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Whether you believe it takes 30 days, 66 days or 254 days, it’s been longer than that since the pandemic descended on us back in March. That means that you and your people have formed new habits since then - breaking some old ones like commuting to work and working in an office, and adding some new ones like coping with each new day by focusing efforts on a list of urgent tasks.
Resilience is the capacity to recover quickly from difficulties and spring back into shape. Experts like Roger Martin have been speaking out for years about how we’ve sacrificed resilience at the altar of efficiency, and it seems like only now, as a result of Covid-19, people are listening. The last few months have proven the importance of resilience, as it has meant and will mean the difference between success and failure for individuals, teams, organizations, leaders, business models, supply chains, communities, regions, and countries.
Today, part 2 of our interview with Gary Hamel, faculty-member of the London Business School, cofounder of the Management Lab, and co-author of HUMANOCRACY: Creating Organizations As Amazing As The People Inside Them.
Today, we talk with Gary Hamel, faculty-member of the London Business School, cofounder of the Management Lab, and co-author of HUMANOCRACY: Creating Organizations As Amazing As The People Inside Them. Hailed by the Wall Street Journal as the world's most influential business thinker, Professor Hamel’s landmark books have been translated into more than twenty-five languages.
Today, we talk with, Mauro F. Guillén, author of 2030: How Today's Biggest Trends Will Collide and Reshape the Future of Everything. Guillén is one of the most original thinkers at the Wharton School, where he holds the Zandman Professorship in International Management and teaches in its flagship Advanced Management Program and many other courses for executives, MBAs, and undergraduates. An expert on global market trends, he is a sought-after speaker and consultant.
Speaking at The Wall Street Journal CEO Council Summit in early October, Microsoft CEO Satya Nadella said that “video meetings tend to be transactional,” and that finding new ways to replicate how workers interact during in-person groups is essential for today’s remote work environment.
According to CNBC, “Google is rethinking its long-term work options for employees, as most of them say they don’t want to come back to the office full-time.” According to a recent survey of Google employees, “sixty-two percent want to return to their offices at some point, but not every day”. For this reason, the company is working on “hybrid” models for future work. If you’re pondering the same in your organization, don’t be binary in your definition of hybrid.
Since the pandemic hit North America in March, we’ve spent a lot of our time speaking to thought leaders and executives about its impact on them, their organizations, their customers and markets, and society in general. Through those conversations - whether about resilience, supply chains, or the future of work, diversity, equity and justice - we’ve been able to trace a narrative thread that runs through it all: the leader’s struggle to keep up, to help people through change, and to apply an entirely new playbook without calling a timeout.
Since the start of the pandemic, we’ve been forced to slow down many aspects of our lives while simultaneously being thrust forward into the future. Like time travelers, stepping out of a capsule into a new tomorrow, we’ve observed what seems like years of change despite only a few months passing.
Today we talk with Dr. Michael Cropp, President, and CEO of Independent Health, one of the highest-ranked health plans in the United States. A family physician by training, he has always focused on helping physicians meet patients’ needs in more efficient and effective ways.
Today we talk with corporate real estate veteran Chris Kane, author of the forthcoming book Where is My Office? Reimagining the Workplace for the 21st Century (December 2020). Kane was the Vice President of International Corporate Real Estate for The Walt Disney Company, before acting as Head of Corporate Real Estate at the BBC, where he was responsible for the creation of MediaCityUK in Salford, oversaw the £1bn development of Broadcasting House, and masterminding the foundations for a new creative quarter in White City, London
Today we talk with Sunny Bonnell, brand consultant, keynote speaker, and co-author of Rare Breed, A Guide To Success For The Defiant, Dangerous, And Different. Alongside her co-conspirator and co-author Ashleigh Hansberger, Bonnell leads the team at Motto, one of the top branding agencies in the country. Beloved brands like Google, Twentieth Century Fox, Hershey’s, The NFL, and more, seek them out for their audacious point of view on how to tap into the “rare breed” within.
Since the pandemic hit the U.S. in March, we’ve spoken to senior leaders from many big organizations about their observations and learnings during the crisis. Most have been pleasantly surprised by how well their organization pivoted, how committed and hard-working their people were, how effective and efficient decision-making became “overnight”, how people acted with a sense of empowerment to do what’s right, and so on. Without exception, they told us stories of excellence.
Today we talk with Mary Pittman, President and CEO of the Public Health Institute (PHI), a nationally recognized leader in improving community health, addressing health inequities among vulnerable people and promoting quality of care.
Today we talk with Jonathan Goodman, Monitor Deloitte's Global Managing Partner and a Vice Chair of Deloitte Canada. For close to three decades, Jonathan has worked closely with the CEOs, boards and executive management of a variety of global corporations on issues of strategy, growth, M&A, transformation, and executive transition. He originally joined Monitor in 1986, and co-founded Monitor in Canada in 1987.
Business leaders are questioning the future of work. Both the immediate future, which includes getting people back to the office safely, and the longer-term future as we re-imagine work in general. Ordinarily, companies would have figured these things out over the course of months or years, as we slowly-and-steadily made the transition to new models of work. But these aren’t ordinary times, and we just accelerated through two or three years’ worth of change. Suddenly the longer-term future of work is here.
Today we talk with Safi Bahcall, a physicist, biotech entrepreneur, former public-company CEO, and bestselling author of LOONSHOTS: How To Nurture The Crazy Ideas That Win Wars, Cure Diseases, And Transform Industries.
Today we talk with Stephen Shapiro, innovation speaker, advisor, and author of six books, including his latest, Invisible Solutions: 25 Lenses that Reframe and Help Solve Difficult Business Problems. In 2015 he was inducted into the Speaker Hall of Fame.
Today we talk with Sharon Callahan, Chief Client Officer at Omnicom Health Group, Chairperson of TBWA\WORLDHEALTH, and CEO of CDM Agencies. Her 30+ years of healthcare marketing and communications includes strategic skills developed in consumer and professional advertising, medical education, clinical programs, publishing and digital.
Today we talk with William (Bill) N. Anderson, CEO of Roche Pharmaceuticals. Anderson joined Roche in 2006, leading the Immunology Business Unit in Genentech. He was appointed Head of Global Product Strategy in 2013, became CEO of Genentech in 2017, and assumed his present role in 2019. He holds Master of Science degrees in Management and Chemical Engineering from Massachusetts Institute of Technology.
Today we talk with David Burkus, whose forward-thinking ideas and bestselling books are changing how companies approach innovation, collaboration, and productivity.
Today we talk with Roger L. Martin, Thinkers50’s 2017 #1 management thinker. Roger is a trusted strategy advisor to the CEOs of companies worldwide including Procter & Gamble, Lego and Ford, and a Professor Emeritus at the Rotman School of Management at University of Toronto
Today we talk with David Musto, president, and CEO of Ascensus, the largest independent retirement and college savings services provider in the U.S. With more than 30 years of experience in financial services, Musto previously served as president of Great-West Investments, executive vice president of Empower Retirement, and CEO of J.P. Morgan Retirement Plan Services.
In March, we were all sent into our storm shelters because Covid-19, a metaphorical hurricane, was coming straight at us. As we hunkered down to wait out the storm, socially distant from each other, we heard the winds howling, we watched the news, and we waited for the all-clear. Now it’s June, and for some, the all-clear has sounded - or at least the mostly-clear.
Today we talk with Thomas Koulopoulos, a futurist and the author of thirteen books, including Reimagining Healthcare: How the Smartsourcing Revolution Will Drive the Future of Healthcare and Refocus It on What Matters Most, the Patient.
Today, we talk with Emily Heyward, author of OBSESSED: Building a Brand People Love from Day One. Emily is the Co-founder and Chief Brand Officer at Red Antler, where she helps founders develop purposeful, strategic visions for their startups and has led branding efforts for top companies such as Casper, Allbirds, and Boxed.
Today we talk with Dr. Omar Lateef, CEO of the Rush University Medical Center in Chicago about the coronavirus and its effect on healthcare leadership. During his time at Rush, Lateef has served as chief medical officer, and is a former associate dean of medical sciences at Rush University.
Today we talk with Dr. Ivan Misner, the Founder & Chief Visionary Officer of BNI (Business Network International), the world’s largest business networking organization. Called the “Father of Modern Networking” by CNN, Misner is a New York Times bestselling author, a columnist for Entrepreneur, and has been a university professor as well as a member of the Board of Trustees for the University of La Verne.
This is our second conversation with Jonathan Goodman, Monitor Deloitte's Global Managing Partner and a Vice Chair of Deloitte Canada. For close to three decades, Jonathan has worked closely with the CEOs, boards and executive management of a variety of global corporations on issues of strategy, growth, M&A, transformation, and executive transition. He originally joined Monitor in 1986, and co-founded Monitor in Canada in 1987.
Today we talk with Chip Conley, “rebel hospitality entrepreneur” and New York Times bestselling author. At age 26, Chip founded Joie de Vivre Hospitality (JdV), transforming an inner-city motel into the second largest boutique hotel brand in America.
Today we talk with Dr. Mark Goulston, a sought-after conflict management coach, advisory board member at Tanto Capital Partners, and consultant to Fortune 500 leaders, entrepreneurs and educators across the nation. Goulston was a UCLA professor of psychiatry for over 25 years, and is a former FBI and police hostage negotiation trainer.
Part 2 of our talk with Jim McKelvey about his new book, The Innovation Stack, and how the coronavirus is impacting business leaders and entrepreneurs.
Today we talk with Jim McKelvey about his new book, The Innovation Stack, and how the coronavirus is impacting business leaders and entrepreneurs.
Don’t expect a nice clean ending to the pandemic. It will be gradual, it will be bumpy, it will feel over before it is, and then it will stop feeling over and we’ll be right back in it. It will end sooner for some than for others. The fear of COVID-19 will continue, social distancing will permanently change habits, work won’t ever be the same, and neither will travel.
Today we talk with Bruce Daisley, former VP at Twitter and author of EAT SLEEP WORK REPEAT: 30 Hacks For Bringing Joy To Your Job.
Human systems - like your organization - are always complex adaptive systems. And ironically, by forcing us apart, the pandemic is amplifying our ability to synchronize with each other, just like a flock of starlings.
There will come a time when we turn our attention from “coronavirus” to “recovery.” While it’s too early to start sending non-essential workers back to offices, it would be wise to start thinking about how your company will recover from this crisis.
Today we talk with Laurie Cooke, President and CEO of the Healthcare Businesswomen’s Association (HBA) about the coronavirus and its effect on her, on the HBA, and on the advancement and impact of women in the business of healthcare.
This lesson in exponentiality doesn’t just apply to fighting a global pandemic. It is a critical takeaway for leaders to apply to other exponential challenges we face more frequently, like when we realize that a merger is going south or a digital transformation initiative is badly off-track.
It’s hard for many of us to visualize the good that can come from a pandemic—and the economic and social chaos in which much of the world finds itself. But David Komlos is CEO of Syntegrity, which primarily works with Fortune 500 companies that have “become stuck” at some inflection point, are in trouble or otherwise need help either turning around or finding the path forward. Komlos shares advice on how to do this in the following interview with Chief Executive.
But there will come a time, we hope soon, when this storm will pass and everyone will open their doors and step blinking into the bright sun that we haven’t seen in what seems like a lifetime. What then?
How to help your teams exercise great judgement so they’re not always relying on yours.
Your challenge, your solution.
How to channel forces emerging from the crisis toward positive outcomes.
To flatten the curve and quash COVID, the world has deliberately doubled down on social distancing, severely limiting both the variety of people and the number of people with whom we each interact. In our professional lives, we unintentionally flatten the curve of great ideas, powerful solutions, incredible creations, and unified organizations by intentionally limiting both the variety and number of people with whom we interact.
The critical importance of alignment, how to make sure you’ve got it, and how to make sure you keep it.
A look at the genetic code of complexity and how it can be used to identify high-priority themes that need your attention first.
How to bring together the right mix of people to work on your top priorities.
It’s taken considerable time because, in contrast to your own nervous system, the world’s nervous system, your country’s nervous system, your local community’s nervous system are all fragmented. This is a universal truth that not only hinders timely responses to challenges like a coronavirus, but also many others you regularly encounter in your work lives
As the coronavirus rages on, many companies are shifting their work from face-to-face to remote. This means video conferencing is becoming the new normal for meetings
As the coronavirus presents new challenges for organizations, most leaders are dealing with too many unknowns as they make rapid, high-quality decisions.
The rapid spread of the coronavirus has created chaotic conditions for many organizations over the last few days and weeks, leaving many leaders struggling to figure out what to do next.
As we all know, world leaders and the global scientific community started the year reacting and responding to a novel coronavirus outbreak in China. Initially, we saw them pursue a ‘Plan A’ strategy of containment, and for a couple of months, we watched the slow and steady collapse of Plan A as SARS-CoV-2 spread from country to country. As that happened, we saw and heard leaders and scientists dealing in varying ways with their own creeping doubt that the plan would work.
When was the last time you heard a home builder say “Our homes are nurtured on time and on budget,” or a construction company CEO say “We’re delighted to have just fostered the longest suspension bridge in the world?” How about an aircraft manufacturer proudly announcing that they’ve “successfully encouraged and cultivated a new supersonic jet?”
As a rule, most of us believe that meetings suck. Indeed, it’s a well-earned belief. And while there are many well-documented reasons meetings generally do suck, there’s also a way to improve them, make them useful—and even enjoyable.
Long ago, business leaders accepted the notion that they must sometimes "go slow to go fast" when it comes to making big strategic decisions about their thorniest problems. That may have been true in the past — but "go slow to go fast" is a recipe for disaster in today's world, where the pace of change is exponential.
In a series of interviews, we will talk to experts from a variety of fields to hear about how they are confronting these moments. In Part 2, we explore Brody Moments in Law with Friedrich Blase and Hersh Perlis. Blase is an entrepreneur, business builder, mentor and legal industry expert with more than 20 years experience consulting to and working for law firms, legal departments and alternative legal service providers. Perlis is co-founder and Director of the Legal Innovation Zone at Ryerson University.
If you’ve recently lost a sale to a large account you’d thought you had in the bag, you’re likely reviewing every aspect of the deal. What happened?
Amidst the accelerating and intensifying maelstrom of complexity facing organizations in every sector, leaders frequently face “Brody Moments:”
70-90% of all mergers fail to achieve their anticipated strategic and financial objectives, and the failure-rate is often attributed to various “people issues,”
Remember in the movie Jaws when the chief of police gets a good look at the shark and says, "You're gonna need a bigger boat". Leaders have those moments too.
There’s one underlying trend that holds the key to leading your organization in the months and years ahead - and you’re not going to find it on any of the usual lists.
People who make up the organizational bedrock – whether in government, business, or elsewhere – are the solid ground upon which everything else is constructed.
Leaders on the front lines must choose a decision-making model before engaging in problem-solving. Before making a decision, leaders must first decide how to decide.
We all struggle to alter their behaviors, break their habits, change their perspectives, and move off their agendas. This can lead organizations to avoid change, resist innovation, and perpetuate the old ways.
There is a certain kind of meeting that absolutely must be long, big, and agenda-free, and if you design it to be otherwise - if you aim for efficiency and damage control - you will sabotage your outcome.
"Don't boil the ocean" is terrible advice - built on the assumption that you cannot work efficiently if you attempt to address everything. That assumption is flawed.
Is your company truly 'Customer First'?
Complexity is the defining organizational condition of every enterprise, company, social system, and community operating today.
Sure, email is fast and convenient, but in-person meetings can produce better results.
There are complicated problems, and there are complex problems. Complicated problems are technical in nature.
Cracking Complexity is targeted at CEOs and high-level executives. The book, based on complexity research and the authors' work as consultants, focuses on the 10-step Complexity Formula and its ability to crack complexity every time—fast.
Get everyone together in one place for a short time to co-create answers to your question.
Five Essential Skills for Pharma’s Future Leaders... and They May Not Be What You Think...
With all the fuss about unprecedented and accelerating complexity, you’ll probably be surprised to hear that today’s standout leaders are solving their organization’s defining challenges
It’s true that organizations are confronting unprecedented and accelerating complexity.
By now, it’s well-known that startups with new business models have used an abundance mindset to dislodge long-established incumbents...
You arrive at work one morning, take the elevator up to your appointed floor, amble down the carpeted hallway staring at your shoes and wondering what the day has in store for you, open your door…
Have you ever thought about why humankind has successfully traveled to the moon, but companies still have a hard time figuring out how to grow faster than the competition?
Today’s organizations are grappling with increasingly complex problems that lack simple or straightforward solutions.
Simplicity in the Age of Complexity: “The answer is simple,” the professor said, then he waited a minute and added the important qualifier, “if you are a mathematical genius.”
Why does knowledge not necessarily mean power? originally appeared on Quora: the place to gain and share knowledge, empowering people to learn from others and better understand the world.
Henry David Thoreau, the 19th century poet and philosopher, offered a pithy observation that’s relevant to 21st century problem-solvers. He said, “for every thousand hacking at the leaves of evil, there is one striking at the root.”
Cracking Complexity: The Breakthrough Formula for Solving Just About Anything Fast by David Komlos and David Benjamin
Systems are often bamboozingly complex. Lets take a look at the nations health care industry...
The pace, scope, and variety of challenges we face as executives in Pharma are both invigorating and overwhelming.
n(n-1) // In 1905, Albert Einstein introduced the world to e=mc2.
The last two hundred years saw economies and businesses grow from small and local into global and interconnected.
New and often asymmetrical competition is reshaping the market. Disruption is the new normal, the pace of innovation is accelerating, and data more important than ever.
In their book Cracking Complexity, David Komlos and David Benjamin share the steps to working through any complex business problem—both quickly and using existing talent, not consultants.
We live in a world that in many ways is growing more challenging by the day. Solving complex problems is no longer only about brainpower. It’s also about orchestrating high-speed, high-quality decisions between and among people so they can sense, absorb and think—in real time—as a group.
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