufficient rest experience heightened cognitive functions, improved memory, creativity, and emotional regulation. Sleep deprivation not only hinders personal well-being but also poses substantial risks to organisational productivity and health. To address this, leaders can challenge the prevailing belief that more work equates to better outcomes, emphasising the proven scientific connection between quality sleep and optimal performance. Role models, particularly senior executives, play a crucial role in reshaping organisational culture by rejecting the pervasive 24/7 work mindset and openly discussing sleep challenges. Establishing boundaries between work and leisure, incorporating sleep considerations into policies, and advocating for sleep-friendly practices further underscore the importance of rest. Embracing flexible schedules and telecommuting options fosters an environment conducive to better sleep, ultimately enhancing leadership effectiveness and organisational success.

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Are you sleeping enough? In the demanding landscape of leadership, the importance of adequate sleep cannot be overstated. Leaders and managers who prioritise sufficient rest experience heightened cognitive functions, improved memory, creativity, and emotional regulation. Sleep deprivation not only hinders personal well-being but also poses substantial risks to organisational productivity and health. To address this, leaders can challenge the prevailing belief that more work equates to better outcomes, emphasising the proven scientific connection between quality sleep and optimal performance. Role models, particularly senior executives, play a crucial role in reshaping organisational culture by rejecting the pervasive 24/7 work mindset and openly discussing sleep challenges. Establishing boundaries between work and leisure, incorporating sleep considerations into policies, and advocating for sleep-friendly practices further underscore the importance of rest. Embracing flexible schedules and telecommuting options fosters an environment conducive to better sleep, ultimately enhancing leadership effectiveness and organisational success.
Source: CLP
Ideas

Bringing back the human touch. Modern commerce has seemingly been designed to separate us from each other. Smartphones keep our attention locked in a virtual realm, online retail allows us to browse and shop without leaving our home and self-checkouts remove human interaction entirely. However, there is evidence around us that customers are claiming [clamouring?] to see the humans behind the products. This is demonstrated on 3 levels: (1) Intention: customers prefer handmade products rather than store-bought, even if they cannot tell the difference. (2) Effort: customers prefer products that mention “people” in their production process labels because, for many, human-made production equals effort and effort creates value. (3) Authenticity: similarly, family-owned businesses heighten authenticity and create additional value because the “owners have touched the items”. Even in an increasingly human-less age, human interactions still matter for our consumers. So how could you make your products and services more human?

Source: HBR

Bringing back the human touch. Modern commerce has seemingly been designed to separate us from each other. Smartphones keep our attention locked in a virtual realm, online retail allows us to browse and shop without leaving our home and self-checkouts remove human interaction entirely. However, there is evidence around us that customers are claiming [clamouring?] to see the humans behind the products. This is demonstrated on 3 levels: (1) Intention: customers prefer handmade products rather than store-bought, even if they cannot tell the difference. (2) Effort: customers prefer products that mention “people” in their production process labels because, for many, human-made production equals effort and effort creates value. (3) Authenticity: similarly, family-owned businesses heighten authenticity and create additional value because the “owners have touched the items”. Even in an increasingly human-less age, human interactions still matter for our consumers. So how could you make your products and services more human?

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Bringing back the human touch. Modern commerce has seemingly been designed to separate us from each other. Smartphones keep our attention locked in a virtual realm, online retail allows us to browse and shop without leaving our home and self-checkouts remove human interaction entirely. However, there is evidence around us that customers are claiming [clamouring?] to see the humans behind the products. This is demonstrated on 3 levels: (1) Intention: customers prefer handmade products rather than store-bought, even if they cannot tell the difference. (2) Effort: customers prefer products that mention “people” in their production process labels because, for many, human-made production equals effort and effort creates value. (3) Authenticity: similarly, family-owned businesses heighten authenticity and create additional value because the “owners have touched the items”. Even in an increasingly human-less age, human interactions still matter for our consumers. So how could you make your products and services more human?
Source: HBR
Ideas

Is your organisation's vision truly inspirational? In the contemporary business landscape, discussions abound about entrepreneurs boasting visions that aim to disrupt and redefine the norms within our workplaces and markets. Termed ‘disruptive visions’, these ambitious goals are increasingly prevalent. Recent studies indicate that while articulating a highly disruptive vision may attract investment, the level of investment tends to decrease as the disruptive nature intensifies, as individuals become more cautious. This trend has profound implications for the overarching management structures across all organisations. When crafting a vision, garnering investment from both internal and external stakeholders is imperative. However, as the vision veers towards greater disruption, individuals become more reluctant to embrace it. Consequently, managers must scrutinise their vision statements, ensuring they strike the right balance of disruption to maximise stakeholder buy-in. Achieving a harmonious alignment between visionary ambition and practical acceptance is essential for organisational success in an ever-evolving business environment.

Source: JoMS

Is your organisation's vision truly inspirational? In the contemporary business landscape, discussions abound about entrepreneurs boasting visions that aim to disrupt and redefine the norms within our workplaces and markets. Termed ‘disruptive visions’, these ambitious goals are increasingly prevalent. Recent studies indicate that while articulating a highly disruptive vision may attract investment, the level of investment tends to decrease as the disruptive nature intensifies, as individuals become more cautious. This trend has profound implications for the overarching management structures across all organisations. When crafting a vision, garnering investment from both internal and external stakeholders is imperative. However, as the vision veers towards greater disruption, individuals become more reluctant to embrace it. Consequently, managers must scrutinise their vision statements, ensuring they strike the right balance of disruption to maximise stakeholder buy-in. Achieving a harmonious alignment between visionary ambition and practical acceptance is essential for organisational success in an ever-evolving business environment.

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Is your organisation's vision truly inspirational? In the contemporary business landscape, discussions abound about entrepreneurs boasting visions that aim to disrupt and redefine the norms within our workplaces and markets. Termed ‘disruptive visions’, these ambitious goals are increasingly prevalent. Recent studies indicate that while articulating a highly disruptive vision may attract investment, the level of investment tends to decrease as the disruptive nature intensifies, as individuals become more cautious. This trend has profound implications for the overarching management structures across all organisations. When crafting a vision, garnering investment from both internal and external stakeholders is imperative. However, as the vision veers towards greater disruption, individuals become more reluctant to embrace it. Consequently, managers must scrutinise their vision statements, ensuring they strike the right balance of disruption to maximise stakeholder buy-in. Achieving a harmonious alignment between visionary ambition and practical acceptance is essential for organisational success in an ever-evolving business environment.
Source: JoMS
Ideas

"Duetting”"with AI for equilibrium. "Autosapients," is a new breed of autonomous AI systems, which is reshaping the landscape for leaders and managers. These systems, possessing traits like acting independently and learning, are altering how information flows, displacing traditional expertise, and impacting value creation. Leaders are advised to approach autosapients as collaborators, employing a strategy termed "duetting" for effective cooperation. However, balancing the efficiency of AI with the preservation of meaningful human experiences becomes crucial. Achieving this equilibrium requires a collaborative effort from policymakers, corporate leaders, and the wider public, ensuring a future where technology enhances human agency rather than diminishing it. This evolution necessitates thoughtful navigation of ethical considerations and a commitment to a shared vision for the future.

Source: HBR

"Duetting”"with AI for equilibrium. "Autosapients," is a new breed of autonomous AI systems, which is reshaping the landscape for leaders and managers. These systems, possessing traits like acting independently and learning, are altering how information flows, displacing traditional expertise, and impacting value creation. Leaders are advised to approach autosapients as collaborators, employing a strategy termed "duetting" for effective cooperation. However, balancing the efficiency of AI with the preservation of meaningful human experiences becomes crucial. Achieving this equilibrium requires a collaborative effort from policymakers, corporate leaders, and the wider public, ensuring a future where technology enhances human agency rather than diminishing it. This evolution necessitates thoughtful navigation of ethical considerations and a commitment to a shared vision for the future.

Ideas
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"Duetting”"with AI for equilibrium. "Autosapients," is a new breed of autonomous AI systems, which is reshaping the landscape for leaders and managers. These systems, possessing traits like acting independently and learning, are altering how information flows, displacing traditional expertise, and impacting value creation. Leaders are advised to approach autosapients as collaborators, employing a strategy termed "duetting" for effective cooperation. However, balancing the efficiency of AI with the preservation of meaningful human experiences becomes crucial. Achieving this equilibrium requires a collaborative effort from policymakers, corporate leaders, and the wider public, ensuring a future where technology enhances human agency rather than diminishing it. This evolution necessitates thoughtful navigation of ethical considerations and a commitment to a shared vision for the future.
Source: HBR
Ideas

Navigating AI Integration: A Fourfold Approach for Leaders: Firstly, leaders should plan comprehensively, ensuring a shared understanding and clear communication about AI goals. Secondly, prioritize learning about data, methods, and people skills in Qualifications and Competencies. Thirdly, foster a supportive culture by embracing mistakes and encouraging innovation. Lastly, in Human-AI Interaction, allocate tasks carefully, uphold values, and collaborate with employees for effective processes. This four-step framework can provides leaders with an accessible approach to successfully incorporate AI into their work, emphasising clarity, skill development, cultural support, and thoughtful interaction.

Source: SD

Navigating AI Integration: A Fourfold Approach for Leaders: Firstly, leaders should plan comprehensively, ensuring a shared understanding and clear communication about AI goals. Secondly, prioritize learning about data, methods, and people skills in Qualifications and Competencies. Thirdly, foster a supportive culture by embracing mistakes and encouraging innovation. Lastly, in Human-AI Interaction, allocate tasks carefully, uphold values, and collaborate with employees for effective processes. This four-step framework can provides leaders with an accessible approach to successfully incorporate AI into their work, emphasising clarity, skill development, cultural support, and thoughtful interaction.

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Navigating AI Integration: A Fourfold Approach for Leaders: Firstly, leaders should plan comprehensively, ensuring a shared understanding and clear communication about AI goals. Secondly, prioritize learning about data, methods, and people skills in Qualifications and Competencies. Thirdly, foster a supportive culture by embracing mistakes and encouraging innovation. Lastly, in Human-AI Interaction, allocate tasks carefully, uphold values, and collaborate with employees for effective processes. This four-step framework can provides leaders with an accessible approach to successfully incorporate AI into their work, emphasising clarity, skill development, cultural support, and thoughtful interaction.
Source: SD
Ideas

Four steps for communicating good ideas. Developing skills and gathering good ideas is crucial to thrive in today’s world. However, getting those ideas across to others is no easy task. There are four steps that can help in this process. First, dedicate time to prepare: plan and allocate time as soon as possible to gather information, draft the main points, and incorporate feedback. Proper prep work can make the difference between a mediocre, good or a great presentation. Second, figure out the story: start with the conclusion, organize ideas from big to small, and include a beginning, middle and end. Third, make sure the data fits: analyse the organization, relevance, and accuracy of the data you are using to support the statements. Finally, keep language easy: many studies prove that the use of fancy words undermines the delivery of the message, so keep the message simple, relatable, and understandable.

Source: KI

Four steps for communicating good ideas. Developing skills and gathering good ideas is crucial to thrive in today’s world. However, getting those ideas across to others is no easy task. There are four steps that can help in this process. First, dedicate time to prepare: plan and allocate time as soon as possible to gather information, draft the main points, and incorporate feedback. Proper prep work can make the difference between a mediocre, good or a great presentation. Second, figure out the story: start with the conclusion, organize ideas from big to small, and include a beginning, middle and end. Third, make sure the data fits: analyse the organization, relevance, and accuracy of the data you are using to support the statements. Finally, keep language easy: many studies prove that the use of fancy words undermines the delivery of the message, so keep the message simple, relatable, and understandable.

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Four steps for communicating good ideas. Developing skills and gathering good ideas is crucial to thrive in today’s world. However, getting those ideas across to others is no easy task. There are four steps that can help in this process. First, dedicate time to prepare: plan and allocate time as soon as possible to gather information, draft the main points, and incorporate feedback. Proper prep work can make the difference between a mediocre, good or a great presentation. Second, figure out the story: start with the conclusion, organize ideas from big to small, and include a beginning, middle and end. Third, make sure the data fits: analyse the organization, relevance, and accuracy of the data you are using to support the statements. Finally, keep language easy: many studies prove that the use of fancy words undermines the delivery of the message, so keep the message simple, relatable, and understandable.
Source: KI
Ideas

Strategy requires creativity. Staff are taught to think about strategy problems by using rigorous analytical tools and models. These models are valuable and indeed essential, but we must realise that these tools are better suited to understanding an existing business context than to dreaming up ways to reshape it. Innovative strategies are born of creative thinking: a spark of intuition, different ways of thinking. Analytical tools will always be necessary, but there are some great ways to building a breakthrough strategy: (1) Contrast. The strategist should identify and challenge the assumptions sustaining company or industry status quo. (2) Combination. Many smart business moves come from linking products or services that seem independent from or even in tension with one another. (3) Constraint. A good strategist looks at organisational limitations and considers how they might become strengths. (4) Context. Reflecting on how a problem similar to yours was solved in different contexts, surprising insights may emerge.

Source: HBR

Strategy requires creativity. Staff are taught to think about strategy problems by using rigorous analytical tools and models. These models are valuable and indeed essential, but we must realise that these tools are better suited to understanding an existing business context than to dreaming up ways to reshape it. Innovative strategies are born of creative thinking: a spark of intuition, different ways of thinking. Analytical tools will always be necessary, but there are some great ways to building a breakthrough strategy: (1) Contrast. The strategist should identify and challenge the assumptions sustaining company or industry status quo. (2) Combination. Many smart business moves come from linking products or services that seem independent from or even in tension with one another. (3) Constraint. A good strategist looks at organisational limitations and considers how they might become strengths. (4) Context. Reflecting on how a problem similar to yours was solved in different contexts, surprising insights may emerge.

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Strategy requires creativity. Staff are taught to think about strategy problems by using rigorous analytical tools and models. These models are valuable and indeed essential, but we must realise that these tools are better suited to understanding an existing business context than to dreaming up ways to reshape it. Innovative strategies are born of creative thinking: a spark of intuition, different ways of thinking. Analytical tools will always be necessary, but there are some great ways to building a breakthrough strategy: (1) Contrast. The strategist should identify and challenge the assumptions sustaining company or industry status quo. (2) Combination. Many smart business moves come from linking products or services that seem independent from or even in tension with one another. (3) Constraint. A good strategist looks at organisational limitations and considers how they might become strengths. (4) Context. Reflecting on how a problem similar to yours was solved in different contexts, surprising insights may emerge.
Source: HBR
Ideas

What is Strategy Therapy? Strategy therapy represents a departure from traditional strategy planning methodologies, introducing a more introspective and emotionally charged approach. Unlike conventional external analysis focused on market dynamics, strategy therapy delves into internal self-awareness. It prompts leaders to honestly answer three pivotal questions about their organization: "Where are we now?", "Where do we want to go?", and "What is a credible path to get there?". This shift from external to internal analysis involves identifying the unique strength of the business, evaluating its market significance, and determining the commitment to making it genuinely special. By pushing leaders into uncomfortable yet essential discussions, strategy therapy aims to uncover overlooked insights and foster a culture of transparency and truth. This emotional and internal exercise facilitates a more productive and efficient strategic planning process, emphasizing the importance of embracing abundance [abundance? Is this the right word?], honesty, and innovative thinking for strategy formulation.

Source: HBR

What is Strategy Therapy? Strategy therapy represents a departure from traditional strategy planning methodologies, introducing a more introspective and emotionally charged approach. Unlike conventional external analysis focused on market dynamics, strategy therapy delves into internal self-awareness. It prompts leaders to honestly answer three pivotal questions about their organization: "Where are we now?", "Where do we want to go?", and "What is a credible path to get there?". This shift from external to internal analysis involves identifying the unique strength of the business, evaluating its market significance, and determining the commitment to making it genuinely special. By pushing leaders into uncomfortable yet essential discussions, strategy therapy aims to uncover overlooked insights and foster a culture of transparency and truth. This emotional and internal exercise facilitates a more productive and efficient strategic planning process, emphasizing the importance of embracing abundance [abundance? Is this the right word?], honesty, and innovative thinking for strategy formulation.

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What is Strategy Therapy? Strategy therapy represents a departure from traditional strategy planning methodologies, introducing a more introspective and emotionally charged approach. Unlike conventional external analysis focused on market dynamics, strategy therapy delves into internal self-awareness. It prompts leaders to honestly answer three pivotal questions about their organization: "Where are we now?", "Where do we want to go?", and "What is a credible path to get there?". This shift from external to internal analysis involves identifying the unique strength of the business, evaluating its market significance, and determining the commitment to making it genuinely special. By pushing leaders into uncomfortable yet essential discussions, strategy therapy aims to uncover overlooked insights and foster a culture of transparency and truth. This emotional and internal exercise facilitates a more productive and efficient strategic planning process, emphasizing the importance of embracing abundance [abundance? Is this the right word?], honesty, and innovative thinking for strategy formulation.
Source: HBR
Ideas

How can you get teams to be innovative? We all know that innovation is key to competitive advantage. We spend a lot of time thinking how we can be more innovative but without innovative teams, one person’s desire for innovation can be stymied. There are six things leaders can do to promote innovation: (1) Develop the right group norms – boost information sharing and trust between employees. (2) Design teams strategically – get small groups to self-manage and promote leadership behaviour. (3) Manage interactions with those outside the team – collaborate across organisation boundaries. (4) Show support as a leader – actively listen and support the decisions your employees make. (5) Display organisational support – facilitate upward communication. (6) Use performance management effectively – develop people through the appraisal system.

Source: BH

How can you get teams to be innovative? We all know that innovation is key to competitive advantage. We spend a lot of time thinking how we can be more innovative but without innovative teams, one person’s desire for innovation can be stymied. There are six things leaders can do to promote innovation: (1) Develop the right group norms – boost information sharing and trust between employees. (2) Design teams strategically – get small groups to self-manage and promote leadership behaviour. (3) Manage interactions with those outside the team – collaborate across organisation boundaries. (4) Show support as a leader – actively listen and support the decisions your employees make. (5) Display organisational support – facilitate upward communication. (6) Use performance management effectively – develop people through the appraisal system.

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How can you get teams to be innovative? We all know that innovation is key to competitive advantage. We spend a lot of time thinking how we can be more innovative but without innovative teams, one person’s desire for innovation can be stymied. There are six things leaders can do to promote innovation: (1) Develop the right group norms – boost information sharing and trust between employees. (2) Design teams strategically – get small groups to self-manage and promote leadership behaviour. (3) Manage interactions with those outside the team – collaborate across organisation boundaries. (4) Show support as a leader – actively listen and support the decisions your employees make. (5) Display organisational support – facilitate upward communication. (6) Use performance management effectively – develop people through the appraisal system.
Source: BH
Ideas

Take a stand for creative leadership. Effective leadership often requires embracing creativity over rigid pragmatism. Many leaders struggle with fostering creativity, relying on conventional decision-making. However, inspiring leadership necessitates curiosity, imagination, and non-traditional approaches. To enhance creativity in the workplace, leaders should create an environment promoting curiosity, deep thinking, and diverse perspectives. Embracing alternative leadership styles involves relinquishing control, changing language to encourage idea generation, and fostering a safe space for dialogue. Creativity is strengthened through regular practice and unconventional methods like nature walks, travel, or even showers. Leaders should overcome the fear of vulnerability, seek help, and consider a business coach to inspire new thought patterns. Ultimately, taking a stand for creative leadership involves recognising and nurturing creativity within oneself and others.

Source: FB

Take a stand for creative leadership. Effective leadership often requires embracing creativity over rigid pragmatism. Many leaders struggle with fostering creativity, relying on conventional decision-making. However, inspiring leadership necessitates curiosity, imagination, and non-traditional approaches. To enhance creativity in the workplace, leaders should create an environment promoting curiosity, deep thinking, and diverse perspectives. Embracing alternative leadership styles involves relinquishing control, changing language to encourage idea generation, and fostering a safe space for dialogue. Creativity is strengthened through regular practice and unconventional methods like nature walks, travel, or even showers. Leaders should overcome the fear of vulnerability, seek help, and consider a business coach to inspire new thought patterns. Ultimately, taking a stand for creative leadership involves recognising and nurturing creativity within oneself and others.

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Take a stand for creative leadership. Effective leadership often requires embracing creativity over rigid pragmatism. Many leaders struggle with fostering creativity, relying on conventional decision-making. However, inspiring leadership necessitates curiosity, imagination, and non-traditional approaches. To enhance creativity in the workplace, leaders should create an environment promoting curiosity, deep thinking, and diverse perspectives. Embracing alternative leadership styles involves relinquishing control, changing language to encourage idea generation, and fostering a safe space for dialogue. Creativity is strengthened through regular practice and unconventional methods like nature walks, travel, or even showers. Leaders should overcome the fear of vulnerability, seek help, and consider a business coach to inspire new thought patterns. Ultimately, taking a stand for creative leadership involves recognising and nurturing creativity within oneself and others.
Source: FB
Ideas

Job crafting improves engagement at work. Job crafting involves employees proactively reshaping and customising their work to align with personal strengths, passions, and preferences. This study, conducted by Bakker and Demerouti, explores the impact of a Job Demands-Resources (JD-R) theory-based intervention on job crafting behaviours, basic need satisfaction, and work engagement. Using a quasi-experimental design, the intervention group demonstrated significant increases in job crafting, basic need satisfaction, and work engagement over time. The findings support the notion that job crafting positively influences work engagement through basic need satisfaction. The study contributes to understanding and promoting employee well-being amidst technological and economic changes.

Source: BH

Job crafting improves engagement at work. Job crafting involves employees proactively reshaping and customising their work to align with personal strengths, passions, and preferences. This study, conducted by Bakker and Demerouti, explores the impact of a Job Demands-Resources (JD-R) theory-based intervention on job crafting behaviours, basic need satisfaction, and work engagement. Using a quasi-experimental design, the intervention group demonstrated significant increases in job crafting, basic need satisfaction, and work engagement over time. The findings support the notion that job crafting positively influences work engagement through basic need satisfaction. The study contributes to understanding and promoting employee well-being amidst technological and economic changes.

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Job crafting improves engagement at work. Job crafting involves employees proactively reshaping and customising their work to align with personal strengths, passions, and preferences. This study, conducted by Bakker and Demerouti, explores the impact of a Job Demands-Resources (JD-R) theory-based intervention on job crafting behaviours, basic need satisfaction, and work engagement. Using a quasi-experimental design, the intervention group demonstrated significant increases in job crafting, basic need satisfaction, and work engagement over time. The findings support the notion that job crafting positively influences work engagement through basic need satisfaction. The study contributes to understanding and promoting employee well-being amidst technological and economic changes.
Source: BH
Ideas

How to manage inter-generational challenges. When placing younger inexperienced managers with older experienced managers there could be a rise in inter-generational challenges, sometimes known as Experience Asymmetry. Young sales managers find themselves pitching to more experienced leaders and the more experienced are often sceptical with an inexperienced representative. Here are three steps to overcome asymmetry: (1) Come to meetings with well-articulated points that speak to the problems they are facing. (2) Replace “I think/feel” statements with “our customers have consistently found that” and “other companies I work with are facing these common pain points too”. (3) Listen more than you speak, ask lots of questions and let the experienced person know you are learning from them. This helps create respect and trust and your credibility will shine through.

Source: HBR

How to manage inter-generational challenges. When placing younger inexperienced managers with older experienced managers there could be a rise in inter-generational challenges, sometimes known as Experience Asymmetry. Young sales managers find themselves pitching to more experienced leaders and the more experienced are often sceptical with an inexperienced representative. Here are three steps to overcome asymmetry: (1) Come to meetings with well-articulated points that speak to the problems they are facing. (2) Replace “I think/feel” statements with “our customers have consistently found that” and “other companies I work with are facing these common pain points too”. (3) Listen more than you speak, ask lots of questions and let the experienced person know you are learning from them. This helps create respect and trust and your credibility will shine through.

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How to manage inter-generational challenges. When placing younger inexperienced managers with older experienced managers there could be a rise in inter-generational challenges, sometimes known as Experience Asymmetry. Young sales managers find themselves pitching to more experienced leaders and the more experienced are often sceptical with an inexperienced representative. Here are three steps to overcome asymmetry: (1) Come to meetings with well-articulated points that speak to the problems they are facing. (2) Replace “I think/feel” statements with “our customers have consistently found that” and “other companies I work with are facing these common pain points too”. (3) Listen more than you speak, ask lots of questions and let the experienced person know you are learning from them. This helps create respect and trust and your credibility will shine through.
Source: HBR
Ideas

Stay curious to create a top culture. Leaders need curiosity to shape and maintain culture effectively. Curiosity about employees involves understanding their values, motivations, and fostering collective intelligence. Similarly, leaders must extend curiosity to customers, understanding the "why" behind customer loyalty. Reflecting on their own roles, leaders should embrace curiosity about their evolving positions within the organisation. Lastly, great leaders stay curious about change, recognising that organisations and contexts evolve. Regularly revisiting mission, vision, and values with curiosity ensures adaptability. Cultivating a culture of constant questioning is key for high-performance organisations and leaders.

Source: HBR

Stay curious to create a top culture. Leaders need curiosity to shape and maintain culture effectively. Curiosity about employees involves understanding their values, motivations, and fostering collective intelligence. Similarly, leaders must extend curiosity to customers, understanding the "why" behind customer loyalty. Reflecting on their own roles, leaders should embrace curiosity about their evolving positions within the organisation. Lastly, great leaders stay curious about change, recognising that organisations and contexts evolve. Regularly revisiting mission, vision, and values with curiosity ensures adaptability. Cultivating a culture of constant questioning is key for high-performance organisations and leaders.

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Stay curious to create a top culture. Leaders need curiosity to shape and maintain culture effectively. Curiosity about employees involves understanding their values, motivations, and fostering collective intelligence. Similarly, leaders must extend curiosity to customers, understanding the "why" behind customer loyalty. Reflecting on their own roles, leaders should embrace curiosity about their evolving positions within the organisation. Lastly, great leaders stay curious about change, recognising that organisations and contexts evolve. Regularly revisiting mission, vision, and values with curiosity ensures adaptability. Cultivating a culture of constant questioning is key for high-performance organisations and leaders.
Source: HBR
Ideas

Strategies for better diversity management. In the era of globalisation, cultural diversity in organisations is more complex than ever. Sun & Sinha's research distinguishes between "surface" and "deep" approaches. The evolving complexity of cultural diversity demands new organisational strategies for effective diversity management. Current approaches often fall short of delivering promised outcomes like creativity and innovation. Leadership plays a crucial role in developing effective diversity management. Sun & Sinha propose a conceptual framework that explores three dimensions: leadership's accountability, approach, and focus in diversity management. This framework aids organisations in identifying their current diversity management approaches, allowing leaders to map their position and understand their role in managing a culturally diverse workforce.

Source: GOM

Strategies for better diversity management. In the era of globalisation, cultural diversity in organisations is more complex than ever. Sun & Sinha's research distinguishes between "surface" and "deep" approaches. The evolving complexity of cultural diversity demands new organisational strategies for effective diversity management. Current approaches often fall short of delivering promised outcomes like creativity and innovation. Leadership plays a crucial role in developing effective diversity management. Sun & Sinha propose a conceptual framework that explores three dimensions: leadership's accountability, approach, and focus in diversity management. This framework aids organisations in identifying their current diversity management approaches, allowing leaders to map their position and understand their role in managing a culturally diverse workforce.

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Strategies for better diversity management. In the era of globalisation, cultural diversity in organisations is more complex than ever. Sun & Sinha's research distinguishes between "surface" and "deep" approaches. The evolving complexity of cultural diversity demands new organisational strategies for effective diversity management. Current approaches often fall short of delivering promised outcomes like creativity and innovation. Leadership plays a crucial role in developing effective diversity management. Sun & Sinha propose a conceptual framework that explores three dimensions: leadership's accountability, approach, and focus in diversity management. This framework aids organisations in identifying their current diversity management approaches, allowing leaders to map their position and understand their role in managing a culturally diverse workforce.
Source: GOM
Ideas

A better approach to business process management? Process mining, originating as an academic concept in 2001 and now a widely-applied software tool, involves analysing enterprise transaction logs to create a detailed digital twin of actual process flows. It replaces traditional observational approaches, offering a fact-based visualisation of operational processes in real-time. For leaders and managers, process mining provides a unique source of truth, enabling them to understand, monitor, and improve process performance at scale. By offering insights into operational inefficiencies, it facilitates targeted actions and measurement of process improvements, ultimately driving value realisation. The technique supports both companies with established process orientations and those transitioning to a more process-focused approach. Key success factors for leaders include securing executive buy-in, fostering business ownership, creating centres of excellence, and aligning process mining with strategic objectives, emphasising its role in operational transformation.

Source: HBR

A better approach to business process management? Process mining, originating as an academic concept in 2001 and now a widely-applied software tool, involves analysing enterprise transaction logs to create a detailed digital twin of actual process flows. It replaces traditional observational approaches, offering a fact-based visualisation of operational processes in real-time. For leaders and managers, process mining provides a unique source of truth, enabling them to understand, monitor, and improve process performance at scale. By offering insights into operational inefficiencies, it facilitates targeted actions and measurement of process improvements, ultimately driving value realisation. The technique supports both companies with established process orientations and those transitioning to a more process-focused approach. Key success factors for leaders include securing executive buy-in, fostering business ownership, creating centres of excellence, and aligning process mining with strategic objectives, emphasising its role in operational transformation.

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A better approach to business process management? Process mining, originating as an academic concept in 2001 and now a widely-applied software tool, involves analysing enterprise transaction logs to create a detailed digital twin of actual process flows. It replaces traditional observational approaches, offering a fact-based visualisation of operational processes in real-time. For leaders and managers, process mining provides a unique source of truth, enabling them to understand, monitor, and improve process performance at scale. By offering insights into operational inefficiencies, it facilitates targeted actions and measurement of process improvements, ultimately driving value realisation. The technique supports both companies with established process orientations and those transitioning to a more process-focused approach. Key success factors for leaders include securing executive buy-in, fostering business ownership, creating centres of excellence, and aligning process mining with strategic objectives, emphasising its role in operational transformation.
Source: HBR
Ideas

Improving front-line adoption of new technology? Supporting front-line workers in adopting modern technology goes beyond tool implementation. Sectors like healthcare and retail often overlook these workers, encountering tech literacy barriers and resistance to new tools. To aid workers, leaders must prioritise targeted innovation, emphasising preparation, training, and overcoming challenges in technology adoption. Understanding worker needs, providing tailored training, and gradually implementing technology are crucial steps for leaders. Addressing resistance and aligning tech solutions with organizational values are essential. Fostering a culture of recognition and continuous improvement empowers front-line workers, enhancing engagement and productivity—a pivotal element for economic growth and business success.

Source: FB

Improving front-line adoption of new technology? Supporting front-line workers in adopting modern technology goes beyond tool implementation. Sectors like healthcare and retail often overlook these workers, encountering tech literacy barriers and resistance to new tools. To aid workers, leaders must prioritise targeted innovation, emphasising preparation, training, and overcoming challenges in technology adoption. Understanding worker needs, providing tailored training, and gradually implementing technology are crucial steps for leaders. Addressing resistance and aligning tech solutions with organizational values are essential. Fostering a culture of recognition and continuous improvement empowers front-line workers, enhancing engagement and productivity—a pivotal element for economic growth and business success.

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Improving front-line adoption of new technology? Supporting front-line workers in adopting modern technology goes beyond tool implementation. Sectors like healthcare and retail often overlook these workers, encountering tech literacy barriers and resistance to new tools. To aid workers, leaders must prioritise targeted innovation, emphasising preparation, training, and overcoming challenges in technology adoption. Understanding worker needs, providing tailored training, and gradually implementing technology are crucial steps for leaders. Addressing resistance and aligning tech solutions with organizational values are essential. Fostering a culture of recognition and continuous improvement empowers front-line workers, enhancing engagement and productivity—a pivotal element for economic growth and business success.
Source: FB
Ideas

SMEs are vital for supply chain resilience. In response to global disruptions, leaders must prioritise crucial objectives for Small and Medium-sized Enterprises (SMEs) in supply chains. Addressing the technology gap is paramount, urging leaders to foster the adoption of digital solutions like Enterprise Resource Planning (ERP). Workforce development becomes essential, necessitating investments in training programs to equip employees with the requisite digital skills for the modern environment. Improving access to capital is vital for SMEs, with leaders encouraged to support mechanisms like accelerated payment timelines and financing options from customers. Establishing demand assurances, such as commitments to purchase products, provides SMEs the confidence to invest in new technology, fortifying supply chains and enhancing overall competitiveness. Proactive leadership in these areas can significantly contribute to strengthening SMEs and, by extension, the resilience and competitiveness of supply chains.

Source: HBR

SMEs are vital for supply chain resilience. In response to global disruptions, leaders must prioritise crucial objectives for Small and Medium-sized Enterprises (SMEs) in supply chains. Addressing the technology gap is paramount, urging leaders to foster the adoption of digital solutions like Enterprise Resource Planning (ERP). Workforce development becomes essential, necessitating investments in training programs to equip employees with the requisite digital skills for the modern environment. Improving access to capital is vital for SMEs, with leaders encouraged to support mechanisms like accelerated payment timelines and financing options from customers. Establishing demand assurances, such as commitments to purchase products, provides SMEs the confidence to invest in new technology, fortifying supply chains and enhancing overall competitiveness. Proactive leadership in these areas can significantly contribute to strengthening SMEs and, by extension, the resilience and competitiveness of supply chains.

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SMEs are vital for supply chain resilience. In response to global disruptions, leaders must prioritise crucial objectives for Small and Medium-sized Enterprises (SMEs) in supply chains. Addressing the technology gap is paramount, urging leaders to foster the adoption of digital solutions like Enterprise Resource Planning (ERP). Workforce development becomes essential, necessitating investments in training programs to equip employees with the requisite digital skills for the modern environment. Improving access to capital is vital for SMEs, with leaders encouraged to support mechanisms like accelerated payment timelines and financing options from customers. Establishing demand assurances, such as commitments to purchase products, provides SMEs the confidence to invest in new technology, fortifying supply chains and enhancing overall competitiveness. Proactive leadership in these areas can significantly contribute to strengthening SMEs and, by extension, the resilience and competitiveness of supply chains.
Source: HBR
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Leaders, here's a guiding principle from behavioural science. In our daily lives, we face subtle influences shaping our decisions, whether in supermarket aisles or choosing phone contracts and holiday deals labelled as 'bestsellers' or 'sales.' This concept, known as Nudge Theory, involves the strategic use of 'choice architectures' to gently guide individuals toward better decisions. Effective choice architecture relies on clear, simple, and unobtrusive directions, minimizing cognitive load. For instance, to enhance well-being and flexibility, consider implementing a pop-up message asking, 'Did you know this falls outside core working hours?' This intervention reduces autonomy to ultimately benefit the targeted individuals, fostering a shift in mindset and encouraging lasting change, particularly in the context of after-hours work emails.

Source: PM

Leaders, here's a guiding principle from behavioural science. In our daily lives, we face subtle influences shaping our decisions, whether in supermarket aisles or choosing phone contracts and holiday deals labelled as 'bestsellers' or 'sales.' This concept, known as Nudge Theory, involves the strategic use of 'choice architectures' to gently guide individuals toward better decisions. Effective choice architecture relies on clear, simple, and unobtrusive directions, minimizing cognitive load. For instance, to enhance well-being and flexibility, consider implementing a pop-up message asking, 'Did you know this falls outside core working hours?' This intervention reduces autonomy to ultimately benefit the targeted individuals, fostering a shift in mindset and encouraging lasting change, particularly in the context of after-hours work emails.

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Leaders, here's a guiding principle from behavioural science. In our daily lives, we face subtle influences shaping our decisions, whether in supermarket aisles or choosing phone contracts and holiday deals labelled as 'bestsellers' or 'sales.' This concept, known as Nudge Theory, involves the strategic use of 'choice architectures' to gently guide individuals toward better decisions. Effective choice architecture relies on clear, simple, and unobtrusive directions, minimizing cognitive load. For instance, to enhance well-being and flexibility, consider implementing a pop-up message asking, 'Did you know this falls outside core working hours?' This intervention reduces autonomy to ultimately benefit the targeted individuals, fostering a shift in mindset and encouraging lasting change, particularly in the context of after-hours work emails.
Source: PM
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Is your leadership sufficiently “flexible”? Leaders with an adaptive mindset and flexibility guide their teams through success amid uncertainty. The McKinsey Institute highlights a gap between leaders desiring innovation and their confidence in decision-making, with 70% recognising innovation's importance, but 65% lacking confidence. Flexibility involves adjusting thoughts, emotions, and behaviour in response to change, crucial for leaders navigating unforeseen events. Flexible leaders respond quickly, adapt their style to emerging situations, and embrace change as an opportunity for growth. Institutional implications include improved teamwork, innovative thinking, and organisational adaptability, contributing to success in a complex, diverse business world. Leaders should embrace innovation, encourage creativity, and assess their flexibility for organisational success.

Source: FB

Is your leadership sufficiently “flexible”? Leaders with an adaptive mindset and flexibility guide their teams through success amid uncertainty. The McKinsey Institute highlights a gap between leaders desiring innovation and their confidence in decision-making, with 70% recognising innovation's importance, but 65% lacking confidence. Flexibility involves adjusting thoughts, emotions, and behaviour in response to change, crucial for leaders navigating unforeseen events. Flexible leaders respond quickly, adapt their style to emerging situations, and embrace change as an opportunity for growth. Institutional implications include improved teamwork, innovative thinking, and organisational adaptability, contributing to success in a complex, diverse business world. Leaders should embrace innovation, encourage creativity, and assess their flexibility for organisational success.

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Is your leadership sufficiently “flexible”? Leaders with an adaptive mindset and flexibility guide their teams through success amid uncertainty. The McKinsey Institute highlights a gap between leaders desiring innovation and their confidence in decision-making, with 70% recognising innovation's importance, but 65% lacking confidence. Flexibility involves adjusting thoughts, emotions, and behaviour in response to change, crucial for leaders navigating unforeseen events. Flexible leaders respond quickly, adapt their style to emerging situations, and embrace change as an opportunity for growth. Institutional implications include improved teamwork, innovative thinking, and organisational adaptability, contributing to success in a complex, diverse business world. Leaders should embrace innovation, encourage creativity, and assess their flexibility for organisational success.
Source: FB
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Influence in the workplace demands four key skills. First, leaders must prioritise Trust-Building, understanding vulnerabilities and showcasing diverse behaviours. Second, Practicing Organisational Intelligence means navigating formal and informal aspects, leveraging politics for social capital. Third, Self and Team Promotion positively influences teams, encouraging pride and collaboration. Fourth, Leveraging Networks underscores the importance of dynamic personal networks, strategically utilised by leaders for timely impact. These skills collectively empower leaders to build trust, navigate organisational nuances, foster teamwork, and strategically expand personal networks, enhancing their effectiveness in influencing others in the workplace.

Source: BW

Influence in the workplace demands four key skills. First, leaders must prioritise Trust-Building, understanding vulnerabilities and showcasing diverse behaviours. Second, Practicing Organisational Intelligence means navigating formal and informal aspects, leveraging politics for social capital. Third, Self and Team Promotion positively influences teams, encouraging pride and collaboration. Fourth, Leveraging Networks underscores the importance of dynamic personal networks, strategically utilised by leaders for timely impact. These skills collectively empower leaders to build trust, navigate organisational nuances, foster teamwork, and strategically expand personal networks, enhancing their effectiveness in influencing others in the workplace.

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Influence in the workplace demands four key skills. First, leaders must prioritise Trust-Building, understanding vulnerabilities and showcasing diverse behaviours. Second, Practicing Organisational Intelligence means navigating formal and informal aspects, leveraging politics for social capital. Third, Self and Team Promotion positively influences teams, encouraging pride and collaboration. Fourth, Leveraging Networks underscores the importance of dynamic personal networks, strategically utilised by leaders for timely impact. These skills collectively empower leaders to build trust, navigate organisational nuances, foster teamwork, and strategically expand personal networks, enhancing their effectiveness in influencing others in the workplace.
Source: BW
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