Showing posts with label Opportunities those travelling at high speed on GKPath. Show all posts
Showing posts with label Opportunities those travelling at high speed on GKPath. Show all posts

Thursday, August 19, 2021

g-f(2)435 THE BIG PICTURE OF THE DIGITAL AGE (8/19/2021), MIT SMR, Strategy as a Way of Life




ULTRA-condensed knowledge


Opportunity, Strategy as a Way of Life, MIT SMR
  • We believe not only that strategy can be reconceived, but that it must be. In our 50 years of researching companies both in the U.S. and in Japan, our view of the organization has evolved from information processing machine (as influenced by Herbert Simon) to living organism continually creating new knowledge.  
  • We argue that to survive in today’s world, this living organism must be grounded in moral purpose and guided by the goals of offering value to customers, contributing to society, living in harmony with nature, and creating a better future.
          Lesson learned, The complex world we live in
            • We live in a world of discontinuity and uncertainty, where norms are rapidly disintegrating and businesses are losing their footing. We live in a time of flux and fluidity, when mandates for growth are driving high-velocity, unrelenting change. We live in a messy world, where boundaries are becoming more porous and unprecedented complexity adds ambiguity and reduces predictability.
                Alert, The key to surviving in our complex world
                  • No company will survive long term if it does not start with a moral purpose and end up offering value to customers, contributing to society, living in harmony with nature, and creating a better future — every day, as a way of life.
                    Opportunity, Six practices to survive the future
                      • We have learned over decades of studying organizations, companies can adopt six daily practices to elevate strategy to a way of life.
                        1. Cope with complexity.
                        2. Adapt to change.
                        3. Embrace dynamic duality.
                        4. Empathize with everyone.
                        5. Tell stories.
                        6. Live with nature.
                         
                      Genioux knowledge fact condensed as an image


                      Condensed knowledge


                      Opportunity, Strategy as a Way of Life, MIT SMR
                      • We believe not only that strategy can be reconceived, but that it must be. In our 50 years of researching companies both in the U.S. and in Japan, our view of the organization has evolved from information processing machine (as influenced by Herbert Simon) to living organism continually creating new knowledge.  
                      • We argue that to survive in today’s world, this living organism must be grounded in moral purpose and guided by the goals of offering value to customers, contributing to society, living in harmony with nature, and creating a better future.
                              Lesson learned, The complex world we live in
                                • We live in a world of discontinuity and uncertainty, where norms are rapidly disintegrating and businesses are losing their footing. We live in a time of flux and fluidity, when mandates for growth are driving high-velocity, unrelenting change. We live in a messy world, where boundaries are becoming more porous and unprecedented complexity adds ambiguity and reduces predictability.
                                    Alert, The key to surviving in our complex world
                                      • No company will survive long term if it does not start with a moral purpose and end up offering value to customers, contributing to society, living in harmony with nature, and creating a better future — every day, as a way of life.
                                        Opportunity, Six practices to survive the future
                                          • We have learned over decades of studying organizations, companies can adopt six daily practices to elevate strategy to a way of life.
                                            1. Cope with complexity.
                                            2. Adapt to change.
                                            3. Embrace dynamic duality.
                                            4. Empathize with everyone.
                                            5. Tell stories.
                                            6. Live with nature.

                                              Category 2: The Big Picture of the Digital Age

                                              [genioux fact deduced or extracted from MIT SMR]

                                              This is a “genioux fact fast solution.”

                                              Tag Opportunities 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.


                                              Authors of the genioux fact

                                              Fernando Machuca


                                              References




                                              ABOUT THE AUTHORS


                                              Ikujiro Nonaka is professor emeritus at Hitotsubashi University. Hirotaka Takeuchi is a professor of management practice at Harvard Business School.


                                              Ikujiro Nonaka



                                              Ikujiro Nonaka received his BA in political science from Waseda University in 1958, and MBA and PhD in Business Administration from the University of California, Berkeley in 1968 and 1972, respectively. Professor Nonaka was appointed a Xerox Distinguished Faculty Scholar of the University of California in 1997, Professor Emeritus of Hitotsubashi University in 2006, and University Professor of Waseda University in 2013.

                                              Professor Nonaka was the Dean of the Graduate School of Knowledge Science, Japan Advanced Institute of Science and Technology, from 1997 to 2000. Previously he was Professor (1982-95) and Director (1995-98) at the Institute of Business Research, Hitotsubashi University. His earlier academic career included positions at Nanzan University and the National Defense Academy’s Faculty of Social Science.

                                              Professor Nonaka’s primary research interest is to establish and disseminate the theory of knowledge-based management of companies, communities, public administration, and the nations, in order to facilitate ongoing, sustainable knowledge creation and innovation. As part of this work, he has conducted comparative research on leaders and on knowledge-creating processes in companies and organizations, and of leaders, around the world. Accordingly, he is known globally as the ‘guru’ of Knowledge-based Management, having proposed concepts and theories on organizational knowledge creation processes and leadership since the 1980s. His academic works include the SECI Model for the organizational knowledge creating process, the concept of Ba and the dynamic model of organizational knowledge creation process, the concept and abilities of wise leadership and phronesis (practical wisdom), and historical imagination and idealistic pragmatism.


                                              Hirotaka Takeuchi



                                              Hirotaka Takeuchi is a Professor in the Strategy Unit at Harvard Business School, where he currently teaches three second-year elective courses: Knowledge-based Strategy, Japan IXP, and Microeconomics of Competitiveness (which he co-teaches with University Professor Michael Porter). He received a BA from International Christian University in Tokyo, Japan, and an MBA and PhD from the University of California, Berkeley. Professor Takeuchi's first faculty position at Harvard was in the Marketing Unit from 1976 to 1983 as an Assistant Professor and his second as a Visiting Professor teaching the Advanced Management Program in 1995-1996. Starting in 1983, he taught at Hitotsubashi University in Tokyo and served as the Founding Dean of its business school, Graduate School of International Corporate Strategy, from 1998 to 2010. Prior to his academic career, he worked at McCann-Erickson in Tokyo and San Francisco and at McKinsey & Company in Tokyo.


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                                              Wednesday, August 18, 2021

                                              g-f(2)432 THE BIG PICTURE OF THE DIGITAL AGE (8/18/2021), MIT SMR, Why Every Executive Should Be Focusing on Culture Change Now




                                              ULTRA-condensed knowledge


                                              Opportunity, Why Every Executive Should Be Focusing on Culture Change Now, MIT SMR
                                              • To make transformation a reality in their businesses post-pandemic, leaders must build a strong culture to support it.
                                              • While most executives recognize the transformation imperative, far fewer understand the essential connection between business transformation and culture change. 
                                              • A recent study by Boston Consulting Group found that companies that focused on culture were five times more likely to achieve breakthrough results in their digital transformation initiatives than those that didn’t.
                                                      Lesson learned, A very different world
                                                        • As the global community emerges from the COVID-19 pandemic, business leaders must lay the foundation for their organizations to thrive in a very different world. 
                                                        • The pandemic accelerated three interlinked types of transformation affecting every industry: the adoption of digital technologies, the development of new business models, and the implementation of new ways of working. 
                                                            Alert, The risk of becoming obsolete
                                                              • Most companies are now engaged in one or more of these types of transformation. 
                                                              • Businesses that aren’t — whether because they have ignored the signals or have failed to adapt quickly enough — risk becoming obsolete.
                                                                Opportunity, How Do You Change Culture?
                                                                  • The first step is to recognize that culture change is hard work. It’s challenging enough to change one’s own habits, never mind those of thousands of employees. 
                                                                  • Through our work with client organizations like this one, we developed a set of culture transformation principles that maximize the likelihood of success.
                                                                    •  
                                                                  Genioux knowledge fact condensed as an image


                                                                  Condensed knowledge


                                                                  Opportunity, Why Every Executive Should Be Focusing on Culture Change Now, MIT SMR
                                                                  • To make transformation a reality in their businesses post-pandemic, leaders must build a strong culture to support it.
                                                                  • While most executives recognize the transformation imperative, far fewer understand the essential connection between business transformation and culture change. 
                                                                  • A recent study by Boston Consulting Group found that companies that focused on culture were five times more likely to achieve breakthrough results in their digital transformation initiatives than those that didn’t.
                                                                          Lesson learned, A very different world
                                                                            • As the global community emerges from the COVID-19 pandemic, business leaders must lay the foundation for their organizations to thrive in a very different world. 
                                                                            • The pandemic accelerated three interlinked types of transformation affecting every industry: the adoption of digital technologies, the development of new business models, and the implementation of new ways of working. 
                                                                                Alert, The risk of becoming obsolete
                                                                                  • Most companies are now engaged in one or more of these types of transformation. 
                                                                                  • Businesses that aren’t — whether because they have ignored the signals or have failed to adapt quickly enough — risk becoming obsolete.
                                                                                    Opportunity, How Do You Change Culture?
                                                                                      • The first step is to recognize that culture change is hard work. It’s challenging enough to change one’s own habits, never mind those of thousands of employees. 
                                                                                      • Through our work with client organizations like this one, we developed a set of culture transformation principles that maximize the likelihood of success.

                                                                                      Category 2: The Big Picture of the Digital Age

                                                                                      [genioux fact deduced or extracted from MIT SMR]

                                                                                      This is a “genioux fact fast solution.”

                                                                                      Tag Opportunities 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.


                                                                                      Authors of the genioux fact

                                                                                      Fernando Machuca


                                                                                      References


                                                                                      Why Every Executive Should Be Focusing on Culture Change Now, Rose Hollister, Kathryn Tecosky, Michael Watkins, and Cindy Wolpert, August 18, 2021, MIT Sloan Management Review, MIT SMR.


                                                                                      ABOUT THE AUTHORS


                                                                                      Rose Hollister is managing director at Hollister Associates and a leadership consultant at Genesis Advisers. Previously, she taught courses on global leadership and change at Northwestern University, and she led the Leadership Institute at McDonald’s from 2010 to 2017. Kathryn Tecosky is a leadership consultant at Genesis Advisers. Michael Watkins is a professor of leadership and organizational change at IMD Business School, cofounder of Genesis Advisers, and author of The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter (Harvard Business Review Press, 2013). Cindy Wolpert is the Founder of Results-Based Coaching Associates and a leadership consultant at Genesis Advisers. 



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