Category Archives: Leadership

Meritocracy isn’t Democracy by Jim Whitehurst, CEO of RedHat

Interesting 6min video interview during which Jim Whitehurst, CEO of RedHat, explains what “Collaboration” means to RedHat employees from Top to Bottom:

http://www.managementexchange.com/video/jim-whitehurst-how-do-you-cultivate-trust

 

Strategy under uncertainty – McKinsey Quarterly – Strategy – Strategic Thinking

Strategy under uncertainty – McKinsey Quarterly – Strategy – Strategic Thinking.

This “must read” article was first published in June 2000 by McKinsey. However, it has never been so timely to give a second look at it. By reading it, you will discover:

  • The 4 levels of uncertainty:
  1. A clear enough future
  2. Alternative futures
  3. A range of futures
  4. True ambiguity
  • The 3 Possible strategic postures to respond to the 4 levels of uncertainty:
  1. Adapting
  2. Shaping
  3. Reserving the right to play
  • and finally the 3 possible strategic actions:
  1. Big bets (used by Shapers)
  2. Options (used by companies reserving their right to play)
  3. No-regret moves (will pay off, no matter what)

Daniel Kahneman on behavioral economics – McKinsey Quarterly – Organization – Strategic Organization

Daniel Kahneman on behavioral economics – McKinsey Quarterly – Organization – Strategic Organization.

Here is a great 17min-long video interview during which you will learn:

  • To run a pre-mortem analysis to strengthen your company (or team or project) decision making processes
  • What Anchoring is and why it is important to know that it exists
  • That people love to discuss at length about what they are in violent agreement on already 😀

Steve Jobs’ 2005 Stanford Commencement Address (with intro by President John Hennessy) – YouTube

Steve Jobs’ 2005 Stanford Commencement Address (with intro by President John Hennessy) – YouTube.

Of course, there will be a lot of people to talk about how truly unique Steve Jobs was. For me, he will be mostly remembered for his extraordinary commencement speech at Stanford in 2005: maybe more than a highly successful business man, he was simply a Great Person !

God bless him !

Have GM skills become irrelevant in the 21st century?

Lynda Gratton: Everyone needs three posses | Management Innovation eXchange.

Here is a thought provoking video interview of London Business School Professor, Lynda Gratton, in which she argues that GM skills are too superficial to remain relevant in today’s economy. Instead, people should focus on building Mastery, yes Mastery, in something that will make them unique. They should also actively build and maintain an active network of People, they can truly rely on, not an endless contact list they have nothing to do with. Finally, they should focus on the quality of their experiences rather than the quantity of their consumptions…

Waouh, these are bold provocative statements,  provocative enough anyway to make me buy her book and read more…

From eGovernment to GaaS

We see them all over the place these days: Infrastructure as a Service (IaaS), Platform as a Service (PaaS), Software as a Service (SaaS),  Everything as a Service but GaaS, this was the first time I saw it in a paper and while reading it, it really started to make sense. GaaS or Government as a Service is the public sector implementation of “big data” on one side and “Everything as a Service” on the other side or IT innovation at the service of Citizens of all nations. This is a very ambitious and impressive public sector project where emerging countries like Kenya and Georgia are showing the way.

Interested? Read on…

Innovation in government: Kenya and Georgia – McKinsey Quarterly – Public Sector – Management.

Growth under pressure

It has been a while since the last time I read a courageous article about what the private sector shall do to support economic growth again. I finally found one on McKinsey: What businesses can do to restart growth

Enjoy !

It’s time to reinvent Management by Gary Hamel

Interesting 15min video during which Professor Gary Hamel navigates through the history of Management over the last 120 years. He then rightfully argues that yesterday’s management mantra’s do not work in today’s world of constant change and innovation. It is time to reinvent management, management for the future, management for the human beings. For him, management innovation will not come from Fortune 500 companies, it will come from the fringes and will become mainstream steadily over time. As employees, we can only wonder: How much time will it take for us to get there? Are we talking years or decades? Do we need a new generation of fresh leaders to see some of these disruptive ideas picking up and becoming main stream? Last but not least, how can we contribute to speed up that process? How can we become Management Innovation Champions?

If these questions ring a bell for you, then you should become a member of the Management Innovation eXchange forum: the MIX

Come and join us to grow the community of Management Innovators !

Jeffrey Pfeffer: Power and Influence in the Collaborative Age

I found 2 interesting statements in this 6min interview of Jeffrey Pfeffer, Professor at Stanford University of Organizational Behaviour:

#1: Power is potential Influence, Influence is Power in use

#2: Power is 80% taken and 20% given… No, I did not mess up with the numbers: 80% taken and 20% given.

In other words, you have almost as much power as you are willing to take. If you have none and keep waiting for your boss to give you some, you may wait for ages and never get any…

Food for thought !

Recovering from information overload – McKinsey Quarterly – Organization – Talent

Recovering from information overload – McKinsey Quarterly – Organization – Talent.

If you are a teenager, a young adult or a busy manager and you believe you are doing really great at multitasking, well, you know what, … read this article first and think again !