Monday, April 24, 2023

g-f(2)1084 THE BIG PICTURE OF THE DIGITAL AGE (4/24/2023), HBR, Driving Organizational Change — Without Abandoning Tradition


g-f Nugget Golden Knowledge (Nugget GK)



HBR Fact: Care for tradition can make change possible. When others assume you don’t care, they can easily reject your proposal or your presence with the pretense of style. But once they know you do care, and share a similar intent, even your critiques become an expression of that care.



This genioux fact is presented in the regular way below.






ULTRA-condensed knowledge

"g-f" fishing of golden knowledge (GK) of the fabulous treasure of the digital age, The New World, The potentially disruptive digital transformation





Lessons learned, OPPORTUNITY, HBR


🎯Exceptional Golden Knowledge (GK) Container (g-f EGK)


🏆Golden Knowledge (GK) Mine



HBR Facts: 
  • On her first day as the managing director of Discovery Networks’s Southern Europe business, Marinella Soldi received a single text message from her new boss Arthur Bastings: “Do whatever it takes to turn this business around.”
  • The market was ready, the company wasn’t.



"genioux fact" condensed as an image


Extra-condensed knowledge


Extra condensed knowledge complements ultra condensed knowledge.



HBR Facts:
  • You are good, but you are wrong. As Clay Christensen argued, peripheral leaders like Soldi, who operate at the geographical and cultural margins of an organization, often see disruption coming much earlier than those at the center. The same leaders are also, research shows, most likely to come up with innovative ideas. But to the leaders at the core of the organization, the concerns of those at its periphery often seem premature and exaggerated, and their plans far too risky.
  • Social defenses, not individual faults. A social defense is a collective, and hardly conscious, effort to preserve traditional features of an organization — legacy structures, strategies, or cultures that make leaders feel proud and their followers feel safe. People invest in those traditions because they give them a familiar if not always comfortable place, a sense of order and predictability, and even an identity. New leaders must understand their organizations’ social defenses, and develop sensitive strategies to work through them, if they want to usher in the change they were hired to bring.


Condensed knowledge


The condensed knowledge complements the extra and ultra condensed knowledge.



HBR Facts:
  • Marinella Soldi began to turn things around at an executive meeting when, as she put it, she stopped trying to prove that she was right and started showing that she cared about the business as much as they did — that is why she was proposing a new way of going about it. 
  • Years later, Soldi recalls that meeting as the moment that her career took off. Established leaders at Discovery begun to see her as “one of us” with different, and challenging, views. Her plan proved wildly successful. Soon other regions adopted it, gaining a head start in digital delivery. In four years, Soldi’s region became the largest in terms of revenues outside the U.S., sealing her reputation in the industry as a pioneer of digital transformation.


g-f(2)1079 THE BIG PICTURE OF THE DIGITAL AGE (4/23/2023), Insead Knowledge, Leading Change in Turbulence: Case of Discovery Inc.


REFERENCES





ABOUT THE AUTHORS


Gianpiero Petriglieri


Gianpiero Petriglieri is Associate Professor of Organisational Behaviour at INSEAD and an expert on leadership and learning in the workplace. He directs the Management Acceleration Programme, the school’s flagship Executive Education programme for emerging leaders, and is the Academic Director of the INSEAD Initiative for Learning Innovation and Teaching Excellence.

Gianpiero's award-winning research and teaching focus on what it means, and what it takes, to become a leader. He is particularly interested in the development of responsible leadership in the age of "nomadic professionalism," in which more and more people have deep bonds to work but loose affiliations to institutions, and authenticity and mobility have replaced loyalty and advancement as hallmarks of virtue and success.

Gianpiero's research has appeared in leading academic journals such as the Administrative Science Quarterly , Academy of Management Annals , Academy of Management Journal , Academy of Management Learning & Education , Organization Studies and Organization Theory . He also writes essays regularly for the Harvard Business Review and Sloan Management Review . His work has been featured in a range of media including the BBC , Financial Times , The Economist , The Guardian , New York Times , Wall Street Journal , Washington Post , Le Figaro , El Pais , and he is listed among the 50 most influential management thinkers in the world by Thinkers50.




Some relevant characteristics of this "genioux fact"

  • BREAKING KNOWLEDGE
  • Category 2: The Big Picture of the Digital Age
  • [genioux fact deduced or extracted from HBR]
  • This is a “genioux fact fast solution.”
  • Tag Opportunities to those travelling at high speed on GKPath
  • Type of essential knowledge of this “genioux fact”: Essential Analyzed Knowledge (EAK).
  • Type of validity of the "genioux fact". 

    • Inherited from sources + Supported by the knowledge of one or more experts.



References


“genioux facts”: The online program on "MASTERING THE BIG PICTURE OF THE DIGITAL AGE”, g-f(2)1084, Fernando Machuca, April 24, 2023, Genioux.com Corporation.


ABOUT THE AUTHORS


PhD with awarded honors in computer science in France

Fernando is the director of "genioux facts". He is the entrepreneur, researcher and professor who has a disruptive proposal in The Digital Age to improve the world and reduce poverty + ignorance + violence. A critical piece of the solution puzzle is "genioux facts"The Innovation Value of "genioux facts" is exceptional for individuals, companies and any kind of organization.




The 100 most recent "genioux facts"


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