Developing a Powerful How-to-Win. From Pixels to Portrait
Roger Martin is a powerful writer on strategy and always gives a practical lens to both strategy development and, importantly, execution - IF YOU ONLY have 10 minutes, read this article.
Digital Doesn’t Have to Be Disruptive
Managers struggle to understand what digital transformation actually means for them in terms of which opportunities to pursue and which initiatives to prioritize. It’s not surprising that many of them expect it to involve a radical disruption of the business, huge new investments in technology, a complete switch from physical to virtual channels, and the acquisition of tech start-ups. To be sure, in some cases such a paradigm shift is involved. But the authors’ research and work suggest that wholesale disruption is often quite unnecessary. Some companies have successfully responded to the digital challenge by making major changes to their manufacturing processes, distribution channels, or business models, but many others have fared equally well using a more incremental approach that leaves the core value proposition and supply chain essentially unchanged.
The Ivy Lee Method: The Daily Routine for Peak Productivity
I love this story ....
By 1918, Charles M. Schwab was one of the richest men in the world.
Schwab was the president of the Bethlehem Steel Corporation, the largest shipbuilder and the second-largest steel producer in America at the time. The famous inventor Thomas Edison once referred to Schwab as the “master hustler.” He was constantly seeking an edge over the competition.
One day in 1918, in his quest to increase the efficiency of his team and discover better ways to get things done, Schwab arranged a meeting with a highly-respected productivity consultant named Ivy Lee.
Lee was a successful businessman in his own right and is widely remembered as a pioneer in the field of public relations. As the story goes, Schwab brought Lee into his office and said, “Show me a way to get more things done.”
“Give me 15 minutes with each of your executives,” Lee replied.
“How much will it cost me,” Schwab asked.
“Nothing,” Lee said. “Unless it works. After three months, you can send me a check for whatever you feel it's worth to you.”
How to Keep Your Team’s Spirits Up in Anxious Times
During periods of turbulence and turmoil, leaders must be not just muscular strategists but also caring empaths, attuned to the emotional barometers of their teams and able to move the mood of the organization in a most positive direction. This requires communicating a clear purpose, embodying and modeling organizational values, and always projecting focused calm. When you adopt all three strategies, you move everyone toward a more courageous collective mindset that will help propel you through uncertainty toward a more successful future.
Quiet Influence: A Guide to Nemawashi in Engineering
Some interesting insights: A group meeting should never be the place to surprise people with a big idea
How to Give a Good Talk
Three pointers:
Your talk must inform the audience about what you’ve done. Your talk must educate the audience. Your talk must entertain the audience.