August newsletter: new skills needed for corporate leaders
We really do enjoy hearing from members of the Hot Spots Movement, and urge you to keep us updated with developments in your company, and ideas you have – we’d love to discuss them in a future edition of the newsletter!
NEW: The Hot Spots profile – short, sharp and successful!
Our Hot Spots tools have been built from our validated model of how to boost performance and innovation in teams among teams. The model creates a collective, shared and deep language and understanding of how high-performing and innovative teams behave.
The latest and quickest way of creating this understanding is through our Hot Spots Profile: with no more than 10 minutes invested per participant, we produce a short report that focuses on the drivers and barriers to success.
The feedback is at the same time based on a significant dataset (the world’s biggest data set on teams) and the current challenges in the team/organisation being profiled.
In summary, the approach is a strong theoretical basis combined with diagnosis, interventions and interaction enabling participants to implement the theory, with just a short time required from undertaking the profile to being able to implement the recommendations.
How to use the Hot Spots Profile
It is easily integrated into in-house leadership programmes, and if the number of teams and individuals going through the profile is significant, we can create a bespoke profile that includes items of particular relevance for your organisation.
If you’d like to hear more, email Tina for details.
Can we teach transparency to the next generation of corporate leaders?
We have been thinking a great deal about the changing nature of corporations through our work on the Future of Work Research Consortium. Much focus has been given to the need to adapt working styles to embrace virtual networks, but there’s one major by-product of the technical age. Transparency is even more essential to corporations: business leaders need a new attitude and approach to dealing with the public. How can this be incorporated into leadership development?
Lynda said: “We will see a speedy move towards full transparency. Increasingly, technological advances will reveal information that is today considered sensitive. There will be no place for leaders to hide, so their authenticity and capacity to be themselves will be crucial. This demand for authenticity is new, and our top leaders will need coaching to learn to be comfortable with being themselves.”
Lynda first talked about this in January this year at a Future of Work seminar in London, and recently Eric Schmidt, chairman and chief executive of Google expressed similar thoughts. He puts pressure on executives to look at their behaviour patterns and see if these patterns are conducive to earning trust from their stakeholders. You can read an interesting opinion piece he wrote for Forbes - click here.
What new competencies will be valued by organisations?
As we move from the age of the generalist to the age of the specialist, we need to consider what to actually focus on. We have known for some time on what basis resources (like skills, competencies and knowledge) are valued. This means of valuation is important because it has changed over the past and will undoubtedly change in the future.
For a resource to be seen to be valuable, it needs to be able to actually create something that others value – and notions of what is considered most valuable changes over time. Skills, competencies and abilities rise to ascendance and then can languish as they are seen to be less valuable or as the basis of their value is questioned. The challenge is to predict what skills and competencies will create (or be seen to create) the greatest value in the future.
To read more, click here.
How will design-led innovation drive business in the future?
There has been no rest for the Hot Spots team over the summer: we have been putting ourselves to work coming up with individual ideas on how business will change over the next 15 years.
This issue: Marzia Aricò, who is responsible for Creation & Design at the Hot Spots Movement, has turned her attention to a subject close to her heart: how design-led innovation will drive business.
Click here to read more.
Using LinkedIn for networking
At the Hot Spots Movement, we are working with social media strategist Noa Gafni on building our online presence and network. After last month’s insight into how customer service effectiveness can be increased via Twitter, Noa focuses her thoughts on LinkedIn.
Most businesses assume that LinkedIn is the natural fit for B2B social networking. However, LinkedIn, which was founded in 2003, is primarily utilised for one-to-one networking (adding connections, applying for positions) with small hubs of activity in certain groups. Before an organisation decides to create a LinkedIn group, it should carefully analyse what the existing group options are for its target audience, and whether the organisation could add value by creating a new group. In many instances, it might be more efficient and impactful for an organisation to engage its audience via existing LinkedIn groups as opposed to creating its own.
Additionally, corporations should now begin to look at traditionally consumer-focused social networks, such as Facebook and YouTube, as potential outlets. With 500 million Facebook users, the site can be an effective tool to reach a global audience. Insurance giant Allianz is using Facebook and YouTube to promote its Allianz Knowledge campaign. In addition to linking to its website and newsletter, Allianz created a 'Climate Game' and interactive 'Green Insurance' map to engage its nearly 25,000 fans on Facebook. Allianz has also invested in YouTube, creating thought-provoking videos about climate change, microinsurance, and water sanitation.
Living Strategy: download free chapter
In the last issue of the newsletter, we were looking back over Lynda’s book, Living Strategy, and commenting that it was as relevant now as it was when written 15 years ago. We’ve been inundated with responses, so we contacted the publisher and are making the whole first chapter available for you to download free. Just click here for the chapter, then let Tina know what you think.
HR Insights interview
HR Insights ran an interesting interview with Lynda, which you can read here. Lynda lays out her key messages for HR directors as they look to future-proof their organisation.
Updates from the team
Social media strategist Noa Gafni is heading to Sierra Leone as part of her MBA programme at London Business School. She will be working on Planting Promise, an organisation set up by Rocco Falconer to bring opportunities to Sierra Leone to initiate self-run, self-supporting projects that offer real solutions to the difficulties facing the country.
Planting Promise currently runs five interrelated projects that aim to bring wealth into the country through business. The profits from the businesses are then used to support free education for children and adults.
We’re really looking forward to hearing about her trip, and wish Noa and the team well.
Last chance to join Future of Work Research Consortium, phase 2
We have only a couple of places left for phase 2 of the Future of Work Research Consortium. The latest companies to sign up are: Centrica; Waitrose; Thomson Reuters; and Boehringer Ingelheim. They join Nomura, SAP, Randstad, RBS, National Health Service, Arlafoods, Novartis, Save the Children, Akzo Nobel, BT Global Services, Singapore Ministry of Employment, Standard Chartered Bank, Lloyds Banking Group, Tata Consultancy Services, ABF/Twinings, and Henkel.
If you’d like to find out more, email Tina for details.
Who’s in our network?
Kathrin Möeslein has been researching, teaching and consulting in the field of strategic innovation and innovation systems since the early 1990s, and is a great friend of Lynda’s. At the moment, Kathrin is doing some really interesting research into open innovation, cooperation and leadership systems.
She is a professor at the Institute for Information, Organization and Management (IOM) at the TUM Business School as well as the Chair for Information Systems I – Innovation & Value Creation at the Friedrich-Alexander-University (FAU) Erlangen-Nuremberg.
We’d really recommend you read some of her research for the Advanced Institute of Management Research (AIM) – you can see a list of her work here.
Blog watch – websites we like
We love the Fast Company website, thanks to its quirky features on design-led innovation, often leading to substantial change in business. Just as an example – there’s a feature on a the Ask a Curator event, where anyone can ask a question via Twitter to hundreds of museum curators, as well as a feature asking if there has ever been a worse time to be a CEO. As well as the regular site, we also recommend the newsletters (the weekly Best of is an excellent snapshot if you don’t have time to read more).
Guess what’s happening in 2011?
We’re less than a year away from a momentous date in the Hot Spots Movement’s calendar. We’ll be giving you clues over the next few months – all guesses welcome!
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