EUROPEAN BUSINESS FORUM 2017

Transcription

1 EUROPEAN BUSINESS FORUM 2017 Odense, Denmark #EBF17

2 Dear CEO Dear CEO 50 Personal Letters from the World s Leading Business Thinkers THINKERS50

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4 CEO REALITY 2017 #EBF17 Global Change Complex High-tech

5 MANAGING PARADOXES Globalization + Detachment Machine learning + Human yearning Connectivity + Distrust Abundance + Scarcity

6 LOW GROWTH / HIGH CHANGE

7 New Yorker From Imperious CEO to Embattled CEO

8 4 BEHAVIOURS OF SUCCESSFUL CEOS Deciding with speed and conviction Engaging for impact Adapting proactively Delivering reliably Harvard Business Review May-June 2017

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10 The life of a CEO is not for everyone. It is a gruelling, stressful and often lonely, existence. It is physically, mentally and emotionally demanding. And, of course, there is no guarantee of success or even survival in the post. So why do it? Because, on a good day, it is also the best job in the world.

11 1973 median time spent on a task = 9 minutes

12 The next ten years will see more #EBF17 change than the last 250 years. By 2025, human brains will be simulated for $1,000, 8 billion consumers will behyperconnected And Elon Musk will take us to Mars. Peter Fisk

13 It s time for new metaphors, and my favourite is a school of fish Swimming in an ocean without borders that separate the waters. Richard D Aveni

14 SAVE OUR CEOS #EBF17 The job of CEO has never been so challenging. Staying fresh and maintaining momentum is incredibly hard. We asked the world s leading management thinkers for help. Their advice? Stay curious and think in six new (counter intuitive) ways.

15 1: THINK PEOPLE NOT DATA. Vittorio Colao, CEO, Vodafone

16 WHAT GOT YOU HERE WON T GET YOU THERE Most leaders ascended to their current position by mastering the intricacies of today s business, making rigorous, factbased decisions. They need to develop new skills to make decisions using judgment and intuition, replacing an optimization mindset with an exploration one. Scott Anthony

17 #EBF17 Organizations need to hire more visionaries with good instincts. They need more Leonardo da Vinci s and fewer analysts. Da Vinci could create the Mona Lisa one day and a robot the next; you will need that kind of free thinking to survive Blue oceans can t be found by analytics; they have to be discovered. Richard D Aveni

18 JUDGMENT BEATS BIG DATA A successful organization can t be run on Big Data alone. After all, your competition has all the same data that you have, and it will lead them to the same conclusions. Martin Lindstrom

19 Data doesn t create meaning. We do. The executive needs to be far more than a data analyst. He should constantly strive to see the world from a customer s point of view... He must dare to trust his instincts. Martin Lindstrom

20 CEOs will need to move their metrics from the measurement of key asset utilization to the measurement of core user behaviours. Sangeet Paul Choudary

21 It s the people who do the work. It s the people who generate the growth and profit. It s the people that matter. Tom Peters

22 THE OLD WAYS STILL WORK CEOs need to use the only methodology that has ever been useful in making decisions about the future: first, imagine possibilities and second, pick the one for which the most compelling argument can be made. Roger L. Martin

23 FOLLOWERS FIRST Leadership is a privilege and sustaining it requires passion for, and attention to, the environment and people that make success possible. When they thrive, you will. Margaret Heffernan

24 HEART HABITS HABITATS Leaders are the common glue of our companies and the fabric of our society. Once, leaders based their trust on formal positions, but today they must rely on authentic relationships. Margarita Mayo

25 #EBF17 2: RETHINK WHAT SUCCESS LOOKS LIKE

26 FOR THE ORGANIZATION The purpose of business really is not to maximize shareholder value but to make the world a better place for everybody (through its products and services). Costas Markides

27 FOR YOU #EBF17 People in the C-Suite are questioning whose dream they have been living. There is nothing wrong with career success. But the responsibilities that accompany high achievement in most organizations place an overwhelming emphasis on loyalty to the institution ahead of wider life goals." Jamie Anderson & Ayelet Baron

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29 QUESTION YOURSELF To start the journey of becoming the next version of yourself, ask three deceptively simple questions. Who are we today? Who will we become tomorrow? How do we start making the change? Scott Anthony

30 3: OPEN UP Talent Leadership Innovation

31 OPEN UP TO TALENT On average, managers are utilizing only 66 per cent of their people s available capability. Liz Wiseman Women still only represent 2 3% of CEOs in S&P 500 companies. Intention + Investment +Effort are not equating to Results. Christie Hunter Arscott & Lauren Noel The stark truth is that most corporations are still built by men, for men, to sell stuff to men. Jonas Ridderstrale & Kjell Nordstrom

32 The war for talent has become the war on talent: 70% of people are not engaged at work; 65% of the workforce can be considered passive job seekers; and a growing number of people ditch traditional employment in favour of self-employment and entrepreneurship, where they will end up working more to earn less and contribute less to the overall economy. #EBF17 Tomas Chamorro-Premuzic

33 THE SOLUTION? Real stretch assignments + real accountability = real progress. Whitney Johnson

34 OPEN UP LEADERSHIP As part of the changes initiated by Haier, we are committed to giving everyone the chance to be their own CEO. Zhang Ruimin, CEO, Haier

35 If you re a super-smart CEO, don t spend your time proving how smart you are, be wise and spend your time helping other people be the heroes. Marshall Goldsmith

36 OPEN UP INNOVATION Too many CEOs give only lip service to innovation. Instead of the laboratory being the world you depend upon for your future, make the world your laboratory for ensuring your future instead. Henry Chesbrough While a large company can t innovate faster than the market, it can innovate better than the market if it combines together unique assets of scale with entrepreneurial energy. Scott Anthony

37 RELEVANCE RULES #EBF17 Innovation today is about exploiting market opportunities with new business models and value propositions. This does not mean pumping more money into R&D. Product and technology innovation classic R&D is not enough to keep you relevant. Alex Osterwalder and Yves Pigneur

38 #EBF17 Innovation isn t just about technology, products or services it s also about processes, partnerships, capability building and business models. Build innovation into everyone s job description to ensure innovation is embraced by each and every employee. Soren Kaplan

39 4: ELIMINATE TO ACCUMULATE #EBF17

40 Creative obstruction = reality.

41 Practice Creative Reduction

42 REDUCE THE FRICTION Eliminate something. Find out what practices or procedures are blocking your people from doing their best work what rules are causing frustration and get rid of them or at least one of them. David Burkus

43 Fewer priorities, less projects, more benefits, better results. Antonio NietoRodriguez #EBF17

44 5. ASK COURAGEOUS QUESTIONS Without new questions there s no place for new answers. Clay Christensen

45 CATALYTIC QUESTIONS #EBF17

46 What could you start doing today to tear away the insulating layers between you and the ever-changing real world? If you were resolved to prove yourself wrong about something you believe, where might you go and whom might you talk with? And if you don t encourage the question-raising that will unlock future value for your enterprise, who will? Hal Gregersen

47 QUESTIONS MAKE US HUMAN Your questions matter most because they reveal, sustain and orient your curiosity. Convictions may make you inspiring. Curiosity keeps you alive It is sharing in questions, puzzles, dilemmas and doubts that makes us fellow humans. Gianpiero Petriglieri

48 6: BE THE FUTURE Leaders that learn how to bend the forces of disruption in their favour can own the future, rather than be disrupted by it. Scott Anthony

49 ARE YOU THE FUTURE? People can distinguish between a COO on steroids and a CEO who feels like the future. Juan Pablo Vazquez Sampere

50 Leading innovation is not about setting direction and saying to your colleagues, Follow me. They don t want to follow you to the future; they want to cocreate it with you. Linda A. Hill

51 Managing the present is taking oxygen away from inventing the future. Alex Osterwalder and Yves Pigneur

52 Be humble and the world will open to you. Be a steward and the world will serve you. Be kind with those in need so they will become your most loyal allies. Do not fear the future, be it. Mark Esposito

53 1. Think people not data SIX WAYS OF THINKING 2. Rethink what success means for the organization & you 3. Open up everything 4. Eliminate to accumulate 5. Ask courageous questions 6. Be the future to stay relevant