leading with impact ... how business leaders deliver smarter results
TRANSCRIPT
Prof. Peter Fisk, MMI Leadership Summit @geniusworks Pretoria www.theGeniusWorks.com 26 October 2017
LEADING WITH IMPACT
es
1. 23 & Me2. Aravind3. Editas4. Genentech5. Intuitive Surgical6. NarayanaHosp7. Organova8. PatientsLikeMe9. Scanadu10. Second Sight
1. Amazon2. Aussie Farmers3. Etsy4. Farfetch5. Le Pain Quotidien6. Pinterest7. Positive Luxury8. Rackuten Ichiba9. Trader Joe’s10. Zappos
1. Apple2. Beauty’in3. DJI4. Go Pro5. Lego6. Method7. Natura8. Nike+9. Oculus Rift10. Renova
1. Alibaba2. ARM3. Bharti Airtel4. GE5. Google X6. OneWeb7. Raspberry Pi8. Samsung9. Slack10. Xiaomi
1. Aeromobil2. Air Asia3. Airbnb4. CitizenM5. Emirates6. Kulula7. RedBus8. Uber9. Virgin Galactic10. Zipcars
1. 3DHubs2. Corning3. DP World4. Dyson5. Embraer6. Local Motors7. Space X8. Syngenta9. Tata10. Tesla
1. Brewdog2. GrameenDanone3. Graze4. Juan Valdez 5. LA Organic6. Moa Beer7. Modern Meadow8. Nespresso9. Yeni Reki10. Zespri
1. Ashmei2. 1Atelier3. Desigual4. Jonny Cupcake5. Inditex6. Patagonia7. Rapha8. Shang Xai9. Threadless10. Tom’s
1. Aspiration2. Fidor3. First National4. Moven5. M-Pesa6. Robinhood7. Square8. TransferWise9. Umpqau10. Zidisha
1. Al Jazeera2. Buzzfeed3. Netflix4. Pledge Music5. Red Bull6. RiotGames7. Snap8. Ushahida9. ViceMedia10.WeChat
futureproduct futurefashion futurefood
futurehealth futuretech futuremakersfuturebank
futuretravel
N/S American brands European brands African/Arab brands Asia/Pacific brands
futuremedia
1. Ashoka2. AzuriTech3. GraalBio4. IBM Watson5. IDEO6. Kickstarter7. Li & Fung8. Live Nation9. Salesforce10. Y Combinator
1. Bitcoin2. Bhutan3. City FC4. The Elders5. FanDuel6. ParkRun7. Michelle Phen8. Planetary Res9. Udacity10. You
futureservice futurebrands
© Peter Fisk [email protected]
www.theGeniusWorks.com
futurestore
FingernailNotebook
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House
Earth
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Exponential growth
Specialist, understands one function deeply
Analyst, manages specific business activities
Tactical, focuses on details and results
Bricklayer, manages distinct elements of the business
Problem solver, masters skills and mobilises talent
Warrior, marshals the troops to work together
Support cast, sets a good example as part of team
Generalist, understands the whole business
Integrator, makes decisions for the good of the organisation
Strategic, understands the big picture
Architect, designs organisational systems
Agenda setter, defines which challenges to tackle
Diplomat, engages external stakeholders
Lead role, inspires everyone to follow and achieve greatness
1 2 3 4 5
Leaders and Managers
2C
Conventional leaders“top of the pyramid”
Innovative leaders“hub of the network”
4C
From 2C to 4C …
Leading for high performance in Axa
“We need executives to move from acting as experts to be coaches …A more inspiring and empowering leadership,
With less avoidance and more courage,Less perfectionism and better execution”
Henri de Castries, CEO
Leading for high performance in Axa
Turning values into behaviours
Values: Professionalism, innovation, integrity, pragmatism, team spiritBehaviours: Available, Attentive, Reliable
Fixed mindset is sustaining … it doesn’t like change.It seeks perfection, focused and reactive, tactical and analytical, process and
efficiency-focused, detailed and deliberate, fear mistakes, seek perfection and to optimise performance within the status quo.
Growth mindset is disruptive … it loves change.It seeks opportunities, visionary and proactive, strategic and intuitive, market and consumer-focused, fast and agile, collaborative and empowering, see failure as an
adventure, and innovation as a route to future growth.
Leading for high performance in Aviva
Customer care
“They’re interested in me … easy to do business with … know what they’re doing …Did what they said they would … Exceed my expectations … I made the right choice”
Leading for high performance in Aviva
Leadership
Mountain Lake (director level) … reflective and consistent, calm and clearLiberate People (heads of dept) … set outcomes, empower people to make difference
Cut through to serve (managers) … clarity, respect, eliminate barriers and bureaucracy
“You can’t connect the dots looking forward. You can only connect them looking backward …
So you have to trust that the dots will somehow connect in your future”
Acting with speed and agility
Connecting ideas and
people
Passion to make life
better
Having an audacious
attitude
Shaping your own
vision
Making sense of change
Persisting to make it happen
© Peter Fisk 2014Gamechangers.pro