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The speed of new technology disruption seems to be accelerating. Studies have predicted that as many as 375 million jobs may be at risk to automation by 2030. Against this backdrop, you might expect growing enthusiasm to invest in new skills. So why are we not seeing a rush from established professions to become more technology savvy?
Reactive thinking is one of the many dysfunctional symptoms of our often chronically imbalanced corporate cultures in which doing eclipses being, the left brain dominates the right brain, and sensing, feeling, intuiting, and the transpersonal are relegated to the outer fringes of life.
Foundational to the next era of sustainable performance decision-making will be the creation of value for all stakeholders across the entire value chain. If we get it right, we will enjoy free energy; land and oceans will be revived and become productive; and food and clean water will be abundant for all
Toolkit to invest in your employees’ growth as well as fostering a positive corporate culture.
When inviting the ‘right brain’ to participate in a conversation, we see more, think differently, and bring new insights. The ‘right brain’ is like your personal genie in the bottle—an enormous power for you, and your team, to release and use.
While the Stretch Team approach may not always be the right answer and might even be more challenging to implement, it offers an innovative balance between competition and collaboration. It’s a novel approach that promises high rewards if executed correctly and in the right environment.
Ghosting—an act of a weak and egotistical person—has been tacitly used in awkward situations for a long time. We can model appropriate behaviour, both personally and professionally, by not leaving others hanging and by communicating honestly and sincerely, even when moving on from a relationship.
Organisational strategy should not be convoluted and complicated. It is about what you want to become. Why are we here?
In today’s knowledge-based economy, wherein intangible assets created from human intelligence and ingenuity are at the forefront, companies can no longer solely depend on their production capital. They must look beyond the boundaries of their organisation for such intangible assets, and incorporate fresh ideas and innovation, combining external and internal sources.
Marginal behaviours, choices, and ways of life can be eye openers in their own right, even where they are likely to remain at the fringes. Never mind that the behaviours are seemingly confined to the fringes; there are entrepreneurs who believe there is scope for mainstream expansion and see growth where others see only issues, confusion or nothing much at all.
By focusing on both the needs of your customers, as well as those of your employees, you can ensure that everyone’s best interests are taken into consideration when making decisions or driving forward key initiatives within your organisation.
The reality of good problem-solving is that our findings prompt us to review our earlier conclusions. Executives who know the secret to framing complex problems can supercharge their organisations
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