Diese Präsentation wurde erfolgreich gemeldet.
Die SlideShare-Präsentation wird heruntergeladen. ×

Hard Core Input for Growth (LEAD Clusters 1 & 2)

Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Anzeige
Wird geladen in …3
×

Hier ansehen

1 von 38 Anzeige
Anzeige

Weitere Verwandte Inhalte

Diashows für Sie (20)

Ähnlich wie Hard Core Input for Growth (LEAD Clusters 1 & 2) (20)

Anzeige

Weitere von AIESEC in India (20)

Aktuellste (20)

Anzeige

Hard Core Input for Growth (LEAD Clusters 1 & 2)

  1. 1. Hard Core Input for GROWTH A review of 19 of the most influential management books I’ve read (published since the year 2000)
  2. 2. What Can I Expect? Demanding attention required Challenging perspectives Insights & Questions Loads of Information The best magister class you’ve ever had!
  3. 3. Black Swan By Nassim Nicholas Taleb [2007] We focus on little parts of what we know and use them to predict what we don’t know We use stories to foul ourselves with reasons that don’t exist We behave as black swans don’t exist - but they do! What we see is not necessarily everything that is out there Variability is extremely important Mediocristan vs. Extremistan Psychological biases make people individually and collectively blind to uncertainty and unaware of the massive role of the rare events in historical affairs.
  4. 4. Black Swan Nassim Nicholas Taleb [2007] Ignore experts, stop trying to predict everything and take advantage of uncertainty
  5. 5. Outliers By Malcolm Gladwell [2008] Outlier is a statistic observation that is remarkably different in value from others in the same sample We ask “how is that person?” instead of “from where is that person?” The real secret of success is really simple and depends in crucial turnarounds in every person’s history Tiny influences have made certain people extremely special Opportunity is the first element to be extremely successful. Heritage is the second Success is determined by where we come from and what has happened in the path
  6. 6. Outliers Malcolm Gladwell [2008] Context is absolutely crucial: what seems to be the reason for something to happen, rarely is
  7. 7. Nudge By Thaler & Sunstein [2008] Design thinking and choice architecture. That little “nudge” that some people need to make a choice iNcentives: People need to feel they are getting something from their choices Understand Mappings: It is important to understand how people see things Defaults: Make sure that “doing nothing” is one of the best paths to follow Give feedback: Investigate the rejected choices and try them out Expect error: People make mistakes and even the most structured systems allow them Structure complex choices: if it’s hard, separate in smaller parts
  8. 8. Nudge Thaler & Sunstein [2008] People will take “irrational decisions” if they stay limited by their own instruments
  9. 9. The World is Flat By Thomas L. Friedman [2005] Knowledge and resources link the whole world Triple Convergence: Players, Playground and Processes How many of the things that we give for granted are actually very new? 1. 09/11/89: Berlin Wall 2. 08/09/95: www 3. Workflow Software 4. Uploading 5. Outsourcing 6. Offshoring 7. Supply chain 8. Insourcing 9. In-forming 10. Steroids
  10. 10. The World is Flat Thomas Friedman [2005] Internet has flatten the world to a point where leaders and managers can observe the whole frame simultaneously as one potential resource and one market
  11. 11. Wikinomics By Tapscott & Williams [2006] Massive collaboration has changed the world N’Gen (Net Generation) from passive to active N’Gen norms are speed, openness, innovation, mobility and joy! The volume of human knowledge is doubling every 5 years The Four Principles: 1. Openness 2. Peering 3. Sharing 4. Acting globally
  12. 12. Wikinomics Tapscott & Williams [2006] Internet has changed everything, it is imperative to open enterprises to the consumers
  13. 13. The Ultimate Question By Fred Reichheld [2006] It is possible to transform consumers into promoters Too many information data makes managing and leading difficult Satisfaction surveys make customers unsatisfied Would you recommend us to a friend? NPS = Net Promoter Score P-D=NPS P: Promoter (>8) D: Detractors (<7) Fidelity is the key! Word of mouth: Detractors are responsible for 90% of negative
  14. 14. The ultimate question Fred Reichheld [2006] Consumers that are ready to recommend our product or service are our best leverage for success
  15. 15. Why Should Anyone Be Lead By You? By Goffee & Jones [2006] Millions of possible answers (too much out there…) Criticism to those that suggest to follow the example of successful ventures/enterprises Great leaders: “authentic chameleons” Followers: Feel relevant, excitement, belonging 1. Become - more - ourselves with ability 2. Self- awareness and “to be seen” 3. Take personal risks 4. Read and re-write context 5. Maintain authenticity whilst being adaptable 6. Manage the social distance 7. Carefully communicate
  16. 16. Why Should Anyone Be Lead By You? Goffee & Jones [2006] To be an excellent leader is required to gain respect
  17. 17. Smart Leadership By Yudelowitz, Koch & Field [2002] Initiate change and give to it the sensation of progress Preparation for leadership is to lead Strategy and character Individual identity, Function, Emergent Process 1. Adopt a cause without planning the future 2. Leadership is not always needed 3. Leadership is culture, not a person 4. Managers fulfill objectives, leaders work for a purpose 5. Managers postpone decisions, leaders take them 6. Don’t be too consensual in matter of consensus
  18. 18. Smart Leadership Yudelowitz, Koch & Field [2002] Intelligent leaders establish a path, assume that the path will change and empower many to reveal leadership qualities
  19. 19. How to Lead By Jo Owen [2005] Place people in the middle, be positive and be reliable (predictable) Lead from the middle (find the path from the womb) Qualities of emergent leaders: adaptability, self-confidence, proactivity, reliability and ambition (700 leaders) What people expect from good leaders: 1. Show interest in my development 2. I trust them - they are honest with me 3. They know where they are heading and how to get there 4. I am doing something that is worth 5. I am recognized
  20. 20. How to lead Jo Owen [2005] Successful leaders take risks, welcome change and embrace ambiguity/uncertainty
  21. 21. The Seven-Day Weekend By Ricardo Semler [2003] Be a maverick and do whatever you want! Why are we answering e-mails on Sunday and not going to cinema on Tuesday afternoon? Why we think the opposite of work is leisure? (idleness, laziness; indolence) Why money doesn’t buy success but we measure success based on money? Working from anywhere Take a break Variable payment Work and stop Informal/open management meetings Start by hiring adults with sensibility, and then trust them! Why, why, why
  22. 22. The Seven- Day Weekend Ricardo Semler [2003] When in doubt, trust everybody and do nothing
  23. 23. Funky Business Forever By Ridderstrale & Nordstrom [2008] Funky times: the battle of brains and the revolutions (truly global, more competition, differentiation, organizational innovation...) Forces of Funk: Technology, institutions, values, condemn to freedom Funky Village: Now (real time), everywhere, softwhere, hyphe-nated Funky INC.: focused, leveraged, innovative, heterarchical Funky U: Leadership = direction, experimentation, education, personalization; Be unique Feeling Funky: Infinite innovation and the emotional enterprise
  24. 24. Funky Business Forever Ridderstrale & Nordstrom [2008] Whatever you do, make it funky if you want to succeed, the play now is about making the current obsolete
  25. 25. A Whole New Mind By Daniel H. Pink [2006] The future of global business belongs to the right-brainers Birth of “design thinking” The three "A’s"— abundance, Asia, and automation High Concept: original and appellative High Touch: Customized and personalized The six "senses" crucial to success in the new economy: 1. Design 2. Story 3. Symphony 4. Empathy 5. Play 6. Meaning
  26. 26. A Whole New Mind Daniel H. Pink [2006] We need to create things with a high emotional level and understand the subtleties of human interaction
  27. 27. Purple Cow By Seth Godin [2003] We, or our business, need to be a purple cow, something considerably different from anything else Play safe is too risky Otaku (japanese for something that is more than a hobby and less than an obsession) Viral ideas (as in the Tipping Point of Malcolm Gladwell) Diffusion agents Influencing the influencers Be exceptional and original
  28. 28. Purple Cow Seth Godin [2003] Do the opposite of everyone else and you will find a place in the spotlight
  29. 29. Here Comes Everybody By Clay Shirky [2008] Sharing communities Everybody is a media channel now Personal motivation leads to collaborative work Collective action generates institutional challenges Everything is reaching further every day Failing costs less and less and less We could launch the seed of a medium cooked idea and the community that receives it will take it to new and higher levels They do so because it is pleasant for them
  30. 30. Here Comes Everybody Clay Shirky [2008] If you want a truly creative idea, try asking to the audience that is more likely to be in line with the topic
  31. 31. Lovemarks By Kevin Roberts [2004] 1. Low Love, Low Respect: Products 2. High Love, Low Respect: Fads 3. Low Love, High Respect: Brands 4. High Love, High Respect: Lovemarks Have brands themselves changed? Has what people want from brands changed? Mystery: Great stories: past, present and future; taps into dreams, myths and icons; and inspiration Sensuality: Sound, sight, smell, touch, and taste Intimacy: Commitment, empathy, and passion Creating loyalty beyond reason requires emotional connections that generate the highest levels of love and respect for your brand Human beings are powered by emotion not reason. People are overwhelmed by the choices they face. Human attention has become our principal currency
  32. 32. Lovemarks Kevin Roberts [2004] Listening is something most brands are not great at. They evolved alongside the mass media, and that’s where they stayed. Talking, talking, talking. The fragmentation of media demands a fresh approach. Not to abandon the mass market, but to transform it with multiple emotional connections.
  33. 33. S.U.M.O. By Paul McGee [2006] It is all about attitude The way we think determines the life we live Drop the victim T-shirt 1. Where do you place this issue in a scale from 1 to 10? 2. How important will this be 6 months from now? 3. It is my answer appropriate and effective? 4. How can I influence or improve the situation? 5. What can I learn from this? 6. What will I do differently next time? 7. What can I find of positive in the current situation?
  34. 34. S.U.M.O. Paul McGee [2006] The best way to get something done is to ignore what happened before and move on
  35. 35. How are YOU feeling?
  36. 36. Do you need a wrap up? S.U.M.O.
  37. 37. In Groups Of 5 As diverse as possible… What do I consider the 3 most important inputs for us today? How can we better use this input? What do I see emerging here? Where is our conversation taking us?
  38. 38. Are we ready to do what it takes to GROW? NOW?

×