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A Leader’s Framework for Decision Making

A Leader’s Framework for Decision Making
Executive Summary Reprint: R0711C Many executives are surprised when previously successful leadership approaches fail in new situations, but different contexts call for different kinds of responses. Before addressing a situation, leaders need to recognize which context governs it—and tailor their actions accordingly. Snowden and Boone have formed a new perspective on leadership and decision making that’s based on complexity science. The result is the Cynefin framework, which helps executives sort issues into five contexts: Simple contexts are characterized by stability and cause-and-effect relationships that are clear to everyone. Complicated contexts may contain multiple right answers, and though there is a clear relationship between cause and effect, not everyone can see it. In a complex context, right answers can’t be ferreted out at all; rather, instructive patterns emerge if the leader conducts experiments that can safely fail. The U.S. Simple Contexts: The Domain of Best Practice

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Managing a manufacturing plant through the coronavirus crisis As the COVID-19 pandemic sweeps across the globe, manufacturing organizations face significant operational challenges. Some companies have temporarily shuttered factories in response to government restrictions or falling demand, but others are facing significant increases in demand for essential supplies. Frontline manufacturing staff can’t take their work to the relative safety of their homes. Plant leaders are therefore looking for ways to operate through the immediate crisis—all while preparing for a potentially much longer period of heightened uncertainty regarding demand and supply, and a lasting need to maintain enhanced hygiene and physical distancing. Three areas of focus can help plant leaders navigate the transition from initial crisis response to the “next normal”:

How Humble Leadership Really Works Executive Summary Top-down leadership is outdated and counterproductive. By focusing too much on control and end goals, and not enough on their people, leaders are making it more difficult to achieve their own desired outcomes. The key, then, is to help people feel purposeful, motivated, and energized so they can bring their best selves to work. One of the best ways is to adopt the humble mind-set of a servant leader. Servant leaders view their key role as serving employees as they explore and grow, providing tangible and emotional support as they do so.

4 Behaviors That Help Leaders Manage a Crisis Executive Summary Employees thrust into leadership during a crisis need to be coached in four behaviors to be most effective in their roles. They must decide with speed over precision, adapt to changing circumstances boldly, reliably deliver despite environmental factors, and engage deeply with their teams. How Leaders Are Navigating the Fourth Industrial Revolution - SPONSOR CONTENT FROM DELOITTE Industry 4.0 holds the promise of a new era of globalization. Yet while our latest survey identifies companies successfully implementing Industry 4.0 technologies, many senior executives remain less prepared than they think they are. A year ago, Deloitte’s inaugural survey assessing private and public sector readiness for the Fourth Industrial Revolution observed a “tension between hope and ambiguity.” We found that while executives conceptually understood the profound business and societal changes Industry 4.0 may bring, they were less certain how they could take action to benefit.

The New Boadroom Imperative: From Agility To Resilience Over the last twenty years, agile has evolved from a niche software development methodology to a worldwide business trend. While the concept is used in a variety of ways, it is always seen as a good thing. We picture lean and hungry start-ups, highly responsive to emerging trends, with the capacity to pivot quickly when circumstances require it. And we are aware of the cautionary tales, the non-agile corporate dinosaurs like Kodak and Blockbuster, that were unable to redeploy their resources towards the new opportunities before it was too late. But there is a problem with agile.

Kepios Simon Kemp has been developing marketing strategies and frameworks for many of the world's best brands for more than sixteen years, and his past and current clients include Unilever, Coca-Cola, Google, Nestlé, and Diageo. Simon's marketing books and guides have been read millions of times by people in more than 100 countries around the world, and he appears regularly on television and in the media to discuss brands and marketing strategy. Non cogito, ergo sum It was the fifth set of a semi-final at last year’s US Open. After four hours of epic tennis, Roger Federer needed one more point to see off his young challenger, Novak Djokovic. As Federer prepared to serve, the crowd roared in anticipation.

Business Roundtable Redefines the Purpose of a Corporation to Promote ‘An Economy That Serves All Americans’ WASHINGTON – Business Roundtable today announced the release of a new Statement on the Purpose of a Corporation signed by 181 CEOs who commit to lead their companies for the benefit of all stakeholders – customers, employees, suppliers, communities and shareholders. Since 1978, Business Roundtable has periodically issued Principles of Corporate Governance. Each version of the document issued since 1997 has endorsed principles of shareholder primacy – that corporations exist principally to serve shareholders. With today’s announcement, the new Statement supersedes previous statements and outlines a modern standard for corporate responsibility. “The American dream is alive, but fraying,” said Jamie Dimon, Chairman and CEO of JPMorgan Chase & Co. and Chairman of Business Roundtable.