Perspective
Think a Little Bigger and a Little Broader
-- Dan Coughlin
© 2016 Dan Coughlin. All Rights Reserved.
Corporate Leadership, Business Innovation
and Growth
-- Colin Coulson-Thomas
Many of the most pressing challenges that face certain companies and mankind are unlikely to be addressed by incremental improvements to existing activities and excellence in the performance of them. In competitive and dynamic situations and where windows of opportunity may be limited, quick and front-line responses may be required. An existing business model should not be taken for granted. Leaders need to ensure that people focus upon what is important and, particularly, upon what is important for customers and prospects. Leaders can focus on removing obstacles to creativity rather than determining individual outcomes. The focus of business leaders should be upon creating a culture of excellence and innovation and/or providing the conditions and performance support for people from a diversity of backgrounds and cultures to excel where it matters.
© 2016 Colin Coulson-Thomas. All Rights Reserved
Leading the Organization of the Future
-- Alicia Fortinberry and Bob Murray
Huge and unrealistic expectations are placed on leaders, often resulting in disappointment. This in turn can lead to the perception that, as in Yeats’ poem, “the center cannot hold”; trust in leadership is lost and people doubt or cannot even clearly hear the leaders’ messages. Unity falls apart, cooperation diminishes or vanishes. Even where clear strategies are communicated, there may be no agreement or fully effective implementation. Great leaders realize they cannot lead in isolation. They surround themselves with good people who support them and each other and bring different ideas and backgrounds. They have a transformational, or coaching, style and look to keep growing themselves as well as actively seeking new ideas and innovation for their firm. Their unified and dynamic leadership group provides a center that does hold and enables a firm to face the exciting and sometimes daunting challenges of our time.
© 2016 Alicia Fortinberry and Bob Murray. All Rights Reserved.
The Messiness of Real Time Entrepreneurial Leadership
-- Stephanie Jones and Martin Tynan
Entrepreneurial leaders are acquiring the skills, knowledge and capabilities to be leaders, but the context in which they operate also allows them to apply these skills in an environment that tends to be a little more forgiving of mis-steps and mistakes. It may be that startup organizations give entrepreneurial leaders the perfect arena in which to ‘fail fast’ as leaders. In real time they can develop the theoretical knowledge about how to be a leader, but then instantly apply that knowledge in the real world. By having this instant feedback loop of what is working and not working in a particular context, they are able to hone and develop their skills, knowledge and capabilities and at the same time see how the application of those entrepreneurial leadership skills can influence and shape their organization.
© 2016 Stephanie Jones and Martin Tynan. All Rights Reserved.
Knowledge Management and Benchmarking
-- Eduardo Gando Manuel
Knowledge management helps to avoid loss of knowledge, focuses on expertise and allows to accumulate knowledge of the work processes in its different forms, ensuring its permanence. The term benchmarking originates from a term used by surveyors, serving to designate a mark or reference a standard. Benchmarking can be considered as a science with five different generations and have produced significant changes in the scope of its objectives. There is a relationship between knowledge management and benchmarking, as through benchmarking practice, companies/organizations can improve their management skills in order to achieve equal or better results than its competitors.
© 2016 Eduardo Gando Manuel. All Rights Reserved.
Effective Development and Management
of Multichannel Strategy
-- Jan Twombly, Jeff Shuman and Lorin Coles
For years, it has been said that customers are empowered and want choice to allow them to do things on their own terms. For many organizations, this reality is driving the adoption of multichannel strategies that offer the customer choice and also give companies the opportunity to ensure that they are growing new markets, introducing new offerings, managing costs, and better serving their customers. Multichannel does not mean “this channel” or “that channel”—it means all channels. Thus, a consistent omnichannel experience requires that all channels of activity complement and intersect so that organizational resources are optimized and leveraged.
© 2016 The Rhythm of Business, Inc. and Alliancesphere LLC. All Rights Reserved.
Interview
An Interview with Surya Putchala
-- The interview was conducted by Aditya S Mishra, Consulting Editor, Effective Executive.
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