Join me when I present at an online conference on the future of the City, organised by Marilyn Hamilton. A central theme of the conference is the role of business, as one of the core stakeholders of cities, and part of the lifeblood of the city. http://www.integralcitycollective.com/fe/27589-about-the-conference
I will be talking about integral, participatory and distributed leadership as one of the critical enablers to creating a viable future. In particular I will focus on the twenty-somethings, those now entering the workforce, who will be retiring in 2050; the line in the sand adopted by many as the deadline (more…)
I believe we are at a crucial crossroad. How we in the world of enterprise, from individual consultant, non-profit, social through to typical multinational, deal with the paradigm changes coming with the coming resource limits, climate change and economic crises will create either a positive, viable future that we want; or the one we would not wish on our worst enemy.
Below are the key pillars needed for the world of enterprise, all forms of enterprise, to effectively create the future we want.
- Distributed, full-spectrum leadership.
- Effective dialogue processes.
- Economic sense based on a viable future system (more…)
Business leaders care about results,
and the individual performance that delivers results.
They invest in order to increase performance; and should only invest in people development when this is a demonstrably effective step to better performance. Performance growth is the primary output that L&D must deliver, and should be measured against. This means a paradigm shift in what most of today’s L&D departments do, including their reach across organisations.
Changes in on the job performance is what L&D is really (more…)
The era of the knowledge worker is passing;
the era of the knowledge meshworker, or 1% knowledge worker, has arrived.
Peter Drucker, around 1959, coined the term knowledge worker(1). Most of you reading this are knowledge workers, whatever your (more…)
and how to get the rest just as good.
As this article:
says, what makes a truly great manager lies in a few fairly obvious things. What Google found out of the data from their internal study is exactly what makes a great Google manager. Which may have nothing to do with what makes a great Lufthansa manager, for example.
Google is heavily reliant on solid data, even in their HR, a field often relying only on experience and intuition. Forward-thinking companies though, like Google, are turning more and more to data to complement experience and intuition. (See Todd (more…)