Some numbers (but not a best of the year list)
(The headings carry the links)
Martin Wolf, writing in the Financial Times, argues as others are now doing, that the shareholder value metric of corporate performance has had deeply negative consequences on the company, its people and its communities.
Wolf points out these faults:
Shareholders, who can dump and run in an instant, are the least committed to the trust essential to effectively achieve purpose
Shareholders shunt risk to employees, suppliers, and communities who are in turn at risk for the moves of shareholders, further eroding the commitment of others
Shareholders don’t control management allowing rewards based on profit rather than performance on purpose
If you were wondering:
Performance drives success, but when performance is immeasurable, networks determine success.
Performance is bounded, but success is unbounded
Fitness x Previous Success = Future Success
While team success requires diversity and balance, a single individual will receive credit for the groupʼs achievements
Success can come at any time as long as we are persistent
Defining a problem is the most underrated skill in management.
Understanding the value of soft skills takes time.
Soft skills could help bridge the economic divide.
Soft skills training brings substantial returns on investment.
10 Principles of Emergent Organizations
Purpose: ensure clear vision, mission, and meaning is present for every team, every cell, at every level; let alignment be the prerequisite for autonomy
Transparency: default to open, democratize data, and work in public to create a shared consciousness and enable informed decisions everywhere
Networks: replace hierarchy with a network of decentralized teams and cells, loosely coupled but tightly aligned, dynamically coordinating for value creation, a marketplace model, go beyond flat/horizontal, focus on and reward effective teams (not individuals)
Empowerment: enable individuals and teams to make local decisions and, thereby, push authority closer to the customer/market, trust, self-manage, self-organize, use an advice process, focus on consent not consensus, and promote autonomy
Learning: experiment, learn by doing, start by starting, validate assumptions, be data-driven, celebrate failure that creates learning, perform retrospectives and postmortems
Lean: put simple rules in place that encourage limited scale (at a team level and an org level), reduce layers, reduce time, reduce pages in the presentation, focus on the balance between simplicity and clarity
Talent Density: make hiring everyone’s first priority, trust every hire to run the company, raise the bar with every new employee, never ever compromise
Continuous Steering: reduce the cycle time, on everything (work, feedback, budgeting, planning, org change), fail fast, learn fast, break things down, smaller moves, smaller decisions, iterate, create rituals and rhythms
Market Driven: let the market (not leaders) steer the organization, through market pull, focus on value creation and relentlessly remove org debt that is preventing customer outcomes.
Take Risks: adopt a bimodal strategy (sure things and wild swings strategy, commit to taking market risks, reward market making behavior, ensure variation, double down on winners
Internet of skills
My digital twin
5G automates society
Silence is gold
The last straw?
Ahead of the curb
The inclusivity paradox
New Era Demands New Thinking
Easing into the Future
18-Hour Cities 3.0: Suburbs and Stability
Amenities Gone Wild
Pivoting toward a New Horizon
Get Smart: PI + AI
The Myth of “Free Delivery”
Retail Transforming to a New Equilibrium
We’re All in This Together