Podcast appearances and mentions of Roger L Martin

Summary In this discussion, Andy welcomes back Kevin Eikenberry to talk about his new book Flexible Leadership: Navigate Uncertainty and Lead with Confidence. They discuss how leadership complexity increases with career progression and how Kevin's book offers practical guidance on managing ambiguity. The conversation delves into the concept of flexible leadership, the impact of uncertainty versus fear, the importance of context in decision-making, and why organizations should be seen as both machines and organisms. They also touch on the significance of rituals and handling paradoxes in leadership. If you're looking for insights on how to lead and deliver despite uncertainty and ambiguity, this episode is for you! Sound Bites “Leadership in many ways hasn't changed for centuries.” “Fear has an endpoint... Anxiety has no end. And that's such a bigger challenge for us.” “We should be thinking pilot, not policy.” “Are organizations more like machines or more like organisms? Well, both are true.” Chapters 00:00 Introduction 01:54 Start of Interview 00:24 What HASN'T Changed With Leadership 04:00 What Does Kevin NOT Mean by 'Flexible' Leadership? 06:19 Understanding Uncertainty and Fear 08:25 The Sense-Making Framework 12:58 Organizations: Machines or Organisms? 15:50 System One vs. System Two Thinking 18:29 Autopilot vs. Deliberate Decision Making 18:51 Understanding Flexors: Compliance vs. Commitment 19:11 The Flexor Concept in Leadership 22:53 Habits vs. Rituals: Navigating Uncertainty 25:49 Parenting and Leadership: Building Confidence 28:20 End of Interview 28:39 Andy's Comments After the Interview 33:13 Outtakes Learn More You can learn more about Kevin and his book at KevinEikenberry.com/Flexible-Leadership. For more learning on this topic, check out: Episode 54 with Roger L. Martin about his book The Opposable Mind Episode 47 with Henry Mintzberg about his book on why management is what we think it is. Episodes 360 and 455 with Janet Polach about her books to help us avoid mistakes as we grow as leaders. Thank you for joining me for this episode of The People and Projects Podcast! Talent Triangle: Power Skills Topics: Leadership, Project Management, Uncertainty, Fear, Organizational Behavior, Leadership Styles, Habits, Rituals, Ambiguity The following music was used for this episode: Music: Echo by Alexander Nakarada License (CC BY 4.0): https://filmmusic.io/standard-license Music: Tuesday by Sascha Ende License (CC BY 4.0): https://filmmusic.io/standard-license

Joining Peter and Jesse is business strategist Roger L. Martin, former Dean of the University of Toronto's Rotman School of Management, who advanced the conversation about design and business with his influential work in the late 2000s. We'll talk about the parts of that vision that worked out as well as the parts that didn't, the new forces shaping design's business impact, and what design leaders should be advocating for next from Aristotle to Hermes.

Dr. Roger L. Martin, named the world's foremost management thinker by Thinkers50 in 2017, is one of the few leadership thinkers to successfully marry theory and practice in the field. He joined host Alan Todd to dig into the difference between having a plan and an integrated strategy, and how listeners can adopt the Playing to Win framework to make strategic decisions about their own careers. Learn more about Udemy Business at https://bit.ly/udemy-podcast.

This week we've got a special episode, a longer one than we normally do. But when you have an opportunity, to talk to the person who built the Rotman School of Management into the powerhouse it is today, you have to use every minute you get.  Roger L. Martin was told that the Toronto's Rotman School wasn't worth his time, that it was a quote – cesspool of intrigue. Roger himself will say that he didn't do much in his 15 years as dean, just tinkering and prodding. He's a bit of an understated enigma, as you'll soon find out. But when Rotman's prestige today ranks up there with Stanford and Harvard, you can't really argue with his results.   There's so much to mine in this conversation, we thought it would be a shame to cut it down and fit it within our normal episode length. If you have the time, I'd love for you to give it more than just one listen.  

Um dos maiores nomes de gestão e eficácia escreveu este novo livro com algumas coisas que devemos mudar em nossa forma de pensar. Aqui te trouxe algumas das ideias que gostei. Até a próxima. Tomas

¿Qué hay para mi dentro del libro de lecturas recomendadas del programa conocimiento experto Jugar para Ganar de A G Lafley y Roger L. Martin ? Descubra los secretos estratégicos que se esconden tras el asombroso cambio de Olay y aplíquelos a su propia historia de éxito empresarial. Adquiere el Libro: https://amzn.to/49MF5sn Curso - Taller La Estrategia Maestra:https://pay.hotmart.com/E86692728N?checkoutMode=10&bid=1695236708107 Conviértete en miembro de este canal para disfrutar de ventajas: https://www.youtube.com/channel/UC80Q7vyU9ZMfePxogSdb8kA/join Forma Parte de Revolución 180: https://conocimientoexperto.com/ols/products/diariorevolucion180 Hazte de mi libro: https://amzn.to/3gCY1mO Mis programas: * Revolución 180: https://impactoexperto.com/diariorev180 * Libro Mentalidad con Proposito: https://amzn.to/2KmHMXa * Podcast Conocimiento Experto: https://open.spotify.com/show/65J8RTsruRXBxeQElVmU0b?si=9f444953f34246ab * Boletin Oficial: https://conocimientoexperto.com/ Mis redes: * Sígueme En Instagram en: https://www.instagram.com/salvadormingo/ * Sígueme en Facebook en: https://www.facebook.com/salvadormingooficial * Sígueme en Youtube: https://www.youtube.com/SalvadorMingoConocimientoExperto * Sígueme en Twitter en: https://twitter.com/s_mingo ¿Te has preguntado alguna vez cómo una marca de setenta años puede reinventarse y volver a liderar el mercado? Pues bien, no es sólo mediante un marketing inteligente; se trata de una proeza estratégica entrelazada con una toma de decisiones y un posicionamiento inteligentes en un mercado dinámico. Para explicar exactamente cómo se hace, en este análisis nos gustaría centrarnos en un concepto clave del libro Jugar para Ganar: la cautivadora historia del declive y resurgimiento de Olay, que muestra la naturaleza indispensable del pensamiento estratégico en el mundo de los negocios. Edicion Septiermbre 2020 A.G. Lafley fue Consejero Delegado de Procter & Gamble, una de las mayores empresas de bienes de consumo del mundo, donde llevó a la organización a duplicar sus ventas y cuadruplicar sus beneficios. Roger L. Martin, ex decano de la Rotman School of Management, es uno de los principales pensadores en estrategia empresarial y un asesor de confianza de directores ejecutivos de todo el mundo. Es autor de varios libros influyentes, entre ellos The Design of Business: Why Design Thinking is the Next Competitive Advantage; y Fixing the Game: Bubbles, Crashes, and What Capitalism Can Learn from the NFL. Enfoque Analisis VRIN y Consejos para Desarrollar Tu Marca Personal Se Firme Salvador Mingo Conocimiento Experto #negocios #desarrollopersonal #mentalidad

¿Qué hay para mi dentro del libro de lecturas recomendadas del programa conocimiento experto Jugar para Ganar de A G Lafley y Roger L. Martin ? Descubra los secretos estratégicos que se esconden tras el asombroso cambio de Olay y aplíquelos a su propia historia de éxito empresarial. Adquiere el Libro: https://amzn.to/49MF5sn Curso - Taller La Estrategia Maestra:https://pay.hotmart.com/E86692728N?checkoutMode=10&bid=1695236708107 Conviértete en miembro de este canal para disfrutar de ventajas: https://www.youtube.com/channel/UC80Q7vyU9ZMfePxogSdb8kA/join Forma Parte de Revolución 180: https://conocimientoexperto.com/ols/products/diariorevolucion180 Hazte de mi libro: https://amzn.to/3gCY1mO Mis programas: * Revolución 180: https://impactoexperto.com/diariorev180 * Libro Mentalidad con Proposito: https://amzn.to/2KmHMXa * Podcast Conocimiento Experto: https://open.spotify.com/show/65J8RTsruRXBxeQElVmU0b?si=9f444953f34246ab * Boletin Oficial: https://conocimientoexperto.com/ Mis redes: * Sígueme En Instagram en: https://www.instagram.com/salvadormingo/ * Sígueme en Facebook en: https://www.facebook.com/salvadormingooficial * Sígueme en Youtube: https://www.youtube.com/SalvadorMingoConocimientoExperto * Sígueme en Twitter en: https://twitter.com/s_mingo ¿Te has preguntado alguna vez cómo una marca de setenta años puede reinventarse y volver a liderar el mercado? Pues bien, no es sólo mediante un marketing inteligente; se trata de una proeza estratégica entrelazada con una toma de decisiones y un posicionamiento inteligentes en un mercado dinámico. Para explicar exactamente cómo se hace, en este análisis nos gustaría centrarnos en un concepto clave del libro Jugar para Ganar: la cautivadora historia del declive y resurgimiento de Olay, que muestra la naturaleza indispensable del pensamiento estratégico en el mundo de los negocios. Edicion Septiermbre 2020 A.G. Lafley fue Consejero Delegado de Procter & Gamble, una de las mayores empresas de bienes de consumo del mundo, donde llevó a la organización a duplicar sus ventas y cuadruplicar sus beneficios. Roger L. Martin, ex decano de la Rotman School of Management, es uno de los principales pensadores en estrategia empresarial y un asesor de confianza de directores ejecutivos de todo el mundo. Es autor de varios libros influyentes, entre ellos The Design of Business: Why Design Thinking is the Next Competitive Advantage; y Fixing the Game: Bubbles, Crashes, and What Capitalism Can Learn from the NFL. Enfoque Analisis VRIN y Consejos para Desarrollar Tu Marca Personal Se Firme Salvador Mingo Conocimiento Experto #negocios #desarrollopersonal #mentalidad

Roger Martin returns to our show for a candid conversation on his recent research collaboration with WARC and the B2B Institute, "Making a Promise to the Customer." We delve into the implications of this research for advertisers, explore the relationship between branding and consumer promises, and much more. This episode will not disappoint. Enjoy the show. Our Guest: Roger's Website: https://rogerlmartin.com/ LinkedIn Profile: https://www.linkedin.com/in/roger-martin-9916911a9/ Medium Blog: https://rogermartin.medium.com/ Thinkers 50: https://thinkers50.com/biographies/roger-martin/ HBR Articles: https://hbr.org/search?search_type=subscriber-search&term=Roger+L.+Martin&sort=publication_date#browse-reports-filter Our Hosts: Follow our updates here: ⁠⁠https://www.linkedin.com/company/sleeping-barber/⁠⁠ Get in touch with our hosts: Marc Binkley: ⁠⁠https://www.linkedin.com/in/marcbinkley/ Vassilis Douros: ⁠⁠https://www.linkedin.com/in/vassilisdouros/⁠ Podcast Literature: HBR Articles https://hbr.org/search?search_type=subscriber-search&term=Roger+L.+Martin&sort=publication_date#browse-reports-filter LinkedIn Making a Promise to the Customer https://business.linkedin.com/marketing-solutions/b2b-institute/making-a-promise-to-the-customer Customer Loyalty is Overrated: https://hbr.org/2017/01/customer-loyalty-is-overrated Marketing & Strategy Are the Same Discipline: https://rogermartin.medium.com/its-time-to-accept-that-marketing-and-strategy-are-one-discipline-17f0140521c9 Timestamps 0:44 - Intro 5:01 - Results from the Promise to the Customer (PTTC) report 6:59 - The difference between a brand promise and a PTTC 9:01 - Only 40% of campaigns include a PTTC 9:45 - A brand promise isn't as powerful 11:48 - Small brands can also benefit from PTTC 13:19 - Why AVIS “We Try Harder” isn't a PTTC and why Sixt “Pick THE car” is 16:45 - Eliminating bias in the WARC database and research methodology 19:06 - The hypothesis of what makes a brand. ie. FedEx 24:40 - The risk of rebranding, refreshing logos and revitalizing campaigns 26:12 - Snickers: How to correctly build on a PTTC 28:45 - Why this is the most striking research result in Roger's career 30:02 - Pricing research at P&G - the second most dramatic finding in Roger's career 34:33 - Walmart's Everyday low prices is a PTTC 35:40 - The 3 features of a good PTTC: Memorable, Valuable, Deliverable ie. adidas, Geico 40:22 - The difference between a USP and PTTC ie. IBM Building a Smarter Planet 43:27 - How P&G used the PTTC framework to evaluate their ad creative 49:44 - Why a PTTC can organize and align an entire company 52:38 - PTTC + PTW Case Study: Formica vs. Wilsonart high pressure laminate 57:45 - Customer loyalty is overrated, focus on habit instead 1:00:02 - Social media buzz is NOT a good indicator of PTTC success 1:04:04 - The first thing a CMO can do to benefit from the PTTC findings 1:06:15 - What's coming with the PTTC framework 1:08:40 - Find out more about Roger (use the L.) 1:10:55 - Our best compliment ever Where to listen Apple Podcasts: https://podcasts.apple.com/ca/podcast/the-sleeping-barber-a-business-and-marketing-podcast/id1609811324 Spotify: https://open.spotify.com/show/4v0kaM350zEY7X2VBuyfrF?si=7083317d5afd488b ⁠⁠ Google Podcasts: https://podcasts.google.com/feed/aHR0cHM6Ly9hbmNob3IuZm0vcy84MWVjYWJhNC9wb2RjYXN0L3Jzcw?sa=X&ved=2ahUKEwji_oSOopP-AhXnlo4IHTZKBgYQ9sEGegQIARAC Youtube: https://www.youtube.com/@sleepingbarberpodcast © 2023 Sleeping Barber

Welcome to The Nomad Solopreneur Show! I'm your host, Gabe Marusca, joining you on your solopreneurship journey as you build, grow, and learn. Today we have with us Vaughan Broderick, who sold his business, backpacked 23 countries, got an MBA, and then launched into the world of design thinking and innovation. He aims to inspire people like you to think differently about life and business. Vaughan shared today with us the DUCTRI design thinking model created by Dr. Christian Walsh. A model that considers the resources and implementation phases critical to innovation. Important Time Stamps (00:39) From Printing Industry to Property Entrepreneurship (02:53) MBA Journey and Year-long Backpacking Adventure (06:03) Transition to Design Thinking and Coaching (10:46) Introduction to Design Thinking and its Core Mindsets and Principles (13:28) The Creating Phase of Design Thinking (21:03) Recommended resources for diving deeper into Design Thinking & Innovation (24:29) Where to connect with Vaughan and find his free design thinking resources Connect with Vaughan Website: vaughanbroderick.com LinkedIn: ⁠linkedin.com/in/vaughanbroderick/⁠ Newsletter: vaughanbroderick.com/newsletter/ Free Executive Leadership Report: vaughanbroderick.com/leadership-report/ Vaughan Recommends ⁠Creative Confidence, a book by Tom & David Kelley The Futur program and community, by Chris Do Playing to Win: How Strategy Really Works, a book by Roger L. Martin and A.G. Lafley Support The Show Review the show on ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Spotify⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Review the show on ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠Apple Podcasts⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Follow the show: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠gabe.li/podcast⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Consider donating: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠buymeacoffee.com/gabemarusca⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Connect with Gabe Website: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠gabemarusca.com⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ LinkedIn: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠linkedin.com/in/gabemarusca⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Twitter: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠twitter.com/GabeMarusca⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Instagram: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠instagram.com/GabeMarusca⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠ Tik Tok: ⁠⁠⁠⁠⁠⁠⁠⁠⁠⁠tiktok.com/@gabemarusca⁠⁠⁠⁠⁠⁠⁠⁠⁠ Until Next Week, Pura Vida! Gabe - The Nomad Solopreneur --- Send in a voice message: https://podcasters.spotify.com/pod/show/thenomadsolopreneurshow/message

¿Cuáles son los principales factores que debo considerar para crecer y no quebrar en el intento?, ¿Sabías que no debemos crecer por crecer debemos poseer una estrategia clara del porqué crecer? O ¿cuáles son las principales estrategias que puedo usar para crecer física y digitalmente en mis ventas? En este episodio de la serie “5x5 5 aprendizajes de los 5 mejores libros” hablaremos de los libros que relacionados al tema de modelos de crecimiento para tu negocio que son: ·         "Estrategia competitiva: técnicas para analizar industrias y competidores" por Michael E. Porter ·         "Jugar para ganar: cómo funciona realmente la estrategia" por A.G. Lafley y Roger L. Martin ·         "Cero a Uno: Notas sobre Startups, o cómo construir el futuro" de Peter Thiel y Blake Masters ·         "El Arte del SEO: Dominar la Optimización de Motores de Búsqueda" por Eric Enge, Stephan Spencer y Jessie Stricchiola ·         "Tracción: cómo cualquier startup puede lograr un crecimiento explosivo de clientes" por Gabriel Weinberg y Justin Mares

Guest Bio: Rita McGrath is a best-selling author,  sought-after advisor and speaker, and  longtime professor at Columbia Business School. Rita is one of the world's top experts on strategy and innovation and is consistently ranked among the top 10 management thinkers in the world, including the #1 award for strategy by Thinkers50.  McGrath's recent book on strategic inflection points is Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen (Houghton Mifflin Harcourt, 2019). Rita is the author of four other books, including the best-selling The End of Competitive Advantage (Harvard Business Review Press, 2013). Since the onset of the pandemic, Rita has created workshops, strategy sessions and keynotes, applying her tools and frameworks to strategy under high levels of uncertainty to specific issues organizations are facing.  As Rui Barbas, the Chief Strategy Officer for Nestle USA said, “You were incredibly insightful and, despite the virtual setting, there was lots of engagement and comments from leaders sharing eye-opening observations and building on your examples throughout. You delivered the inspiration and illustration desired and it was exactly the right focus and challenge for this team. Appreciate your time throughout the process to align on content and delivery. The future-focus theme was the perfect close to our leadership summit.” Rita's work is focused on creating unique insights.  She has also founded Valize a companion company, dedicated to turning those insights into actionable capability.  You can find out more about Valize at www.valize.com. McGrath received her Ph.D. from the Wharton School (University of Pennsylvania) and has degrees with honors from Barnard College and the Columbia School of International and Public Affairs. She is active on all the main social media platforms, such as Twitter @rgmcgrath.  For more information, visit RitaMcGrath.com.   Social Media/ Websites: LinkedIn: https://www.linkedin.com/in/ritamcgrath/ Twitter: @rgmcgrath Instagram: @ritamcgrathofficial Youtube: https://www.youtube.com/user/rgmcgrath Websites: https://ritamcgrath.com and valize.com Rita's Newsletter/ Articles Substack: https://thoughtsparks.substack.com/ Medium: https://rgmcgrath.medium.com/ LinkedIn: https://www.linkedin.com/newsletters/thought-sparks-6787762418471755776/ Books Seeing Around Corners by Rita McGrath https://www.amazon.co.uk/Seeing-Around-Corners-Inflection-Business/dp/0358022339 The Entrepreneurial Mindset by Rita Gunther McGrath and Ian MacMillian https://www.amazon.co.uk/Entrepreneurial-Mindset-Continuously-Opportunity-Uncertainty/dp/0875848346 The End of Competitive Advantage by Rita Gunther McGrath https://www.amazon.co.uk/End-Competitive-Advantage-Strategy-Business/dp/1422172813 Disrupt Yourself by Whitney Johnson https://www.amazon.co.uk/Disrupt-Yourself-New-Introduction-Relentless/dp/1633698785 Humanocracy by Gary Hamel and Michele Zanini https://www.amazon.co.uk/Humanocracy-Creating-Organizations-Amazing-People/dp/1633696022 Reimagining Capitalism by Rebecca Henderson https://www.amazon.co.uk/Reimagining-Capitalism-Business-Save-World/dp/0241379660 When More is Not Better by Roger L. Martin https://www.amazon.co.uk/When-More-Not-Better-Overcoming/dp/1647820065/ Being An Adult by Lucy Tobin https://www.amazon.co.uk/Being-Adult-ultimate-getting-together-ebook/dp/B07GQ1KRTC/ Only The Paranoid Survive by Andy Grove https://www.amazon.co.uk/Only-Paranoid-Survive-Andrew-Grove/dp/1861975139  Ula Ojiaku: My guest today is Dr. Rita McGrath. She's a best-selling author, a sought-after speaker and advisor and consistently ranked among the top 10 management thinkers in the world, including the #1 award for strategy by Thinkers50. In this episode, Rita talked about the concept of inflection points from her book ‘Seeing Around Corners' and how as leaders, we can train ourselves to spot these inflection points and act on the information we receive. She also talked about making complex things simple for the people we work with. I learnt a lot speaking with Rita and I'm sure you will find this conversation insightful as well. Thank you again for watching! It's an honor to have you on the show, Rita McGrath. Many, many thanks for joining us. Rita McGrath: Well, thank you Ula. It's a pleasure to be here. Ula Ojiaku: Great. Now, can you tell us about yourself? How did the Rita, Dr. Rita McGrath we know today evolve? Rita McGrath:  Well, it would have to start with my parents, of course. I mean, all great stories start with your parents. And so, my parents were both scientists. My mother was a Microbiologist, and my father was an Organic Chemist. And so, I grew up in a house where, you know, (if) a question couldn't be answered, you went and got the reference book and figured it out. And both, (had) incredible respect for science and for diligence. And, you know, the house was always full of books and lots of emphasis on learning. I wouldn't say we were, financially all that well-off – we weren't poor by any means. But it was, you know, there wasn't like a lot of money to spare, but there was always money for books, and there was always money for, you know, educational experiences and that kind of thing. So, that's the household I grew up in. So, my parents, when I was born, were both on the staff at the Yale Medical School. So, they were both researchers there. And then my dad in the late 60s, got an offer to go join this upstart, fledgling company that was at the cutting edge of all kinds of things in his field and that was Xerox Corporation. And he was very conflicted about leaving academia, but went off eventually to Xerox. So, we moved the family to Rochester, New York. So that's where I did most of my growing up. And my mother at that time, decided to stay home, more or less. And then she started a scientific translation business. So, she moved into an entrepreneurial career more than her scientific career. And then when it came time to go to college, I went to Barnard College in the City of New York. I'd always thought New York was an amazing place and was accepted there. So, went off to New York, did my Bachelor's and my Master's in Political Science and Public Policy. I was very interested in public policy and matters of social contract and those kinds of things. And then my first job was actually with the City of New York, I ran purchasing systems for government agencies. It doesn't sound very glamorous. But today, we would call it digital transformation. It was the very first wave of companies taking their operations in a digital form. And it was very exciting and I learned a lot. Then I got to the end of… the thing about public service is when you start, there's (this) unlimited sort of growth that can happen for a few years, and then it really just levels off. And you're never going to go beyond that. So, I kind of reached that headroom and decided to do something different. Ula Ojiaku:  Was it at that point that you decided to go for your PhD? Rita McGrath:  And that was one of the options I was considering. And my husband basically said, ‘look, if you get into a top five school, it's worth doing and if you don't, it's probably not.' But you have to think in that time, MBA programs were just exploding, and there'd been a lot of pressure on the administrators of MBA programs, to put PhD accredited faculty in front of their students. The big knock against the MBA at the time was, oh, they're just trade schools. You know, we've got some guy who ran an entire company comes in and talks and that's not really academically suitable. And so, there was a huge pressure for schools to find PhD accredited people-  that still exists (but) the market pressures has changed a lot. But when I was doing my PhD, it was pretty sure I would get a job if I managed to complete the degree. So that that gave me that extra input to do that. Ula Ojiaku:  Did you already have like children when you started the PhD? Rita McGrath: Yes Ula Ojiaku:  And how did you cope? Rita McGrath:  Our son was, how old was he? He would have been nine months old when I started my PhD program. Yeah. Ula Ojiaku: Wow, 9 months old. Rita McGrath: Oh, yeah, it was a real challenge. And I guess everybody manages those kinds of challenges in their own way. But yeah, it was a struggle because, you know, typical day would be you know, get up, get the baby to daycare or wherever and then do school or whatever I had to do that day. And then it was sort of pick them up. By the time I had a second child it was pick them up, get them dinner, get them bedtime, get them story, and then I'll be back at my desk at nine o'clock at night, trying to do what I needed to do. So, it was a new turn. It was tough. It was difficult years. I mean, joyful years though but it was just hard to fit everything in. Ula Ojiaku:  I can imagine. I mean, although I'm thinking of starting my PhD (studies), my children aren't that small but I do remember the time (they were), you know, I was still working full time. So, the challenge is you'd go to work and then come back to work. I mean, to another type of work. And then when they go to bed, the work continues. Yeah, it's interesting. Rita McGrath: Quite exhausting. Ula Ojiaku: You can say that. I'm so glad they're not in diapers anymore. So, it's baby steps, we are getting there. So, can we go on to your book, “Seeing Around Corners, How to Spot Inflection Points in Business Before They Happen”. I'd like to start from an unusual place in the book. I started from the dedication page, and you know, reading everything, and I noticed that, you referred to a conversation, one of the last conversations you had with your mother. Could you tell us about that? Rita McGrath:  Oh sure. She was well, at the time, she was quite ill, she had sarcoma in her lung, and she was quite ill. It's a horrible disease, and we haven't got any real treatments for it. So, the recommendation is you do chemo and that really knocks you out. So, she was quite ill and sort of migrating between the chair and the couch and the chair and the couch. And in one of those conversations, she just said ‘I want you to know I'm proud of you. And I've had a good life and I'm prepared for whatever comes next.' And I thought that was lovely of her to say and I thought in that moment to pass it on to all these other women. And you know you bring up motherhood and being a working woman and all those complicated emotions that come with that because there seems to be guilt around every corner you know, if you're not at home full time, oh you're a terrible mom. And if you're not at work full time, you're a terrible worker. I just I think so many of those things are just designed to twist us up into little balls. And when I look at my own mother's experience - she was a working woman… I grew up but I think I'm third or fourth generation working woman so it never even occurred to me that wouldn't be possible. But I think what often is missing is this validation, you know that for women who are trying to you know make their way professionally and be great, responsible parents and do all these other things that often there's a sense of a lack of self-worth you know, ‘oh, I'm not doing enough.' The more I hear that… Ula Ojiaku:  I feel like that some… most days I feel like that… Rita McGrath: Believe me, you are doing enough Ula Ojiaku:  Sometimes I ask my children, am I a good mom? Rita McGrath:  I think part of it too is we, and when I say we, I mean baby boomer mothers and maybe a little younger. We got ourselves all tangled up in this if it's not like organic, hand-processed  lima beans with you know, organic succotash, mixed in you know, it's not good baby food. Honestly, Gerber's exists to provide perfectly nutritious food for really young babies and they've been doing it for decades and you can trust that and if it makes your life easier, go with it. Ula Ojiaku:  Thank you! Rita McGrath: You know, I think we I think we get ourselves all tossed up in like, what does good mean? I mean, honestly, the kids don't mind you know? I mean, they'd celebrate if it was chicken finger night. Ula Ojiaku:  Let's go to the book. You know, because in your book you said you it's about how to spot inflections before they happen in business. Can you give us examples of, you know, businesses that had these inflection points occur, and they failed to recognize it and what was the impact? Rita McGrath:  Sure, let's take one that is quite sad to me, which is Intel. And Intel built its, well, Intel went through a major inflection point, in fact, the originator of the concept was Andy Grove, who was their former CEO. And he talked about his inflection points in his book, Only the Paranoid Survive, which is really a brilliant, brilliant book. And one of the reasons I wrote my book was that very little had been done since his book on that topic. And Grove built this incredible company, Intel. And they were making microprocessor chips. And they were very, very powerful, very fast chips. And so, the assumptions inside Intel's business model was, what customers were going to pay for was faster, faster, faster, more computation power, more and more powerful. But what they didn't really think about was energy consumption. And as the world went more mobile… so the Intel product is the PC, and the PC, the desktop PC remains firmly plugged into the wall. And then later, we make PC chips that maybe have slightly lower power consumption to power PCs, but it's still that notion of power, you know, and I think the inflection point that caught Intel by surprise, to some extent was, this movement towards mobile, where the vast majority of chips being made were these completely different architecture chips by  companies like ARM and you know, and companies like that, which, from their inception, recognized that low power was the way to go. Then they weren't very powerful in the sense of speed, which is what Intel was driving its business towards. But they were powerful in the sense of ubiquitous low power, long battery life, that kind of thing. And I think that's an example of the kind of assumption that can cause a company to get into trouble, when the underlying shift in the business environment says, ‘wait a minute, this thing you've been building all this time may not be what is needed by the marketplace.' Ula Ojiaku:  That's interesting. So, it brings me to the point of, the points you made about, you know, the indicators, the early warnings, and you mentioned the concept of you know lagging, current and leading indicators. And there was an emphasis in your book on, you know, leading indicators. Could you tell us a bit about that? Rita McGrath:  Sure. Well, so leading indicators are today's information about tomorrow's possibilities. And what we unfortunately rely on a lot in business is lagging indicators - so profits, performance, you know, ROI, all those things are lagging some kind of decision that you made a long time ago. So, the concept of leading indicators is to try to get business leaders to think about what would have to be true, you know, before I was able to make a certain decision, what are the leading indicators? So, an example would be back in the 90s, computer scientists all over the world realized that come the year 2000, from the turn of the millennium, that the way computer programs had been programmed, was only two digits for the year. And so, when the year went to zero-zero, computers, were going to think it was 1900 and this was going to be terrible. Because they all get out of sync, you know, and planes would drop out of the sky. You're gonna become unstable, and you'll all need to move to Montana and stuff … I don't know if you can remember this. Ula Ojiaku: Yeah, the Y2K bug… Rita McGrath: Oh my goodness…! Ula Ojiaku: It was a big sensation. Yeah… Rita McGrath: Apocalyptic – remember?! And yet, when the big moment came the year 2000. What happened? Well, nothing happened. Why did nothing happen? We looked at that early warning, and we said, whoa, if that happens, it's bad. And then so companies, prodded by their accounting firms, prodded by other security considerations invested billions in correcting that flaw. And so, that's an example of an early warning. And there are a couple of things to understand about early warning. So, the first important thing is, the measure of a good early warning is not, did it predict what happened. The measure of a good leading indicator is, did it help you prepare for what might happen? And so, I think that's a really important distinction, because we oftentimes, oh, you that didn't predict this or that. But that's not the point. The point is, did it help you think more broadly about what might happen so that you could be prepared? So, I think that's the first thing. The second thing to remember about leading indicators is they're often not quantitative in the way that we like to think about quantitative things. They're often qualitative. They often take the form of stories. And they often come from what are called unrepresentative parts of your mental ecosystem. So, you know, it's that person on the loading dock (saying to themselves), ‘this is, well, that's weird, a customer never asked for that before', or the person answering the phone, you know, in headquarters going, ‘Well, I don't understand why they need that information…' You know, it's those little anomalies or things that depart from business as usual, that are often the weak signals that you need to be paying attention to. Ula Ojiaku:  So, can you give us an example where you mean, I mean, of how we can go about choosing good leading indicators? Rita McGrath:  Well, in the book, I describe a technique that I use, which is you take a couple of uncertainties and juxtapose them on each other. And that gives you four or more you can do this for as many as you like, stories from the future, possibly a future that we could live in. And then depending on which one you want to think about, you say, ‘okay, I'm gonna write a headline as if it came from a newspaper story about that scenario. And I'm gonna work backwards and say, what has to be true for that headline to emerge.' So, take an example that's playing out right now, chronic and accelerating decline in birth rates in the United States. People are just deciding not to enlarge their families or not to start their families at all. And for very good reasons, you know, the level of social support for families is very low. Mostly women are bearing the burden. And very often women are the ones that make a large part of the decision about whether the family is going to grow or not. And so, we're facing a real baby bust. Well, if that's true, and we follow that along, well, what are some things that would be early warnings or indicators of what that world will be like? Well, you'll see a decline of working people relative to retired people, or people needing assistance, you'll see, you know, fewer kids with more resources to support them. So, the kind of baby Prince phenomena we saw in China. There are lots of things you can kind of work through. But once you say, ‘okay, I see a world with a million fewer children three years from now, than we would have expected well, okay, what now working backward? What does that tell us we need to be paying attention to today? Ula Ojiaku:  Yes, yes. That's a great example. And I wonder, though, so given all, you know, the research that has led to, and your experience as well, consulting with, you know, most of these large organizations, the case studies, you've come to witness and all that, what would you, what would be your advice to leaders of such organizations, you know, in terms of how they can better prepare themselves or equip themselves to recognize these inflection points, and lead effectively? Rita McGrath:  Well, I think the first principle is you have to be discovery driven. In other words, you have to be curious about what's going on. And if you're the kind of leader who (when) someone brings you a piece of information, and instead of treating it like a gift, you're like, oh no, you don't understand that's wrong. That's not the way the world works. If you're dismissive of information people are bringing you that's very dangerous. Because the information you need is not going to come from your lieutenants at headquarters, it's going to come from that guy on the loading dock. So, I think you want to think about establishing some kind of information flows, that go directly from where the phenomena are happening to your desk. So, as an example, a company I really admire is the German metal services company Klockner. And their CEO, Gisbert Ruehl was taking them through a digital transformation. And his big concern was not that they meant it, right? But that his lieutenants, his middle manager, cohort, would be so expert, and so experienced at the way business was, that they would just shut down these digital efforts. And he was very, very concerned about that. He said, well, I need some way of making my message heard directly to the people that are on the frontlines and I also need a way of hearing from them what's going on. So, he implemented Yammer, called non-hierarchical communication. And the deal was anybody in the company that had something he needed to know should feel comfortable sending him a note. And I'm told, I don't know this for a fact that I'm told that at headquarters, he had his instance of Yammer set up so that the lower the hierarchical level of the person, the higher it came in his newsfeed. Ula Ojiaku: Oh, wow. Rita McGrath: So, you know, I can talk to my lieutenants, anytime. Information I need is in the, you know, 24-year-old person who's just joined us with an engineering degree, who's looking at our manufacturing process for screwdrivers and saying, ‘Why do you do it that way? There must be a better way of doing this…' That's the information I really need and he set up a whole system to try to get that information to him, to himself. Ula Ojiaku:  Would you say there's a typical kind of leader with, you know, some certain characteristics that's best equipped to spot the inflection point, and you know, kind of lead the charge and get the organizations in line? Rita McGrath:  You know, I think it's more of the behavior, it's not the characteristics. So, I've seen charismatic, attractive, you know, movie star type CEOs be good at this. I've seen people you look at and you go ‘Really? He looks kind of like he slept in his clothes all night.' I've seen those people be good at it. So, you know, I think the differentiation is this, this hunger for new information, this curiosity, this relentless… ‘tell me again…' and ‘why was that and why was that?' It is this urgent need to really learn what's going on. And then and then putting yourself in the, in the context. So, one of the people I'm working with right now is a brilliant retail CEO, and everything. And one of the things he would do before hiring anybody into his senior team, is he would spend a day or two walking the stores, you know, and in his explanation to me was, ‘I want to see how they react to the stores. I want to see how they treat the people working in stores. I want to see what they notice, you know, I want to see if they notice that there's a thing out of array and I want to see how they are with me, like if they spend their whole two days in store visits, sucking up to me - that's not somebody I need, you know. And so, I think the best leaders along those lines are people who are relentlessly curious, bring people around them who are diverse, you know, you don't just want echo chambers of themselves. Ula Ojiaku:  True, true. You don't want ‘yes' men if you really want to make an impact really. Yeah, and how can I, as a person, train myself to also recognize these inflection points. Rita McGrath:  Well, it depends what the inflection point is. So, if it's a question of, you've been making nice steady progress in your career, and now you've hit some kind of ceiling and you just feel you're not growing or developing any more, then that choice is really okay, I need to… the way Whitney Johnson would put this, she's written a great book on this, “Disrupt Yourself”, right? You go up this S curve, then you need to make the decision if you're going to take on the J curve, right, which is the part below the S curve before you get into the next round of learning. So, that's a personal decision, really only you can make a decision like that. Then there are the cases where inflection points are thrust upon you. So you lose a job, your spouse has some setback, a family member has an urgent need that makes whatever you were doing before impossible. I mean, there's all kinds of outside things that can happen to you. Ula Ojiaku: Yeah… Rita McGrath: And I think the best way to try to look at those is. ‘is this a slingshot to a better future, potentially?' And you know, how many people have you talked to who got fired, and some years later say, ‘that was the best thing that ever happened to me, it shook me out of my complacency. It made me think differently.' And so, I think a lot of times, you know, we, it's very comfortable (staying) stuck in our ruts. And sometimes it takes a bit of a jolt to get us out of that. Ula Ojiaku:  That's a great one. Can I just ask you about so it's not really about your book, Seeing Around Corners, but this one is about the Entrepreneurial Mindset? Just one quick question. Because there's a quote, in your book, that book that says, you know, “the huge part of becoming an entrepreneurial leader is learning to simplify complexity, so that your co-workers can act with self-confidence.” That quote, it made me kind of be more conscious about, am I really making things simpler for my co-workers instead of, you know, rather than to enable us, you know, achieve the best that we could as a group? So why did you, make that quote and associate it with an Entrepreneurial Mindset? Rita McGrath:  Well, because if you make things complicated for people, there's maybe three responses, right? One is they'll start on whatever they start on, which is kind of random. And maybe they finish it, and maybe they don't, but it's really now you're leaving it to chance. Because if you give people more to digest than they can manage, you're going to get back some fraction of it. So that's one thing. Second thing that happens is, if it's too complex, a lot of times people will pick what they want to do, not have anything to do with the agenda that you want to set for the organization. And the third thing is there's just a laziness that comes from having things be complex. I know for myself, when I've had to do strategy statements for myself, or my business, it takes a long, long time to get it done into a few simple things. And each word has to mean something. So, as an example, some years back, I started a sister company. It's called Valize. And the strategy really is to its mission, its purpose for me, is to help organizations create innovation and transformation capability as the basis for shared prosperity. And that sounds really simple. That sounds really kind of ‘duh, that's not so grand, but I mean, the hours it took to get to that simplicity of statement. And then once you've got something like that, you can go back and you could say, okay, well, here's the thing that I'm being asked to do or think I'm thinking of, does it build capability? Yes. No. Does it build shared prosperity? Yes, no. Does it help organizations to help themselves? Yes, no. And it sorts out a lot of stuff means a lot of stuff we could do. But there are only a few things that really fit into that sweet spot of shared capability. So, having that simplification allows you to clear out a lot of the …, there are always wonderful options that you got to do things, right? And it's a question of abundance, you've usually got more great options than you could possibly exercise. So, picking the best ones is the challenge. Ula Ojiaku:  Wow, wow. I'm going to listen to this part again. You've mentioned some books already, like Andy Grove's, Only the Paranoid, I mean, Only the Paranoid survive. And you've mentioned the book, Disrupt Yourself… In addition to these books, and your wonderful suite of books, what other books would you recommend to the audience that you believe have influenced you that you'd recommend to the listeners that would help them you know, learn more about this topic? Rita McGrath: Oh, that's hard, because there's so many. Well, I love Safi Bahcall's Loonshots. I think that's a brilliant, brilliant book. And it really gets to the heart of how innovation actually happens rather than how we think it happens. I rather like Gary Hamel's and Michele Zanini's book, Humanocracy which has the basic question, you know, if you look at Instagram, or Twitter or any of these social platforms, you see these people who are just brilliant. I mean, they're creating incredibly creative stuff. And then we put them inside companies. And we insist that they do things by the rule, and we block all the creativity out of them. So, why do we do that? You know, I think that's a really great one. I'm very taken with Rebecca Henderson's, Re-imagining Capitalism in a World on Fire. Very, very brilliant. Roger Martin, When More is not Better. Just recently had a Julie Lythcott-Haims on my fireside chat program, which is and she's got a book called Your Turn, How to be an Adult”, which is, on a personal level, absolutely fascinating - really good book. I like Peter Sim's, Little Bets. You know, they're just so many I mean, I wouldn't even know where to where to start. Those are the ones that are sort of top of mind at the moment. Ula Ojiaku:  Okay. scribbling away as you're talking, and yeah, these all these would be in the show notes with the links to them. So that's great. Now, how can the audience reach you? If they want to, you know follow your work. Rita McGrath: The best place to start is my website, which is really ritamcgrath.com, that's easy. I have columns that I write for. They're currently going up on substack and medium. If you just search my name and or medium, you'll find me there. I do weekly, LinkedIn post, which goes to subscribers on LinkedIn. Also, that's all sort of good places to start. Ula Ojiaku:  Okay. Are you on social media? Rita McGrath:  Oh, yes. So yes. I'm on Twitter @RGMcGrath. And I'm on LinkedIn. Okay. I'm not on Facebook so much. But I have put things I post there, but I'm not really on it very much. Ula Ojiaku:  Okay. All right. That's, I mean, thanks for those. Now, let's wrap up any ask of the audience first? Rita McGrath:  I think we're in a remarkable moment, right now, you know, we've had so many of our previous habits and assumptions disrupted, that I think it would be a shame to lose, to lose all that and just go back to the way things were. So, I think it's an opportunity to reflect and to really think about, what kind of future do we want to build now that so many of our assumptions and institutions have been challenged, and we learned whole new tricks, we learned whole new ways to do things. Let's not just snap back to the way it was, let's think about inventing better. Rita McGrath:  Really, I think there's going to be great opportunity coming out of this current crisis and those who are thinking ahead will benefit from it. Ula Ojiaku:  Okay, great. Well, Rita, thank you so much for your time, and it's been a pleasure again, having you on the show. Rita McGrath: Thank you very much.  

In 2017, Roger L. Martin was named the world's #1 management thinker by Thinkers50, a biannual ranking of the most influential global business thinkers. Roger is a trusted strategy advisor to the CEOs of companies worldwide including Procter & Gamble, Lego and Ford. Roger Martin is a Professor Emeritus at the Rotman School of Management at University of Toronto where he served as Dean from 1998-2013, Academic Director of the Michael Lee-Chin Family Institute for Corporate Citizenship from 2004-2019 and Institute Director of the Martin Prosperity Institute from 2013-2019. In 2013, he was named global Dean of the Year by the leading business school website, Poets & Quants. His newest book is A New Way to Think: Your Guide to Superior Managerial Effectiveness (Harvard Business Review Press, 2022). His previous twelve books include When More is Not Better (HBRP, 2020), Creating Great Choices written with Jennifer Riel (HBRP, 2017) Getting Beyond Better written with Sally Osberg (HBRP, 2015) and Playing to Win written with A.G. Lafley (HBRP, 2013), which won the award for Best Book of 2012-13 by the Thinkers50. He has written 30 Harvard Business Review articles. Roger received his BA from Harvard College, with a concentration in Economics, in 1979 and his MBA from the Harvard Business School in 1981. He lives in South Florida with his wife, Marie-Louise Skafte. Roger's I-Think initiative works with educators and students to bring integrative thinking, innovation and design into K12 classrooms. Social Links Roger's Medium page: https://rogermartin.medium.com/ Twitter: @RogerLMartin LinkedIn: @Roger-Martin

Jennifer Riel is IDEO's global director of strategy. In this role, she collaborates with clients and internal teams to push the edges of creative problem solving, leveraging tools from strategy and design thinking. Jennifer and Dan talk about integrative thinking, strategy, and the role of empathy in both in this episode of Leadership NOW. As a strategy advisor, Jennifer has worked across industries and countries, helping organizations and teams to build winning, sustainable, and human-centered strategies. Before IDEO, Jennifer spent 13 years at the Rotman School of Management, where she taught undergrads, MBAs, and executives how to think creatively about their toughest challenges. During this period, she partnered with organizations to help them build their strategic thinking capabilities and transform their teams. Jennifer is also the author of "Creating Great Choices: A Leader's Guide to Integrative Thinking" (with Roger L. Martin). The book is a Wall Street Journal bestseller and was shortlisted for Canada's National Business Book Award.

Mark speaks with Roger L. Martin, a 40-year trusted adviser to CEOs of some of the world’s top companies and author of A NEW WAY TO THINK: Your Guide to Superior Management Effectiveness. After watching the dominant models of management fail leaders time and again, Roger became passionate about helping leaders and businesses think differently and ditch old models for new ones in the ways of management, culture, and competition. Today, Commander Divine speaks with Roger L. Martin, best-selling author of A NEW WAY TO THINK: Your Guide to Superior Management Effectiveness where he urges leaders to toss out the old ways of thinking, and instead try new models in every domain of management. In the episode, Roger shares his expertise and rich experience working with the world’s most powerful CEOs and businesses to rethink how they think. Key Takeaways: Create like a designer. Today’s markets require less structure and more culture. A culture of creation and designing, which requires employees and leaders to think of new possibilities constantly. This is the way of the future. Be ready to pivot, like a SEAL. The elite teams and business leaders all think similarly – they know that plans are only temporary and the real work comes when they get into the field. Real leadership requires agility & trust in your team to create the next answers. Imagination, visualization, and clarity. Mark and Roger connect on how the SEALs use imagery to ensure the team has a collective vision of how the operation will work. By using imagery, visualization is possible, and cohesion is achieved. The best leaders attack VUCA; they don’t wait. Roger shares his angst for leaders that wait for VUCA to disappear to act, which Mark agrees makes for a block in information and productivity. Instead, act amidst VUCA to attain information more quickly. Expect to fail, and iterate.

In this special episode of the Thinkers & Ideas podcast, Martin Reeves, Chairman of BCG Henderson Institute, is joined by two of the leading minds in strategy to discuss the nature of competitive advantage. Join Rita McGrath and Roger L. Martin as they debate whether competitive advantage is more or less sustainable today, whether it has shifted in nature and whether it will shift prospectively. In addition to defending their own positions, they discuss how two very different views of competition can be reconciled. They also offer thoughts for open questions in strategy which merit further consideration. Rita McGrath is a Professor of Strategy at Columbia Business School and the Founder of Valize, a company focused on helping organizations to build lasting innovation capabilities and long-term growth. She has been consistently named one of the world's top 10 management thinkers in the Thinkers 50 ranking. Rita's latest book, Seeing Around Corners is a guide to anticipating and capitalizing on disruptive inflection points shaping the marketplace — you can listen to our conversation with her about the book here. Roger L. Martin is a Professor Emeritus at the Rotman School of Management at the University of Toronto and a trusted strategy advisor to CEOs of worldwide companies including Procter & Gamble, Lego, and Ford. In 2017, Roger was named the number one management thinker by Thinkers 50. His most recent book, A New Way to Think — which he discussed with us on the show earlier this year — challenges leaders to rethink dominant mental models by revisiting misconceptions and pitfalls in the application of common frameworks and ideas. *** About the BCG Henderson Institute The BCG Henderson Institute is the Boston Consulting Group's think tank, dedicated to exploring and developing valuable new insights from business, technology, economics, and science by embracing the powerful technology of ideas. The Institute engages leaders in provocative discussion and experimentation to expand the boundaries of business theory and practice and to translate innovative ideas from within and beyond business. For more ideas and inspiration, sign up to receive BHI INSIGHTS, our monthly newsletter, and follow us on LinkedIn and Twitter.

"When More Isn't Better", thoughts from the world's #1 management thinker, Roger L. Martin, on farm resilience, presented at the virtual Midwest Cover Crops Council Conference on February 24, 2021. Roger Martin is professor emeritus and former Dean of the Rotman School of Management at the University of Toronto. He grew up in Wallenstein, Ontario where his family was active with an agri-business in the feed industry. "There is a trade-off between efficient and effective…we've been pushing efficiency so hard that it is now having counterproductive impacts on life, the economy, the environment." Following the theme of his latest book, WHEN MORE IS NOT BETTER: Overcoming America's Obsession With Economic Efficiency, Martin participated in a keynote conversation with Mel Luymes (Principal, Headlands Ag-Enviro) to discuss the perils of obsessively pursing efficiency in agriculture, and how integrative thinking can help agriculture become more resilient. “There is a trade-off between efficient and effective…we've been pushing efficiency so hard that it is now having counterproductive impacts on life, the economy, [the environment]. Pushing things to the extremes leads to extreme outcomes.” In agriculture, our attention naturally goes to bushels per acre, feed conversion efficiency, and other efficiency measures. But other proxies – profit per acre, soil organic matter, annual soil loss – are necessary to develop a holistic picture of whether our farm enterprises are pursuing efficiency at the expense of resilience. (First aired in 2021). More information: https://rogerlmartin.com/ https://mccc.msu.edu/ https://soilsatguelph.ca/

Alisha Conlin-Hurd is the co-founder of Persuasion Experience, a funnel conversion agency that focuses on the post-click experience. She helps businesses increase conversions and scale their ads with the PX Funnel system, which uncovers what your target market wants, how to find your radical differentiation, and stand out from a sea of boringness. In this episode, we discuss the ins and outs of the buyer's journey, including why it's so important to align your sales efforts with how buyers make their purchase decisions.  What You'll Learn: - What is the buyer's journey? - Tailoring your sales process to the buyer's journey - How to support your buyers throughout their buying journey - The benefits of being obsessed with your target market - Engagement and the sales persuasion experience - The #1 skill you need for having effective meetings - Red flags in a leaky funnel - How to turn a cold prospect into a raving fan - The main stages in the buyer's journey Buyers don't just wake up and make a buying decision. They go through a journey, and your job is to get them when they're most likely to buy. This all starts by understanding the pain points and factors that shape their thinking. The most successful salespeople think like the buyer and position their product or service along the path to purchase.  Links and Resources: - Full Funnel Freedom is the official podcast of the IoT North Conference! Join us November 15-16 in Calgary by going to https://iotnorthconference.ca/. Listen for a discount code for 20% off your tickets! - Persuasion Experience https://persuasionexperience.com/ - Alisha's LinkedIn - https://www.linkedin.com/in/alishaconlinhurd/ - Follow Alisha Conlin-Hurd on YouTube https://www.youtube.com/c/AlishaConlinHurd  - I L♥ve Marketing https://ilovemarketing.com/  - Almost Alchemy: Make Any Business Of Any Size Produce More With Fewer And Less by Dan S. Kennedy https://amzn.to/3IV8dAF  - Playing to Win: How Strategy Really Works by A.G. Lafley and Roger L. Martin https://amzn.to/3olH4gN - Talk Triggers: The Complete Guide to Creating Customers with Word of Mouth by Jay Baer and Daniel Lemin https://amzn.to/3aV6AX0  - Full Funnel Freedom https://fullfunnelfreedom.com - The Sandler Summit 2023 https://www.hamish.sandler.com/orlando  - Sandler on Instagram https://www.instagram.com/sandler_yyc/  - Sandler in Calgary - www.hamish.sandler.com/howtosandler - Connect with Hamish Knox on LinkedIn https://www.linkedin.com/in/hamishknox/  - Sponsorship or guest inquiries - podcast@fullfunnelfreedom.com  

Roger Martin is a trusted strategy advisor to the CEOs of companies worldwide including Procter & Gamble, Lego and Ford. In 2017, he was named the world's #1 management thinker by Thinkers50, a biannual ranking of the most influential global business thinkers. In this engaging talk with Dan Pontefract, Roger discusses his newest book, "A New Way to Think: Your Guide to Superior Managerial Effectiveness." Roger is a Professor Emeritus at the Rotman School of Management at University of Toronto where he served as Dean from 1998-2013, Academic Director of the Michael Lee-Chin Family Institute for Corporate Citizenship from 2004-2019 and Institute Director of the Martin Prosperity Institute from 2013-2019. In 2013, he was named global Dean of the Year by the leading business school website, Poets & Quants. He has written twelve other books including When More is Not Better, Creating Great Choices written with Jennifer Riel and Playing to Win written with A.G. Lafley, which won the award for Best Book of 2012-13 by the Thinkers50.

A New Way to Think Over 300 episodes ago we were joined by Roger L. Martin to talk about ideas from his book The Opposable Mind. In the years since, I have personally benefited from Roger's insights in books such as The Design of Business and Creating Great Choices. Roger joins us again in this episode to talk about his newest book entitled A New Way to Think: Your Guide to Superior Management Effectiveness. If you just glanced at the book, you might think it's only relevant to CEOs and other top leaders. But there are ideas in this book that anyone leading projects and teams would benefit from. In this episode, Roger discusses the value and pitfalls of following popular models. He shares insights on why we need to get closer to the customer and how one of his friends and co-authors did that as CEO of Proctor & Gamble. You'll hear Roger explain why the familiar solution usually trumps the perfect one and why we just might make better decisions if we focus on what must be true instead of what is true. We talk about all that and more--it's a conversation I've been looking forward to sharing with you for many weeks. Learn more about Roger and his books at RogerLMartin.com. For more insights related to this episode, check out: Episode 54 for my previous conversation with Roger about his book The Opposable Mind Episode 47 for my conversation with Henry Mintzberg, the revered and curmudgeonly expert on management Join our Global LEAD52 Community Ready to take your leadership skills to the next level? LEAD52 is your 5-minute weekly pass to leadership intelligence. You get 52 weeks of learning, delivered right to your inbox, taking less than 5 minutes a week. And it's all for free. Join us at https://GetLEAD52.com. Thank you for joining me for this episode of The People and Projects Podcast! Talent Triangle: Leadership   The following music was used for this episode: Music: Hip Hop Flute Chill(loopable} by chilledmusic Free download: https://filmmusic.io/song/8531-hip-hop-flute-chillloopable License (CC BY 4.0): https://filmmusic.io/standard-license Music: Funky Life by WinnieTheMoog Free download: https://filmmusic.io/song/6040-funky-life License (CC BY 4.0): https://filmmusic.io/standard-license

https://fellow.app/supermanagers/roger-martin-think-to-win-the-difference-between-strategy-and-planning/ Are you being strategic or are you just planning? At least 90% of all the strategy that goes on in the world is planning, not strategy. Roger Martin is a trusted strategy advisor, author of A New Way to Think: Your Guide to Superior Managerial Effectiveness, and previously named the world's #1 management thinker by Thinkers50. In today's episode, Roger shares the common problems with manager effectiveness and what he has seen change over the last four decades in the industry. We also talked about being more strategic before acting and the difference between strategy versus planning. Roger also shared more about enabling management system and how to prioritize for strategic benefit. Tune in to hear all about Roger's leadership journey and the lessons learned along the way!

Bill Horan talks with Roger L. Martin, author of A NEW WAY TO THINK. Roger will discuss why we need a new way to think, why he asks "do you own your model or does it own you, how change fails because we try to change people by mandate and why the golden rule is that every level must help the level below.

We're here today to talk about Roger's latest book, A New Way To Think, and explore how to drive innovation inside corporations. Roger L. Martin is a professor of Strategic Management, Emeritus at the University of Toronto's Rotman School of Management, where he also served as Dean. In 2017 Thinkers 50 named him the world's number one management thinker. He has published 12 books. Join us for our 100th conversation and follow Roger at https://rogerlmartin.com.    Learn more about Nassau Re/Imagine: imagine.nfg.com Connect with us: https://www.linkedin.com/showcase/nassau-reimagine    

Saya membahas buku Playing to Win karya A.G. Lafley dan Roger L. Martin. Buku ini membahas bagaimana strategi perusahaan bisa benar-benar berhasil. Sebagai informasi, penulis adalah mantan CEO dari perusahaan FMCG besar P&G. Bersama dengan rekannya, mereka berhasil melipatgandakan penjualan P&G, dan menaikkan keuntungan perusahaan hingga empat kali lipat. Apa sih strategi? Bagi penulis, strategi bukanlah visi, bukan juga rencana. Secara sederhana, strategi artinya membuat pilihan yang jelas untuk memenangkan persaingan. Pilihan yang diambil akan membuat perusahaan punya posisi yang lebih tinggi dan menguntungkan daripada para pesaingnya.

Welcome to the What's Next! podcast with Tiffani Bova. Friend to the show, Roger L. Martin, made his third appearance on the What's Next! Podcast to discuss the essentials of strategy and management, highlighting the launch of his new book A New Way to Think: Your Guide to Superior Management Effectiveness. Roger is Professor Emeritus at the Rotman School of Management at University of Toronto, where he served as Dean from 1998 to 2013, and as Institute Director of the Martin Prosperity Institute from 2013 to 2019. In 2013, he was named Global Dean of the Year and in 2017, he was named the world's number one management thinker by Thinkers50. He has published 12 previous books including When More Is Not Better and Playing to Win (with A. G. Lafley), which won the award for Best Book of 2012-13 by Thinkers50. Martin is a trusted strategy adviser to the CEOs of many global companies. A Canadian from Wallenstein, Ontario, he holds a BA from Harvard College and an MBA from Harvard Business School.      THIS EPISODE IS PERFECT FOR…  business leaders and managers that are looking to enhance their operating strategy with an alternative model that ultimately increases effectiveness.   TODAY'S MAIN MESSAGE… The best metrics for success are based on past successful experiences, and conventional wisdom would say to imitate the dominant model to create that same success. But you must also view those strategies in context of the challenges and resources of a specific situation, because models cannot be copy pasted for an exact situation.  The execution of an idea is just as important as the idea itself, and in order to achieve true success, the strategy is always evolving to create a better and more innovative strategy for success.   WHAT I LOVE MOST… For Roger, there isn't any singular model of success, but rather success comes from building a strategic mindset to approach and solve problems. The solutions that we often look for may not always be obvious, but by simply being willing to experiment with the past models of success, we can come out on the other end better than before.     Running time: 32:37 Subscribe on iTunes     Find Tiffani on social: Facebook Twitter LinkedIn   Find Roger online: Official Website Twitter LinkedIn   Roger's Book: A New Way to Think: Your Guide to Superior Management Effectiveness

Former Nintendo of America President Reggie Fils-Aimé first became an internet meme before most people knew what memes were: At Nintendo's presentation at the gaming expo E3 2004, he turned heads by announcing, "My name is Reggie. I'm about kickin' ass, I'm about takin' names, and we're about makin' games." "I received a message from my teenage son who told me, 'Dad, you're famous,'" Reggie says. "They weren't called memes at the time — these were Photoshopped images. He sent me these images of me blowing up a competitive console; me dressed up like Sylvester Stallone from one of his movies; me looking like Arnold Schwarzenegger from TheTerminator." Today on Follow Friday, Reggie shares the backstory of another press conference that made him even more internet-famous, and talks about his new book https://www.harpercollinsleadership.com/9781400226672/disrupting-the-game/ (Disrupting the Game: From the Bronx to the Top of Nintendo). And he explains why we should follow "Originals" and "Think Again" author Adam Grant (https://www.instagram.com/adamgrant/?igshid=YmMyMTA2M2Y= (@Adamgrant) on Instagram, @AdamMGrant on https://twitter.com/AdamMGrant?s=20&t=k7JdUkXqcc0E-ftEUSd7ZQ (Twitter) and https://www.linkedin.com/in/adammgrant?original_referer=https%3A%2F%2Fwww.google.com%2F (LinkedIn)); Pivot co-host and New York Times writer Kara Swisher (@karaswisher on https://twitter.com/karaswisher?s=20&t=nr0M6GMwEGIkcVqddCJpWA (Twitter) and https://www.instagram.com/karaswisher/?hl=en (Instagram)); The Tonight Show host Jimmy Fallon (@jimmyfallon on https://www.instagram.com/jimmyfallon/?hl=en (Instagram) and https://twitter.com/jimmyfallon?s=20&t=V6zlWFOt6AIuFLSJDOn_QQ (Twitter)); and the founder of The Game Awards, Geoff Keighley (https://twitter.com/geoffkeighley?s=20&t=C6tqLI-aFOZ3JwCjA9DcSA (@geoffkeighley) on Twitter). Thank you to our amazing patrons: Jon, Justin, Amy, Yoichi, Danielle, Elizabeth, and Sylnai. On https://www.patreon.com/followfriday (our Patreon page), you can pledge any amount of money to get access to Follow Friday XL — our members-only podcast feed with exclusive bonus follows. That feed has an extended-length version of this interview in which Reggie talks about what he has learned from following author and executive advisor Roger L. Martin. Also: Follow Reggie https://twitter.com/Reggie (@Reggie) on Twitter and buy https://www.harpercollinsleadership.com/9781400226672/disrupting-the-game/ (Disrupting the Game) Follow us @FollowFridayPod on https://twitter.com/followfridaypod (Twitter) and https://www.instagram.com/followfridaypod/ (Instagram) Follow Eric https://twitter.com/HeyHeyESJ (@heyheyesj) on Twitter Email us! hello@followfridaypodcast.com This show is a production of Lightningpod.fm, hosted and produced by Eric Johnson Music: https://www.fiverr.com/yonamarie (Yona Marie) Show art: https://www.fiverr.com/dodiihr (Dodi Hermawan) Social media producer: Sydney Grodin

Roger L. Martin is a Professor Emeritus of Strategic Management and former Dean at the University of Toronto's Rotman School of Management. He is a trusted strategic adviser to the CEOs of many global companies. Roger has consistently been featured in the Thinkers50 list, where he was named the world's number one management thinker in 2017. He has authored 12 books, including When More is Not Better in which he discusses how growing inequality in American society poses a threat to democratic capitalism (listen to our interview about the book with Roger here). In his latest book, A New Way to Think: Your Guide to Superior Management Effectiveness, Roger challenges us to rethink many dominant mental models, revisiting common misconceptions and pitfalls in the application of common frameworks and ideas. He urges leaders to continuously develop their own ideas to lead and reinvent the future and explores fourteen management topics from this perspective. Together with Martin Reeves, Chairman of BCG Henderson Institute, Roger delves into the intricacies of human ingenuity, change, competitive advantage, and the importance of building organizations that recognize the uniqueness of talented individuals. *** About the BCG Henderson Institute The BCG Henderson Institute is the Boston Consulting Group's think tank, dedicated to exploring and developing valuable new insights from business, technology, economics, and science by embracing the powerful technology of ideas. The Institute engages leaders in provocative discussion and experimentation to expand the boundaries of business theory and practice and to translate innovative ideas from within and beyond business. For more ideas and inspiration, sign up to receive BHI INSIGHTS, our monthly newsletter, and follow us on LinkedIn and Twitter.

Minter Dial catches up with Roger L Martin in this episode BIO Roger L Martin is a renowned professor, expert in strategy and author. In 2017, he was named the world's #1 management thinker by Thinkers50, a biannual ranking of the most influential global business thinkers. Roger is a trusted strategy advisor to the CEOs of companies worldwide including Procter & Gamble, Lego and Ford. Roger Martin is a Professor Emeritus at the Rotman School of Management at University of Toronto where he served as Dean from 1998-2013, Academic Director of the Michael Lee-Chin Family Institute for Corporate Citizenship from 2004-2019 and Institute Director of the Martin Prosperity Institute from 2013-2019. In 2013, he was named global Dean of the Year by the leading business school website, Poets & Quants. His new book, from HBR Press, is "A New Way to Think." is the culmination of a lifetime's work in education and advising CEOs. In it, he addresses key issues within leadership and strategy, applying his trademark scepticism for received wisdom. DESCRIPTION OF EPISODE In this conversation with Minter Dial, Roger Martin discusses the premise behind his new book, the retooling of existing business models and frameworks, working with and transforming culture, his work with ex-P&G CEO AG Lafley, and many more elements to help make leadership more effective. MY BIO Minter Dial is an international professional speaker, elevator and a multiple award-winning author. Minter's core career stint of 16 years was spent as a top executive at L'Oréal, where he was a member of the worldwide Executive Committee for the Professional Products Division. Previously, he was MD of L'Oréal PPD Canada and MD Worldwide for Redken. He's the author of one WWII biography and three business books, Futureproof (2017), Heartificial Empathy (2019) and the last one on leadership, You Lead, How Being Yourself Makes You A Better Leader (Kogan Page 2021). He's currently working on a new book that he's publishing in weekly installments: Dialogos, Fostering More Meaningful Conversations which you can find via Substack. https://minter.substack.com.

Minter Dialogue with Roger L. Martin Roger L. Martin is a trusted strategy advisor to the CEOs of companies worldwide including Procter & Gamble, Lego and Ford. In 2017, Roger was named the world's #1 management thinker by Thinkers50 . He is a Professor Emeritus at the Rotman School of Management at University of Toronto where he served as Dean from 1998-2013 and was named global Dean of the Year by the leading business school website, Poets & Quants. He's also an author and his latest book, 'A New Way to Think, Your Guide to Superior Management Effectiveness' by HBR Press, is the culmination of a lifetime's work in education and advising CEOs. In this conversation, we discuss the premise behind his new book, working with and transforming culture, dealing with received wisdom and best practices, his work with ex-P&G CEO AG Lafley, the gap-filling machine that is our brain and many more fascinating elements to make leadership more effective. If you've got comments or questions you'd like to see answered, send your email or audio file to nminterdial@gmail.com; or you can find the show notes and comment on minterdial.com. If you liked the podcast, please take a moment to go over to iTunes or your favourite podcast channel, to rate/review the show. Otherwise, you can find me @mdial on Twitter. Show notes; https://minterdial.com/2022/05/roger-martin/

If you've found that the way your organisation does things isn't working for you any more, rather than flogging a dead horse, why not try a new way of thinking?In this episode of The Melting Pot, Roger L Martin, author, advisor, speaker, and one of the world's top business thinkers, shares how he turned Canadian Tennis around, as well how he took the Rotman School of Management and transformed it into Canada's #1 business school, on a limited budget. Now when company leaders come to him for help, his response is to first break the spell of their current way of thinking. But how can you transform your way of thinking? Download and listen to this insightful episode to find out more. On today's podcast:Business writing in the academic worldElevating the Canadian Tennis FederationA New Way to ThinkWhy strategy and execution are the same thingWhy he doesn't believe in OKRs Links:Book: A New Way to Think: Your Guide to Superior Management EffectivenessTwitter: @RogerLMartinLinkedIn: Roger L MartinWebsite: Roger Martin

¡Sígueme para mas!  ___________  SOBRE MI CANAL :  ___________ Sean muy bienvenidos queridos amigos a mi Podcast aquí podrás escuchar los mejores libros que he leído en mi largo camino del emprendimiento , soy un emprendedor de 27 años que quiere inspirar e influenciar para bien, Mexicano.  ___________  REDES SOCIALES :  ___________  Youtube Desafío: https://www.youtube.com/channel/UCUFn7CO8dYoQur9GT1xetow  Youtube: https://www.youtube.com/channel/UCBvsg39YKHkJ0d_q7wS4Ihw?view_as=subscriber  INSTAGRAM: https://instagram.com/sirferalan  TIKTOK: https://vm.tiktok.com/ZSmHhafQ/  TWITTER: https://twitter.com/SirFerAlan?s=09 FACEBOOK: https://www.facebook.com/feralan13/  ___________  CONTACTO :  ___________  Email : Feralanbusiness@gmail.com --- Support this podcast: https://anchor.fm/desafiosermillonario/support

Guest Bio: Rita McGrath is a best-selling author,  sought-after advisor and speaker, and  longtime professor at Columbia Business School. Rita is one of the world's top experts on strategy and innovation and is consistently ranked among the top 10 management thinkers in the world, including the #1 award for strategy by Thinkers50.  McGrath's recent book on strategic inflection points is Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen (Houghton Mifflin Harcourt, 2019). Rita is the author of four other books, including the best-selling The End of Competitive Advantage (Harvard Business Review Press, 2013). Since the onset of the pandemic, Rita has created workshops, strategy sessions and keynotes, applying her tools and frameworks to strategy under high levels of uncertainty to specific issues organizations are facing.  As Rui Barbas, the Chief Strategy Officer for Nestle USA said, “You were incredibly insightful and, despite the virtual setting, there was lots of engagement and comments from leaders sharing eye-opening observations and building on your examples throughout. You delivered the inspiration and illustration desired and it was exactly the right focus and challenge for this team. Appreciate your time throughout the process to align on content and delivery. The future-focus theme was the perfect close to our leadership summit.” Rita's work is focused on creating unique insights.  She has also founded Valize a companion company, dedicated to turning those insights into actionable capability.  You can find out more about Valize at www.valize.com. McGrath received her Ph.D. from the Wharton School (University of Pennsylvania) and has degrees with honors from Barnard College and the Columbia School of International and Public Affairs. She is active on all the main social media platforms, such as Twitter @rgmcgrath.  For more information, visit RitaMcGrath.com.   Social Media/ Websites: LinkedIn: https://www.linkedin.com/in/ritamcgrath/ Twitter: @rgmcgrath Instagram: @ritamcgrathofficial Youtube: https://www.youtube.com/user/rgmcgrath Websites: https://ritamcgrath.com and valize.com Rita's Newsletter/ Articles Substack: https://thoughtsparks.substack.com/ Medium: https://rgmcgrath.medium.com/ LinkedIn: https://www.linkedin.com/newsletters/thought-sparks-6787762418471755776/ Books Seeing Around Corners by Rita McGrath https://www.amazon.co.uk/Seeing-Around-Corners-Inflection-Business/dp/0358022339 The Entrepreneurial Mindset by Rita Gunther McGrath and Ian MacMillian https://www.amazon.co.uk/Entrepreneurial-Mindset-Continuously-Opportunity-Uncertainty/dp/0875848346 The End of Competitive Advantage by Rita Gunther McGrath https://www.amazon.co.uk/End-Competitive-Advantage-Strategy-Business/dp/1422172813 Disrupt Yourself by Whitney Johnson https://www.amazon.co.uk/Disrupt-Yourself-New-Introduction-Relentless/dp/1633698785 Humanocracy by Gary Hamel and Michele Zanini https://www.amazon.co.uk/Humanocracy-Creating-Organizations-Amazing-People/dp/1633696022 Reimagining Capitalism by Rebecca Henderson https://www.amazon.co.uk/Reimagining-Capitalism-Business-Save-World/dp/0241379660 When More is Not Better by Roger L. Martin https://www.amazon.co.uk/When-More-Not-Better-Overcoming/dp/1647820065/ Being An Adult by Lucy Tobin https://www.amazon.co.uk/Being-Adult-ultimate-getting-together-ebook/dp/B07GQ1KRTC/ Only The Paranoid Survive by Andy Grove https://www.amazon.co.uk/Only-Paranoid-Survive-Andrew-Grove/dp/1861975139  Ula Ojiaku: My guest today is Dr. Rita McGrath. She's a best-selling author, a sought-after speaker and advisor and consistently ranked among the top 10 management thinkers in the world, including the #1 award for strategy by Thinkers50. In this episode, Rita talked about the concept of inflection points from her book ‘Seeing Around Corners' and how as leaders, we can train ourselves to spot these inflection points and act on the information we receive. She also talked about making complex things simple for the people we work with. I learnt a lot speaking with Rita and I'm sure you will find this conversation insightful as well. Thank you again for watching! It's an honor to have you on the show, Rita McGrath. Many, many thanks for joining us. Rita McGrath: Well, thank you Ula. It's a pleasure to be here. Ula Ojiaku: Great. Now, can you tell us about yourself? How did the Rita, Dr. Rita McGrath we know today evolve? Rita McGrath:  Well, it would have to start with my parents, of course. I mean, all great stories start with your parents. And so, my parents were both scientists. My mother was a Microbiologist, and my father was an Organic Chemist. And so, I grew up in a house where, you know, (if) a question couldn't be answered, you went and got the reference book and figured it out. And both, (had) incredible respect for science and for diligence. And, you know, the house was always full of books and lots of emphasis on learning. I wouldn't say we were, financially all that well-off – we weren't poor by any means. But it was, you know, there wasn't like a lot of money to spare, but there was always money for books, and there was always money for, you know, educational experiences and that kind of thing. So, that's the household I grew up in. So, my parents, when I was born, were both on the staff at the Yale Medical School. So, they were both researchers there. And then my dad in the late 60s, got an offer to go join this upstart, fledgling company that was at the cutting edge of all kinds of things in his field and that was Xerox Corporation. And he was very conflicted about leaving academia, but went off eventually to Xerox. So, we moved the family to Rochester, New York. So that's where I did most of my growing up. And my mother at that time, decided to stay home, more or less. And then she started a scientific translation business. So, she moved into an entrepreneurial career more than her scientific career. And then when it came time to go to college, I went to Barnard College in the City of New York. I'd always thought New York was an amazing place and was accepted there. So, went off to New York, did my Bachelor's and my Master's in Political Science and Public Policy. I was very interested in public policy and matters of social contract and those kinds of things. And then my first job was actually with the City of New York, I ran purchasing systems for government agencies. It doesn't sound very glamorous. But today, we would call it digital transformation. It was the very first wave of companies taking their operations in a digital form. And it was very exciting and I learned a lot. Then I got to the end of… the thing about public service is when you start, there's (this) unlimited sort of growth that can happen for a few years, and then it really just levels off. And you're never going to go beyond that. So, I kind of reached that headroom and decided to do something different. Ula Ojiaku:  Was it at that point that you decided to go for your PhD? Rita McGrath:  And that was one of the options I was considering. And my husband basically said, ‘look, if you get into a top five school, it's worth doing and if you don't, it's probably not.' But you have to think in that time, MBA programs were just exploding, and there'd been a lot of pressure on the administrators of MBA programs, to put PhD accredited faculty in front of their students. The big knock against the MBA at the time was, oh, they're just trade schools. You know, we've got some guy who ran an entire company comes in and talks and that's not really academically suitable. And so, there was a huge pressure for schools to find PhD accredited people-  that still exists (but) the market pressures has changed a lot. But when I was doing my PhD, it was pretty sure I would get a job if I managed to complete the degree. So that that gave me that extra input to do that. Ula Ojiaku:  Did you already have like children when you started the PhD? Rita McGrath: Yes Ula Ojiaku:  And how did you cope? Rita McGrath:  Our son was, how old was he? He would have been nine months old when I started my PhD program. Yeah. Ula Ojiaku: Wow, 9 months old. Rita McGrath: Oh, yeah, it was a real challenge. And I guess everybody manages those kinds of challenges in their own way. But yeah, it was a struggle because, you know, typical day would be you know, get up, get the baby to daycare or wherever and then do school or whatever I had to do that day. And then it was sort of pick them up. By the time I had a second child it was pick them up, get them dinner, get them bedtime, get them story, and then I'll be back at my desk at nine o'clock at night, trying to do what I needed to do. So, it was a new turn. It was tough. It was difficult years. I mean, joyful years though but it was just hard to fit everything in. Ula Ojiaku:  I can imagine. I mean, although I'm thinking of starting my PhD (studies), my children aren't that small but I do remember the time (they were), you know, I was still working full time. So, the challenge is you'd go to work and then come back to work. I mean, to another type of work. And then when they go to bed, the work continues. Yeah, it's interesting. Rita McGrath: Quite exhausting. Ula Ojiaku: You can say that. I'm so glad they're not in diapers anymore. So, it's baby steps, we are getting there. So, can we go on to your book, “Seeing Around Corners, How to Spot Inflection Points in Business Before They Happen”. I'd like to start from an unusual place in the book. I started from the dedication page, and you know, reading everything, and I noticed that, you referred to a conversation, one of the last conversations you had with your mother. Could you tell us about that? Rita McGrath:  Oh sure. She was well, at the time, she was quite ill, she had sarcoma in her lung, and she was quite ill. It's a horrible disease, and we haven't got any real treatments for it. So, the recommendation is you do chemo and that really knocks you out. So, she was quite ill and sort of migrating between the chair and the couch and the chair and the couch. And in one of those conversations, she just said ‘I want you to know I'm proud of you. And I've had a good life and I'm prepared for whatever comes next.' And I thought that was lovely of her to say and I thought in that moment to pass it on to all these other women. And you know you bring up motherhood and being a working woman and all those complicated emotions that come with that because there seems to be guilt around every corner you know, if you're not at home full time, oh you're a terrible mom. And if you're not at work full time, you're a terrible worker. I just I think so many of those things are just designed to twist us up into little balls. And when I look at my own mother's experience - she was a working woman… I grew up but I think I'm third or fourth generation working woman so it never even occurred to me that wouldn't be possible. But I think what often is missing is this validation, you know that for women who are trying to you know make their way professionally and be great, responsible parents and do all these other things that often there's a sense of a lack of self-worth you know, ‘oh, I'm not doing enough.' The more I hear that… Ula Ojiaku:  I feel like that some… most days I feel like that… Rita McGrath: Believe me, you are doing enough Ula Ojiaku:  Sometimes I ask my children, am I a good mom? Rita McGrath:  I think part of it too is we, and when I say we, I mean baby boomer mothers and maybe a little younger. We got ourselves all tangled up in this if it's not like organic, hand-processed  lima beans with you know, organic succotash, mixed in you know, it's not good baby food. Honestly, Gerber's exists to provide perfectly nutritious food for really young babies and they've been doing it for decades and you can trust that and if it makes your life easier, go with it. Ula Ojiaku:  Thank you! Rita McGrath: You know, I think we I think we get ourselves all tossed up in like, what does good mean? I mean, honestly, the kids don't mind you know? I mean, they'd celebrate if it was chicken finger night. Ula Ojiaku:  Let's go to the book. You know, because in your book you said you it's about how to spot inflections before they happen in business. Can you give us examples of, you know, businesses that had these inflection points occur, and they failed to recognize it and what was the impact? Rita McGrath:  Sure, let's take one that is quite sad to me, which is Intel. And Intel built its, well, Intel went through a major inflection point, in fact, the originator of the concept was Andy Grove, who was their former CEO. And he talked about his inflection points in his book, Only the Paranoid Survive, which is really a brilliant, brilliant book. And one of the reasons I wrote my book was that very little had been done since his book on that topic. And Grove built this incredible company, Intel. And they were making microprocessor chips. And they were very, very powerful, very fast chips. And so, the assumptions inside Intel's business model was, what customers were going to pay for was faster, faster, faster, more computation power, more and more powerful. But what they didn't really think about was energy consumption. And as the world went more mobile… so the Intel product is the PC, and the PC, the desktop PC remains firmly plugged into the wall. And then later, we make PC chips that maybe have slightly lower power consumption to power PCs, but it's still that notion of power, you know, and I think the inflection point that caught Intel by surprise, to some extent was, this movement towards mobile, where the vast majority of chips being made were these completely different architecture chips by  companies like ARM and you know, and companies like that, which, from their inception, recognized that low power was the way to go. Then they weren't very powerful in the sense of speed, which is what Intel was driving its business towards. But they were powerful in the sense of ubiquitous low power, long battery life, that kind of thing. And I think that's an example of the kind of assumption that can cause a company to get into trouble, when the underlying shift in the business environment says, ‘wait a minute, this thing you've been building all this time may not be what is needed by the marketplace.' Ula Ojiaku:  That's interesting. So, it brings me to the point of, the points you made about, you know, the indicators, the early warnings, and you mentioned the concept of you know lagging, current and leading indicators. And there was an emphasis in your book on, you know, leading indicators. Could you tell us a bit about that? Rita McGrath:  Sure. Well, so leading indicators are today's information about tomorrow's possibilities. And what we unfortunately rely on a lot in business is lagging indicators - so profits, performance, you know, ROI, all those things are lagging some kind of decision that you made a long time ago. So, the concept of leading indicators is to try to get business leaders to think about what would have to be true, you know, before I was able to make a certain decision, what are the leading indicators? So, an example would be back in the 90s, computer scientists all over the world realized that come the year 2000, from the turn of the millennium, that the way computer programs had been programmed, was only two digits for the year. And so, when the year went to zero-zero, computers, were going to think it was 1900 and this was going to be terrible. Because they all get out of sync, you know, and planes would drop out of the sky. You're gonna become unstable, and you'll all need to move to Montana and stuff … I don't know if you can remember this. Ula Ojiaku: Yeah, the Y2K bug… Rita McGrath: Oh my goodness…! Ula Ojiaku: It was a big sensation. Yeah… Rita McGrath: Apocalyptic – remember?! And yet, when the big moment came the year 2000. What happened? Well, nothing happened. Why did nothing happen? We looked at that early warning, and we said, whoa, if that happens, it's bad. And then so companies, prodded by their accounting firms, prodded by other security considerations invested billions in correcting that flaw. And so, that's an example of an early warning. And there are a couple of things to understand about early warning. So, the first important thing is, the measure of a good early warning is not, did it predict what happened. The measure of a good leading indicator is, did it help you prepare for what might happen? And so, I think that's a really important distinction, because we oftentimes, oh, you that didn't predict this or that. But that's not the point. The point is, did it help you think more broadly about what might happen so that you could be prepared? So, I think that's the first thing. The second thing to remember about leading indicators is they're often not quantitative in the way that we like to think about quantitative things. They're often qualitative. They often take the form of stories. And they often come from what are called unrepresentative parts of your mental ecosystem. So, you know, it's that person on the loading dock (saying to themselves), ‘this is, well, that's weird, a customer never asked for that before', or the person answering the phone, you know, in headquarters going, ‘Well, I don't understand why they need that information…' You know, it's those little anomalies or things that depart from business as usual, that are often the weak signals that you need to be paying attention to. Ula Ojiaku:  So, can you give us an example where you mean, I mean, of how we can go about choosing good leading indicators? Rita McGrath:  Well, in the book, I describe a technique that I use, which is you take a couple of uncertainties and juxtapose them on each other. And that gives you four or more you can do this for as many as you like, stories from the future, possibly a future that we could live in. And then depending on which one you want to think about, you say, ‘okay, I'm gonna write a headline as if it came from a newspaper story about that scenario. And I'm gonna work backwards and say, what has to be true for that headline to emerge.' So, take an example that's playing out right now, chronic and accelerating decline in birth rates in the United States. People are just deciding not to enlarge their families or not to start their families at all. And for very good reasons, you know, the level of social support for families is very low. Mostly women are bearing the burden. And very often women are the ones that make a large part of the decision about whether the family is going to grow or not. And so, we're facing a real baby bust. Well, if that's true, and we follow that along, well, what are some things that would be early warnings or indicators of what that world will be like? Well, you'll see a decline of working people relative to retired people, or people needing assistance, you'll see, you know, fewer kids with more resources to support them. So, the kind of baby Prince phenomena we saw in China. There are lots of things you can kind of work through. But once you say, ‘okay, I see a world with a million fewer children three years from now, than we would have expected well, okay, what now working backward? What does that tell us we need to be paying attention to today? Ula Ojiaku:  Yes, yes. That's a great example. And I wonder, though, so given all, you know, the research that has led to, and your experience as well, consulting with, you know, most of these large organizations, the case studies, you've come to witness and all that, what would you, what would be your advice to leaders of such organizations, you know, in terms of how they can better prepare themselves or equip themselves to recognize these inflection points, and lead effectively? Rita McGrath:  Well, I think the first principle is you have to be discovery driven. In other words, you have to be curious about what's going on. And if you're the kind of leader who (when) someone brings you a piece of information, and instead of treating it like a gift, you're like, oh no, you don't understand that's wrong. That's not the way the world works. If you're dismissive of information people are bringing you that's very dangerous. Because the information you need is not going to come from your lieutenants at headquarters, it's going to come from that guy on the loading dock. So, I think you want to think about establishing some kind of information flows, that go directly from where the phenomena are happening to your desk. So, as an example, a company I really admire is the German metal services company Klockner. And their CEO, Gisbert Ruehl was taking them through a digital transformation. And his big concern was not that they meant it, right? But that his lieutenants, his middle manager, cohort, would be so expert, and so experienced at the way business was, that they would just shut down these digital efforts. And he was very, very concerned about that. He said, well, I need some way of making my message heard directly to the people that are on the frontlines and I also need a way of hearing from them what's going on. So, he implemented Yammer, called non-hierarchical communication. And the deal was anybody in the company that had something he needed to know should feel comfortable sending him a note. And I'm told, I don't know this for a fact that I'm told that at headquarters, he had his instance of Yammer set up so that the lower the hierarchical level of the person, the higher it came in his newsfeed. Ula Ojiaku: Oh, wow. Rita McGrath: So, you know, I can talk to my lieutenants, anytime. Information I need is in the, you know, 24-year-old person who's just joined us with an engineering degree, who's looking at our manufacturing process for screwdrivers and saying, ‘Why do you do it that way? There must be a better way of doing this…' That's the information I really need and he set up a whole system to try to get that information to him, to himself. Ula Ojiaku:  Would you say there's a typical kind of leader with, you know, some certain characteristics that's best equipped to spot the inflection point, and you know, kind of lead the charge and get the organizations in line? Rita McGrath:  You know, I think it's more of the behavior, it's not the characteristics. So, I've seen charismatic, attractive, you know, movie star type CEOs be good at this. I've seen people you look at and you go ‘Really? He looks kind of like he slept in his clothes all night.' I've seen those people be good at it. So, you know, I think the differentiation is this, this hunger for new information, this curiosity, this relentless… ‘tell me again…' and ‘why was that and why was that?' It is this urgent need to really learn what's going on. And then and then putting yourself in the, in the context. So, one of the people I'm working with right now is a brilliant retail CEO, and everything. And one of the things he would do before hiring anybody into his senior team, is he would spend a day or two walking the stores, you know, and in his explanation to me was, ‘I want to see how they react to the stores. I want to see how they treat the people working in stores. I want to see what they notice, you know, I want to see if they notice that there's a thing out of array and I want to see how they are with me, like if they spend their whole two days in store visits, sucking up to me - that's not somebody I need, you know. And so, I think the best leaders along those lines are people who are relentlessly curious, bring people around them who are diverse, you know, you don't just want echo chambers of themselves. Ula Ojiaku:  True, true. You don't want ‘yes' men if you really want to make an impact really. Yeah, and how can I, as a person, train myself to also recognize these inflection points. Rita McGrath:  Well, it depends what the inflection point is. So, if it's a question of, you've been making nice steady progress in your career, and now you've hit some kind of ceiling and you just feel you're not growing or developing any more, then that choice is really okay, I need to… the way Whitney Johnson would put this, she's written a great book on this, “Disrupt Yourself”, right? You go up this S curve, then you need to make the decision if you're going to take on the J curve, right, which is the part below the S curve before you get into the next round of learning. So, that's a personal decision, really only you can make a decision like that. Then there are the cases where inflection points are thrust upon you. So you lose a job, your spouse has some setback, a family member has an urgent need that makes whatever you were doing before impossible. I mean, there's all kinds of outside things that can happen to you. Ula Ojiaku: Yeah… Rita McGrath: And I think the best way to try to look at those is. ‘is this a slingshot to a better future, potentially?' And you know, how many people have you talked to who got fired, and some years later say, ‘that was the best thing that ever happened to me, it shook me out of my complacency. It made me think differently.' And so, I think a lot of times, you know, we, it's very comfortable (staying) stuck in our ruts. And sometimes it takes a bit of a jolt to get us out of that. Ula Ojiaku:  That's a great one. Can I just ask you about so it's not really about your book, Seeing Around Corners, but this one is about the Entrepreneurial Mindset? Just one quick question. Because there's a quote, in your book, that book that says, you know, “the huge part of becoming an entrepreneurial leader is learning to simplify complexity, so that your co-workers can act with self-confidence.” That quote, it made me kind of be more conscious about, am I really making things simpler for my co-workers instead of, you know, rather than to enable us, you know, achieve the best that we could as a group? So why did you, make that quote and associate it with an Entrepreneurial Mindset? Rita McGrath:  Well, because if you make things complicated for people, there's maybe three responses, right? One is they'll start on whatever they start on, which is kind of random. And maybe they finish it, and maybe they don't, but it's really now you're leaving it to chance. Because if you give people more to digest than they can manage, you're going to get back some fraction of it. So that's one thing. Second thing that happens is, if it's too complex, a lot of times people will pick what they want to do, not have anything to do with the agenda that you want to set for the organization. And the third thing is there's just a laziness that comes from having things be complex. I know for myself, when I've had to do strategy statements for myself, or my business, it takes a long, long time to get it done into a few simple things. And each word has to mean something. So, as an example, some years back, I started a sister company. It's called Valize. And the strategy really is to its mission, its purpose for me, is to help organizations create innovation and transformation capability as the basis for shared prosperity. And that sounds really simple. That sounds really kind of ‘duh, that's not so grand, but I mean, the hours it took to get to that simplicity of statement. And then once you've got something like that, you can go back and you could say, okay, well, here's the thing that I'm being asked to do or think I'm thinking of, does it build capability? Yes. No. Does it build shared prosperity? Yes, no. Does it help organizations to help themselves? Yes, no. And it sorts out a lot of stuff means a lot of stuff we could do. But there are only a few things that really fit into that sweet spot of shared capability. So, having that simplification allows you to clear out a lot of the …, there are always wonderful options that you got to do things, right? And it's a question of abundance, you've usually got more great options than you could possibly exercise. So, picking the best ones is the challenge. Ula Ojiaku:  Wow, wow. I'm going to listen to this part again. You've mentioned some books already, like Andy Grove's, Only the Paranoid, I mean, Only the Paranoid survive. And you've mentioned the book, Disrupt Yourself… In addition to these books, and your wonderful suite of books, what other books would you recommend to the audience that you believe have influenced you that you'd recommend to the listeners that would help them you know, learn more about this topic? Rita McGrath: Oh, that's hard, because there's so many. Well, I love Safi Bahcall's Loonshots. I think that's a brilliant, brilliant book. And it really gets to the heart of how innovation actually happens rather than how we think it happens. I rather like Gary Hamel's and Michele Zanini's book, Humanocracy which has the basic question, you know, if you look at Instagram, or Twitter or any of these social platforms, you see these people who are just brilliant. I mean, they're creating incredibly creative stuff. And then we put them inside companies. And we insist that they do things by the rule, and we block all the creativity out of them. So, why do we do that? You know, I think that's a really great one. I'm very taken with Rebecca Henderson's, Re-imagining Capitalism in a World on Fire. Very, very brilliant. Roger Martin, When More is not Better. Just recently had a Julie Lythcott-Haims on my fireside chat program, which is and she's got a book called Your Turn, How to be an Adult”, which is, on a personal level, absolutely fascinating - really good book. I like Peter Sim's, Little Bets. You know, they're just so many I mean, I wouldn't even know where to where to start. Those are the ones that are sort of top of mind at the moment. Ula Ojiaku:  Okay. scribbling away as you're talking, and yeah, these all these would be in the show notes with the links to them. So that's great. Now, how can the audience reach you? If they want to, you know follow your work. Rita McGrath: The best place to start is my website, which is really ritamcgrath.com, that's easy. I have columns that I write for. They're currently going up on substack and medium. If you just search my name and or medium, you'll find me there. I do weekly, LinkedIn post, which goes to subscribers on LinkedIn. Also, that's all sort of good places to start. Ula Ojiaku:  Okay. Are you on social media? Rita McGrath:  Oh, yes. So yes. I'm on Twitter @RGMcGrath. And I'm on LinkedIn. Okay. I'm not on Facebook so much. But I have put things I post there, but I'm not really on it very much. Ula Ojiaku:  Okay. All right. That's, I mean, thanks for those. Now, let's wrap up any ask of the audience first? Rita McGrath:  I think we're in a remarkable moment, right now, you know, we've had so many of our previous habits and assumptions disrupted, that I think it would be a shame to lose, to lose all that and just go back to the way things were. So, I think it's an opportunity to reflect and to really think about, what kind of future do we want to build now that so many of our assumptions and institutions have been challenged, and we learned whole new tricks, we learned whole new ways to do things. Let's not just snap back to the way it was, let's think about inventing better. Rita McGrath:  Really, I think there's going to be great opportunity coming out of this current crisis and those who are thinking ahead will benefit from it. Ula Ojiaku:  Okay, great. Well, Rita, thank you so much for your time, and it's been a pleasure again, having you on the show. Rita McGrath: Thank you very much.

Roger L. Martin is Professor Emeritus at the Rotman School of Management at University of Toronto, where he served as Dean from 1998 to 2013, and as Institute Director of the Martin Prosperity Institute from 2013 to 2019. In 2013, he was named Global Dean of the Year and in 2017, he was named the world's #1 management thinker. He has published 11 previous books including, most recently, Creating Great Choices with Jennifer Riel; Getting Beyond Better with Sally Osberg; and Playing to Win with A.G. Lafley, which won the award for Best Book of 2012–13 by Thinkers50. He has written 28 Harvard Business Review articles. Martin is a trusted strategy advisor to the CEOs of many global companies and originally hails from Ontario, Canada.

Listen to a power panel from Ontario agriculture discuss balancing efficiency and resilience in agriculture. Mel Luymes chairs the panel of Crystal Mackay (Loft32), Dan Petker (Norfolk farmer), Dr. Alfons Weersink (University of Guelph), and Cher Mereweather (Provision Coalition) that unpacks what these ideas from Roger Martin mean for the agri-food industry. "When More Is Not Better", thoughts from Roger L. Martin, on farm resilience, presented at the virtual Midwest Cover Crops Council Conference on February 24, 2021. Roger Martin is professor emeritus and former Dean of the Rotman School of Management at the University of Toronto. He grew up in Wallenstein, Ontario where his family was active with an agri-business in the feed industry. "There is a trade-off between efficient and effective…we’ve been pushing efficiency so hard that it is now having counterproductive impacts on life, the economy, the environment." In agriculture, our attention naturally goes to bushels per acre, feed conversion efficiency, and other efficiency measures. But other proxies – profit per acre, soil organic matter, annual soil loss – are necessary to develop a holistic picture of whether our farm enterprises are pursuing efficiency at the expense of resilience. More information: https://rogerlmartin.com/ https://mccc.msu.edu/ https://soilsatguelph.ca/ https://www.headlands.ca/ https://loft32.ca/ https://provisioncoalition.com/ https://www.uoguelph.ca/fare/bios/f_weersink.html https://twitter.com/petkerfarm

Roger Martin, the world’s #1 management thinker, continues his conversation with Mel Luymes (Principal, Headlands Ag-Enviro) on the perils of obsessively pursuing efficiency in agriculture, and how agriculture can become more resilient. "When More Is Not Better", thoughts from Roger L. Martin, on farm resilience, presented at the virtual Midwest Cover Crops Council Conference on February 24, 2021. Roger Martin is professor emeritus and former Dean of the Rotman School of Management at the University of Toronto. He grew up in Wallenstein, Ontario where his family was active with an agri-business in the feed industry. "There is a trade-off between efficient and effective…we’ve been pushing efficiency so hard that it is now having counterproductive impacts on life, the economy, the environment." “There is a trade-off between efficient and effective…we’ve been pushing efficiency so hard that it is now having counterproductive impacts on life, the economy, [the environment]. Pushing things to the extremes leads to extreme outcomes.” In agriculture, our attention naturally goes to bushels per acre, feed conversion efficiency, and other efficiency measures. But other proxies – profit per acre, soil organic matter, annual soil loss – are necessary to develop a holistic picture of whether our farm enterprises are pursuing efficiency at the expense of resilience. More information: https://rogerlmartin.com/ https://mccc.msu.edu/ https://soilsatguelph.ca/

Greg wraps up his chat with Roger L. Martin, the author of “When More is Not Better: Overcoming America's Obsession with Economic Efficiency.” In part two, we find out who the 'super villains' are when it comes to the decline of middle- and lower-income families, if capitalism and democracy are mutually exclusive, and what entrepreneurs and companies can do to make the world a better place.

"When More Isn’t Better", thoughts from the world’s #1 management thinker, Roger L. Martin, on farm resilience, presented at the virtual Midwest Cover Crops Council Conference on February 24, 2021. Roger Martin is professor emeritus and former Dean of the Rotman School of Management at the University of Toronto. He grew up in Wallenstein, Ontario where his family was active with an agri-business in the feed industry. "There is a trade-off between efficient and effective…we’ve been pushing efficiency so hard that it is now having counterproductive impacts on life, the economy, the environment." Following the theme of his latest book, WHEN MORE IS NOT BETTER: Overcoming America’s Obsession With Economic Efficiency, Martin participated in a keynote conversation with Mel Luymes (Principal, Headlands Ag-Enviro) to discuss the perils of obsessively pursing efficiency in agriculture, and how integrative thinking can help agriculture become more resilient. “There is a trade-off between efficient and effective…we’ve been pushing efficiency so hard that it is now having counterproductive impacts on life, the economy, [the environment]. Pushing things to the extremes leads to extreme outcomes.” In agriculture, our attention naturally goes to bushels per acre, feed conversion efficiency, and other efficiency measures. But other proxies – profit per acre, soil organic matter, annual soil loss – are necessary to develop a holistic picture of whether our farm enterprises are pursuing efficiency at the expense of resilience. More information: https://rogerlmartin.com/ https://mccc.msu.edu/ https://soilsatguelph.ca/

It’s a joy to have Paule Genest (Jen-nes) on the show this week to talk about marketing. She is the founder and President of PGPR, specializing in coaching and growing your company’s communications, marketing, and public relations department, elevating your team to the next level.    Paule Genest is Co-Chair of WOW (Women of Water at the AWT- Association of Water Technologies). Over the past 35 years, Paule has worked in public, private, cooperative, and philanthropic. Her clients, and I, particularly appreciate her creative spirit, her human approach to business, her kindness, and her great ability to connect people and rally them around a common vision to promote the influence of targeted projects.     Furthermore, she is an adjunct professor at Université de Montréal and Université de Sherbrooke, she teaches Social Responsibility and Public Relations. She holds a bachelor's degree in administration and marketing and holds the PRP (Professional in Public Relations) and ARP (Accredited Public Relations Professional) designations.      Bottom line: Paule Genest is by far the best marketing person in the water treatment industry. Today, please listen to the things she shares with you, and if you do only one or two of them, your business’ marketing is going to be miles above everyone else’s. I urge you to start working on your marketing plan today.   Your roadside friend, as you travel from client to client.   -Trace    Timestamps:   Introducing Paule Genest, Accredited Public Relations Professional, Coach, Professor, and Co-Chair of WOW (Women of Water at the AWT- Association of Water Technologies) [6:50]  An introduction to marketing [12:49]  What KPIs should we look at in a marketing campaign? [25:08]  How to lead a great marketing meeting [27:00]  What are some of Paule’s favorite marketing campaigns? [32:21]  How to start marketing [36:05]  How to budget for a marketing campaign [39:50]  Lightning Round Questions [45:34]  James’ Challenge: “Calculate Holding Time Index (HTI) of a cooling tower.” [51:55]    Quotes:  “Anything that has helped me on my career path, I put on this show.” -Trace Blackmore  “Paule Genest is by far the best marketing person in the water treatment industry.” -Trace Blackmore  “Life without water is not a life, water is essential.” - Paule Genest  “All of us will be a “marketer” at some point in our lives.” - Paule Genest  “Research is at the heart of everything in marketing.” - Paule Genest  “If you don’t know your client’s needs, you cannot meet their needs. Take the time to listen.” - Paule Genest  “When we implement a strategy, it’s all about sharing the good news and learning from our mistakes.” - Paule Genest  “My favorite marketing campaigns move me; they make me cry or laugh.” - Paule Genest  “A brand is a promise.” - Paule Genest  “A step that is frequently overlooked, is the maturing of your launch. I stress soft launches with a small target audience to see if you hit your target. It gives you a chance to reassess, reinforce, or change your content.” - Paule Genest  “Be present and visible in the market.” - Paule Genest  “Return on investment and influence is key.” - Paule Genest  “We need to find a breakthrough idea and build around it. Stand out and be proud of what it is that you are and what you do.” - Paule Genest    Links Mentioned:  PGPR - Paule’s company  Foundation Maman Dion  Paule’s LinkedIn  Submit a Show Idea  Rising Tide MasterMind    Events:  Water Environment Federation Events - see their list of upcoming virtual events   Scaling Up + AWT Business Webinar - May 28th @11am EST   The Hang networking event- June 10th @6pm EST  AWT Technical Training    Books Mentioned:  Playing To Win - by A.G. Lafley and Roger L. Martin   Live Big: The Entrepreneur's Guide to Passion, Practicality, and Purpose - by Ajit Nawalkha  Stand Out: How to Find Your Breakthrough Idea and Build a Following Around It - by Dorie Clark  The Elin Hilderbrand Collection: Volume 2: Nantucket Nights and The Blue Bistro - by Elin Hilderbrand  Celeste Headlee - 10 ways to have a better conversation from TED Talks     

Welcome to the Scaling UP! H2O podcast, where we scale up our knowledge, so we don’t scale up our systems.  Today’s guest is TGWT (Tannin Guys Water Treatment) President & Chief Executive Officer located in beautiful Longueuil, Quebec, Canada, Louis-Philippe Cloutier. Louis has fifteen years of experience working as President, CEO, and Chairman of the Board at TGWT, and since TGWT started in 2005 he has been a knowledgeable and passionate advocate for using tannin in water treatment.   Louis has been honored with several awards and accommodations including Best Startup Award for TGWT, Sustainable Supplier Of The Year Award, and Eurêka Award Winner: Public and para-public categories.    Bottom line: Louis-Philippe Cloutier knows how to run a successful water treatment business and one of those keys to his success is using tannin.   Your roadside friend, as you travel from client to client.   -Trace    Timestamps:   Louis-Philippe Cloutier shares the history of tannin [6:40]  Tannin and food safety: FDA Approved, Organic Certified, and Kosher Certified [17:02]  Tannin chemistry [18:30]  Feeding the tannin [21:30]  Advantages switching to tannins, and operating parameters [24:08]  Why have you used tannin since 2005? [35:59]  What’s the strangest thing to happen to you since you started doing water treatment? [44:10]  Lightning Round questions [45:45]  James’ Challenge: “Question every chemical product you use at each location to ensure they are the best choice for the application.” [53:10]    Quotes: “Our purified tannin triples cycles in steam boilers. It reduces energy consumption and greenhouse gases.” - Louis-Philippe Cloutier  “Tannin is a natural extract. There are 3,000 species of tannin. The species we use comes from the bark of trees. It has to be purified to become a purified tannin.” - Louis-Philippe Cloutier  “Pressure. Temperature. Purification.” - Louis-Philippe Cloutier  “Tannin replaces your sulfite and your polymer/disbursement.” - Louis-Philippe Cloutier  “Tannin will interlink with the magnetites and form a thinner and more robust film on metal than the usual products.” - Louis-Philippe Cloutier  “Tannin is Green Chemistry. It is FDA Approved, Organic Certified, and Kosher Certified” - Louis-Philippe Cloutier  “It’s the best career out there. I don’t know why anyone would want to do anything else, other than water treatment.” - Trace Blackmore    Links Mentioned:  Louis Cloutier’s company, TGWT  Submit a Show Idea  Rising Tide MasterMind    Events:  Business Webinar - Adam Lean May 28th  AWT (Association of Water Technologies)     Books Mentioned:  Scaling Up - by Vern Arnish  Playing To Win - by A.G. Lafley and Roger L. Martin  

Economic growth demands a stable climate. So, what happens when that stability starts to erode? What becomes of our economy when it is too hot to go outside for six months of the year? Or, when the coastal cities of the world are no longer inhabitable? What does this mean for business? Climate change is a systemic risk to the global economy. However, it is a collective risk and, if we take collective action across industries and around the world, we can mitigate the worst effects of climate change. However, we must act quickly. In this episode, Host Gautam Mukunda speaks with Rebecca Henderson, one of 25 University Professors at Harvard and the author of Reimagining Capitalism in a World on Fire, and Spencer Glendon, an economist and senior fellow at Woodwell Climate Research Center, about saving the planet, the future of capitalism, advocating for good regulation and better government, and the idea of investing in the future without financial return. “If we decided we wanted to address climate change we couldn’t fix it, but we could absolutely ameliorate the worst effects before it’s too late. It’s not a technical problem. The problem is political will. The problem is persuading people that this is real, that it’s going to happen, [and] that it’s going to have immediate effects. If we can do that, then I am quite sure that we can address it.” — Rebecca Henderson “Climate change is a systemic risk to the entire economy and the entire financial system. You cannot diversify away from it. The pursuit of alpha in the face of this kind of risk is bizarre if you have financial holdings of any size or grandchildren.” — Rebecca Henderson Follow @GMukunda on Twitter or email us at WorldReimagined@nasdaq.com   Books Referenced: Reimagining Capitalism in a World On Fire, by Rebecca Henderson Fixing the Game: Bubbles, Crashes, and What Capitalism Can Learn from the NFL, by Roger L. Martin All We Can Save: Truth, Courage, and Solutions for the Climate Crisis, Edited by Ayana Elizabeth Johnson and Katharine K. Wilkinson Radical Hope: Ethics in the Face of Cultural Devastation, by Jonathan Lear   Guest Info: Rebecca Henderson is one of 25 University Professors at Harvard, a research fellow at the National Bureau of Economic Research, and a fellow of both the British Academy and of the American Academy of Arts and Sciences. Her research explores the degree to which the private sector can play a major role in building a more sustainable economy. Rebecca sits on the boards of Idexx Laboratories and of CERES. Her most recent publication is Reimagining Capitalism in a World on Fire, which was shortlisted for the FT/McKinsey 2020 Business Book of the Year Award. Spencer Glendon is working to make the consequences of climate change more vivid, intuitive, and useful. Collaborating with scientists, designers, technologists, and other concerned generalists like him, he founded the forthcoming initiative, Probable Futures, which will soon make local and global projections of heat, drought, wildfire, and other variables available, for free, to anyone in the world. Spencer is a pro bono consultant to many institutions and is a Senior Fellow at the Woodwell Climate Research Center. He has worked in Michigan, Chicago, Germany, Russia, China, and Boston. For many years he conducted and directed research at Wellington Management. He holds a BS in Industrial Engineering and a Ph.D. in Economics.

Wir haben Markus Andrezak und Sohrab Salimi zum gemeinsamen Gespräch mit Dominique und Tim eingeladen. Während Sohrab und Tim eher aus der Businessecke kommen, haben Markus und Dominique ihr Standbein in der Nutzer-Domäne. Aus dieser feinen Mischung entstand ein intensives Gespräch darüber, worauf Product Owner (mehr) achten sollten bzw. wie man beide Welten auch gut verbinden kann. Unser Flow war so gut, dass diese Episode ausnahmsweise mal etwas länger ist. Wir sind überzeugt, dass sich die Zeit lohnt, mit zwei solch ausgewiesenen Produktmanagement Experten und Trainern mal tiefer einzusteigen. So ging es auch intensiver in die Themen Change und Business Agility. Am Ende geben Markus und Sohrab ihre wertvollen Tipps, was man lernen, lesen und hören sollte, um gut in die Product Owner Rolle hineinzuwachsen oder in ihr besser zu werden. Ein toller Satz der hängen bleibt: "Agile Produktentwicklung gibt Dir Sicherheit im Vorgehen, um die Unsicherheit in den Anforderungen ertragen zu können". Diese Folge ist voll von solch starken Analogien und lebhaften Beispielen. Markus und Sohrab waren auch schon zu Beginn unseres Podcasts zu Gast. Ihre immer noch sehr lohnenswerten und oft gehörten Folgen legen wir euch daher zudem ans Herz: - Markus Andrezak in Folge 3: "Warum scheint die Product Owner Rolle so schwer zu sein?" - Sohrab Salimi in Folge 11: "Product Owner als Agile Leader" Im Gespräch nennen Sohrab und Markus eine Menge Quellen: - Eric Ries: Lean Startup - Alex Osterwalder & seine Arbeiten auf Strategyzer - Fallstudie MAN über "Agilität in der Automobilentwicklung" - HBR-Artikel "Embracing Agile" - Roger L. Martin: Playing to Win - How Strategy Really Works - Erika Hall: Just Enough Research - Claudia Kotchka bzgl. Design Thinking bei Procter & Gamble - Buch über Pixar von Ed Catmull: "Die Kreativitäts-AG - Wie man die unsichtbaren Kräfte überwindet, die echter Inspiration im Wege stehen" - Podcast mit Yvon Chouinar‪d‬ über die Geschichte von Patagonia - Buch von Reed Hastings: Keine Regeln - Warum Netflix so erfolgreich ist - Buch Clayton M. Christensen: The Innovator's Solution - Warum manche Unternehmen erfolgreicher wachsen als andere - Buch Clayton M. Christensen: The Innovators Dilemma - Warum etablierte Unternehmen den Wettbewerb um bahnbrechende Innovationen verlieren - Podcast How I build this von Guy Raz Wir freuen uns über Euer Feedback auf produktwerker.de, per Mail an podcast@produktwerker.de oder via Instagram, LinkedIn bzw. auf Twitter @produktwerker.

Roger L. Martin on Overcoming America’s Obsession with Economic Efficiency

What is the future of democratic capitalism? Roger Martin is a professor emeritus at the Rotman School of management at the University of Toronto, Thinkers50… The post Episode 229: Roger L. Martin – When More Is Not Better first appeared on Bregman Partners.

We are kicking off a new season with special guest, David Burkus. David is an author, professor, and keynote speaker who has been ranked as one of the world's top business thought leaders by Thinkers50.  Today I'm excited to share relevant and practical insights from his brand new book, Leading From Anywhere. You can purchase a copy here. In this episode, you'll learn: why different personalities aren't the secret to great remote teams, and how to leverage culture to spur performance, 3 ways to create remote meetings that actually hit the mark (hint: being funny doesn't always translate), forward thinking hiring practices for the future, why cutting yourself some slack right now is important; leading remotely is a skill, and takes time to build If you find this episode valuable, please subscribe and rate us on Apple Podcasts!     Important Elements of a Team Culture What I think was interesting was the elements of culture that mattered. When we talk about culture and when we think about a place like Google, we actually think about what Edgar Schein would call “artifacts of culture.” We think about the things that we can see, the rituals, the free food, the crazy office layouts…and we think that's culture. It turns out, Project Aristotle not only showed that it wasn't just culture, it was these specific elements of culture like whether or not people had a sense of impact and meaning in their job, whether or not they felt like they were a part of a team and that team was doing good, impactful work for the world, but especially for the company, whether or not there were clear expectations and whether or not people knew what to expect of each other on a team. The biggest one, and this was a surprise for an organization like Google, the predominant element of a thriving team culture was a sense of psychological safety, whether or not people felt free to express themselves fully, bring their whole selves to work, speak up when they have an idea that goes against the grain but could be valuable, and whether or not that team had interactions that were marked by a sense of trust and a sense of respect. Presence does not equal productivity. I think a lot of those calls stem from a misconception in the mind of too many leaders that presence equals productivity. When you're managing a remote team, you don't get the ability to see what time they come to the office, how late do they stay, how long are their lunch breaks and all these little things that actually have nothing to do with outcomes, but we use as a proxy – it's never been that good of a proxy, but it's easier to measure so we do it. And then when you flip to remote work, you trade presence for responsiveness. Google, Facebook, and other tech companies, right after Yahoo! started building these elaborate playgrounds of offices, the hidden agenda behind those was always to get people to get people [to come to the workplace] as much as possible on the assumption that they would not work more productively. And yet, distributing companies, companies that are marked by trust and autonomy have been outperforming them precisely because they're focused on outcomes and not necessarily activity and how much of it is being done on campus. Virtual Meetings and How You Can Make Them Better Host the meeting, but another person should handle the tech side of things. One, a lot of tech stuff is going to go wrong. When people are trying to figure out why they're on mute when their computer is telling them they ‘re not on mute and all that stuff, you don't need that to derail what you're doing. Second reason is you can have that other person watch you, your demeanor, the way you're interacting, what you say and how you say things so you'll learn how to have more respectful communication that resonates with your team. Allow for socialization before and after the meeting.     Links and Resources Connect with David: LinkedIn | Twitter https://davidburkus.com/ Leading from Anywhere: The Essential Guide to Leading Remote Teams by David Burkus Books by Peter F. Drucker Welcome to Management: How to Grow From Top Performer to Excellent Leader by Ryan Hawk The First 90 Days: Proven Strategies for Getting Up to Speed Faster and Smarter, Updated and Expanded by Michael D. Watkins The Opposable Mind: How Successful Leaders Win Through Integrative Thinking by Roger L. Martin

In this episode we talk with Roger L. Martin, Professor Emeritus of Strategic Management, and former Dean at the University of Toronto's Rotman School of Management. In 2017 Roger was named the world’s #1 management thinker by Thinkers 50, a global ranking of management thinkers. He’s written 28 articles for the Harvard Business Review and has published 11 books. Roger’s latest book, When More Is Not Better, analyzes society’s increasing inequality and the impact it has on democratic-capitalism. Today, we discuss: The idea that we are actually better off with things not being perfect. He’s talking about this from an economic perspective, but I believe this also applies to the individual. How over-emphasizing efficiency drives unequal distribution of the benefits of growth. How we as individuals can modify our behavior to influence how our economy looks and operates in the future. Roger and I discuss this from the perspective of citizens, consumers and educators. This is an episode that will get you thinking and talking – calling into question many of our societal and structural assumptions. For a complete transcript and links from this episode, please visit: https://whitneyjohnson.com/roger-martin/

A adaptação é um processo ou capacidade através da qual os sistemas podem mudar em resposta a algum evento dentro de seu ambiente. Os sistemas adaptativos complexos são sistemas compostos de múltiplos elementos diversos que são capazes de se adaptar e, portanto, podem evoluir ao longo do tempo. No enzimas de hoje trouxemos uma reflexão sistemas complexos adaptativos, baseada no livro “When More Is Not Better” de Roger L. Martin Mande a sua pergunta/dúvida por áudio ou escrito para o Whatsapp 31 996977104 ou no email osagilistas@dtidigital.com.br que responderemos no programa!

Filled with keen economic insight and advice for citizens, executives, policy makers, and educators, When More Is Not Better is the must-read guide for saving democratic capitalism. The post 341: When More Is Not Better with Author Roger L. Martin first appeared on Read to Lead Podcast.

Filled with keen economic insight and advice for citizens, executives, policy makers, and educators, When More Is Not Better is the must-read guide for saving democratic capitalism.

Sometimes we need to think differently. Kevin sits down with Roger L. Martin, author of When More is Not Better – Overcoming America's Obsession with Economic Efficiency. In his latest book, Roger explains how more is better for a while until we become obsessed. Roger and Kevin tackle leadership as it relates to models and working in silos. The job of a good leader is to not only encourage but make sure communication is happening across departments. Systems aren't complicated, just complex. We need to consider how things work together and have real discussions about the pieces of the puzzle for more robust decisions. Roger also shares the big picture of economic efficiency and how we as leaders and individuals play a role in the system. This episode is brought to you by… Unleashing Your Remarkable Potential, Kevin's free weekly e-newsletter. It's full of articles and resources to help you become a more confident and successful leader. Additional Leadership Resources Book Recommendations: When More Is Not Better: Overcoming America's Obsession with Economic Efficiency by Roger L. Martin Social Limits to Growth by Fred Hirsch Connect with Roger L. Martin: Book Website | Twitter Related Podcast Episodes: The Efficiency Paradox with Edward Tenner. Thinking Outside the Building with Rosabeth Moss Kanter. Reframing Problems with Thomas Wedell-Wedellsborg. Subscribe to the Podcast Don't miss an episode! Subscribe to this podcast through the options below. iTunes Stitcher TuneIn Soundcloud RSS Or your favorite podcast app. Join Our Facebook Group Join our Facebook community to network with like-minded leaders, ask us questions, suggest guests and more. We welcome your wealth of experience and hope you will join us in sharing it with others on their leadership journey. You can join the group here: facebook.com/groups/RemarkableLeadershipPodcast/

Roger L. Martin, Professor Emeritus at the Rotman School of Management at University of Toronto, discusses his book "When More Is Not Better: Overcoming America's Obsession With Economic Efficiency." Hosts: Carol Massar and Jason Kelly. Producer: Doni Holloway. Learn more about your ad-choices at https://www.iheartpodcastnetwork.com

Roger L. Martin, Professor Emeritus at the Rotman School of Management at University of Toronto, discusses his book "When More Is Not Better: Overcoming America’s Obsession With Economic Efficiency." Hosts: Carol Massar and Jason Kelly. Producer: Doni Holloway.

My guest today is Roger L. Martin, a Professor of Strategic Management, Emeritus, at the University of Toronto's Rotman School of Management, where he served as Dean (1998–2013) and as Director of the Martin Prosperity Institute (2013–2019). In 2017 Thinkers50 named him the world's #1 management thinker. The topic is his book When More Is Not Better: Overcoming America's Obsession with Economic Efficiency. In this episode of Trend Following Radio we discuss: Economic Stagnation Economic Growth Political Change in America Machine Economy 2020 Economic Efficiency Monopolies Jump in! --- I'm MICHAEL COVEL, the host of TREND FOLLOWING RADIO, and I'm proud to have delivered 10+ million podcast listens since 2012. Investments, economics, psychology, politics, decision-making, human behavior, entrepreneurship and trend following are all passionately explored and debated on my show. To start? I'd like to give you a great piece of advice you can use in your life and trading journey… cut your losses! You will find much more about that philosophy here: https://www.trendfollowing.com/trend/ You can watch a free video here: https://www.trendfollowing.com/video/ Can't get enough of this episode? You can choose from my thousand plus episodes here: https://www.trendfollowing.com/podcast My social media platforms: Twitter: @covel Facebook: @trendfollowing LinkedIn: @covel Instagram: @mikecovel Hope you enjoy my never-ending podcast conversation!

American democratic capitalism is in danger. How can we save it? For its first two hundred years, the American economy exhibited truly impressive performance. The combination of democratically elected governments and a capitalist system worked, with ever-increasing levels of efficiency spurred by division of labor, international trade, and scientific management of companies. By the nation’s bicentennial celebration in 1976, the American economy was the envy of the world. But since then, outcomes have changed dramatically. Growth in the economic prosperity of the average American family has slowed to a crawl, while the wealth of the richest Americans has skyrocketed. This imbalance threatens the American democratic capitalist system and our way of life. World-renowned business thinker Roger Martin starkly outlines the fundamental problem: We have treated the economy as a machine, pursuing ever-greater efficiency as an inherent good. But efficiency has become too much of a good thing. Our obsession with it has inadvertently shifted the shape of our economy, from a large middle class and smaller numbers of rich and poor (think of a bell-shaped curve) to a greater share of benefits accruing to a thin tail of already-rich Americans (a Pareto distribution). With lucid analysis and engaging anecdotes, Martin argues that we must stop treating the economy as a perfectible machine and shift toward viewing it as a complex adaptive system in which we seek a fundamental balance of efficiency with resilience. To achieve this, we need to keep in mind the whole while working on the component parts; pursue improvement, not perfection; and relentlessly tweak instead of attempting to find permanent solutions. Bio: Roger L. Martin is Professor of Strategic Management, Emeritus, at the University of Toronto’s Rotman School of Management, where he served as Dean (1998–2013) and as Director of the Martin Prosperity Institute (2013–2019). In 2017 Thinkers50 named him the world’s #1 management thinker. In this episode of Trend Following Radio: Economic Stagnation Economic Growth Political Change in America Machine Economy 2020 Economic Efficiency Monopolies

In episode 19 of the Employer Content Marketing Pod, with Chris Le'cand-Harwood, we chat about how employers can adapt and succeed in a decade kick started by crisis. We've seen organisations going through radical transformation because of Coronavirus. Pivoting, moving online, working from home and keeping employees motivated. How can organisations adapt and succeed in a decade kickstarted by crisis? And how can they use internal and external marketing to succeed? Big questions. That's why I'm super happy to have Gavin Russell on the chat today. He's author of the Transformation Timebomb: 150 practical business adaptations for the digital age. Topics covered in this episode: Investors valuing meaning and purpose more than profit and the implications for the brand circle [employer, consumer, and corporate]. What does authenticity really mean to stakeholders How recruitment should be more about enabling careers rather than filling vacancies Recruiting talent based on future impact, not past performance How a marketing mindset can add value in recruitment What should you put on your agenda in your next meeting? Links to things we discussed in this episode: The Transformation Timebomb by Gavin Russell: https://www.gavinrussellconnect.com/transformation-timebomb Who Cares Wins: Why good business is better business, by David Jones: https://www.amazon.co.uk/dp/0273762532/ref=cm_sw_em_r_mt_dp_Cz2tFbWMACQQF Fixing The Game, by Roger L Martin: https://rogerlmartin.com/lets-read/fixing-the-game What Next are doing on Instagram: https://www.instagram.com/lifeatnext/ The Netflix podcast run by employees: https://jobs.netflix.com/podcast Thanks for listening. Chris Le'cand-Harwood Social Media & Content Marketing Strategist Host of the Employer Content Marketing Podcast www.lch.social --- Send in a voice message: https://anchor.fm/employercontentmarketing/message

Roger L. Martin is Professor Emeritus of Strategic Management, at the University of Toronto's Rotman School of Management, where he served as Dean (1998–2013) and as Director of the Martin Prosperity Institute (2013–2019). In 2017 Thinkers50 named him the world's #1 management thinker. In this podcast with Martin Reeves, Chairman of the BCG Henderson Institute, he discusses insights from his new book, When More is Not Better, which analyzes the growing inequality in American society as a threat to the democratic-capitalism underpinning its historical success. Martin posits that treating the economy as a machine and over-emphasizing efficiency drives this inequal distribution of the spoils of growth. The book advocates the alternative metaphor of the economy as a complex adaptive system that encourages a new set of behaviors from business executives, politicians, educators and citizens - which could sustain democratic capitalism. *** About the BCG Henderson Institute The BCG Henderson Institute is the Boston Consulting Group's think tank, dedicated to exploring and developing valuable new insights from business, technology, economics, and science by embracing the powerful technology of ideas. The Institute engages leaders in provocative discussion and experimentation to expand the boundaries of business theory and practice and to translate innovative ideas from within and beyond business. For more ideas and inspiration, sign up to receive BHI INSIGHTS, our monthly newsletter, and follow us on LinkedIn and Twitter.

Are you playing the game or are you playing to win? Chances are your competitors are doing the latter. Develop a winning strategy for your company, business unit, or new product launch with former Procter & Gamble CEO A.G. Lafley and co-author, Roger L. Martin’s recipe for success. Lafley and Martin lay out the simple steps of strategy in the form of five questions, the most important of which are “Where to play?” and “How to win?” Once those decisions are made, develop the core capabilities and management systems to support them. Use this book summary as a guide to set a competitive business strategy and distinguish your organization from others.

Will's guest on this episode is Brad Killaly, Associate Dean for the Full-Time and Global MBA Programs at the University of Michigan Ross School of Business and Faculty member in the Department of Strategy. In this episode, Will and Brad discuss strategy making and what role it should play in the life of an organization. If you are interested, Will and Brad refer to an article in the Harvard Business Review entitled, "The Big Lie of Strategic Planning" by Roger L. Martin, which can be found here.

I’m geared up to welcome our guest for today, Justin Christianson. He is the  Co-founder and President of Conversion Fanatics, a full-service conversion rate optimization company helping companies like Burt's Bees, RenewLife, PaleoValley, Lumber Liquidators, Ministry Of Supply and many more increase conversions and marketing performance by 30% to 1850%.   As a former bull rider, Justin has always had a knack for accomplishing the impossible, and he is now solving one of the biggest problems facing marketing, which is conversion rate. He found early on in his career that split testing is the key component to helping clients connect with their audience, and this, in turn, has helped 200 of his clients generate over 100 million dollars in additional revenue.   Aside from all this, Justin is also the number one best selling author of the Conversion Fanatic: How To Double Your Customers, Sales & Profits With A/B Testing, and he’s currently a contributor at Forbes.   In today’s episode, Justin and I talk about digital marketing, conversion rates, and even psychology! He also shares with us his journey from network marketing to setting up his own business.   Episode Highlights: ●       Justin Talks About His Marketing Journey of Almost 20 Years and Shares Why Numbers Play an Important Role in His Work [2:23] ●       Understanding Trends on Human Behaviour Through the Lens of Marketing [7:26] ●       Do All Companies Care About Demographic Data?[12:50] ●       Key Strategies for Businesses During and After a Pandemic [15:06] ●       Actionable Marketing Strategies for Business Growth [23:28] ●       Book Recommendations [26:58]   AND MUCH MORE!   Resources Mentioned In This Episode: ●       If you are a future or aspiring business leader who wants to achieve the next level of success in your profession, get started by getting my FREE video short course: The Secret to Unleashing Your Top 1 Percent. ●       Learn more about Justin and his company through their website conversionfanatics.com. ●       Grab a copy of Justin Christianson’s book Conversion Fanatic: How To Double Your Customers, Sales & Profits With A/B Testing on Amazon. Backed up by real-world case studies, Conversion Fanatic shows you how to convert more website visitors into paying customers faster and at a lower cost than your competition. ●       Connect with Josh: o   Facebook o   Twitter o   LinkedIn o   Instagram o   YouTube ●       Book Recommendations: o   Playing to Win: How Strategy Really Works by A.G. Lafley and Roger L. Martin o   Influence: The Psychology of Persuasion by Robert B. Cialdini o   The Richest Man in Babylon by George S. Clason o   The Ultimate Gift by Jim Stovall o   The Four Agreements: A Practical Guide to Personal Freedom by Miguel Ruiz   Quotes:   “I just like the psychology of what makes people tick.” “The numbers don’t lie if you're looking at the numbers from a right perspective.” “Everybody is in the people business.” “It’s understanding that trade-off, where you’re actually going, and who’s making the decision.” “The only two reasons why people buy is to avoid pain or gain pleasure.”   Ways to Subscribe to The Top One Percent:   Apple Podcast Stitcher PlayerFM Podtail

Hopefully, your company has defined its core values. But what does it actually take to live and operate by those values? How can you make sure that they’re meaningful to your employees as well as to you? Making this happen will mean all the difference. Brad Herrmann is the founder and president of Call-Em-All, an automated calling and group texting company that provides solutions to over 15,000 clients ranging from small and medium-sized businesses, to large corporations, membership organizations, community groups, and individuals. With accolades from Inc., Forbes, and more, Call-Em-All is regarded as one of the best places to work in the country. This is in no small part due to Brad’s passion for value-driven leadership and healthy work-life integration. In this interview, I ask Brad what he’s done to create such an amazing work culture at his company. Much of this, Brad admits, comes from being open to the influence of other great companies that have already created a wonderful culture of their own. He also discusses what you can do to measure the culture of your company so you can know what’s going well and where improvement is needed. Brad also shares what he has done to develop his company’s core values in a way that makes all his employees feel heard and supported.  How do you include your employees in supporting your company’s core values? Let me know in the comments on the episode page!   In this episode: Identifying the difference between a good and bad work culture Why you should take your employees on a field-trip to visit another company How you can actually measure the impact of your company’s culture  Developing core values that incorporate the values of your employees, not just management How to define success in ways that go way far beyond just profits   Quotes: “Lots of companies have found that from just going to visit with another company and asking questions you can learn so much…. You can learn a lot just by being curious and exploring.” [10:27] “You’ll know that your culture is strong when your employees challenge you -- the founder or the leader of the company -- on your core values. That’s how you know you’re getting it right, when the values are bigger than you.” [14:54] “When we look at making a positive impact, my biggest thing is if I can have a positive impact on not just people, but families.” [21:40] “If you just truly care about people, they’ll run through a brick wall for you. That’s not that hard. It shouldn’t be that hard and you get these long-term advantages from it.” [30:20]   Links: Find Brad online Follow Brad on Twitter | Linkedin   Playing to Win by A.G. Lafley & Roger L. Martin Small Giants Tasty Catering Officevibe The Five Dysfunctions of a Team by Pat Lencioni Death by Meeting by Pat Lencioni Tugboat Institute   Check out the full episode post here Tell Studios Follow us on Facebook | Vimeo | Instagram

Discussing how we make stuff now? with @Julespieri Work 2.0 Podcast #FutureofWork #Work2dot0 #Podcast In this podcast Jules Pieri talks about her book on "How we make stuff now". She shares some of the best practices as shared by many creators and their manufacturing journey. This conversation is great for anyone looking to see how a creative designers and creators could leverage this new reality of manufacturing revolution. Jules's Recommended Read: The Opposable Mind: How Successful Leaders Win Through Integrative Thinking by Roger L. Martin https://amzn.to/2WdSZ41 Founders at Work: Stories of Startups' Early Days 1st Corrected ed., Corr. by Jessica Livingston https://amzn.to/2Q7l2wm Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity by Kim Scott https://amzn.to/2w2DcWS Jules Book: How We Make Stuff Now: Turn Ideas into Products That Build Successful Businesses by Jules Pieri https://amzn.to/2Ecu0Ui Podcast Link: iTunes: http://math.im/jofitunes Youtube: http://math.im/jofyoutube Jules's BIO: Jules Pieri is Co-founder & CEO of The Grommet, a site that has launched more than 3,000 innovative consumer products since 2008. The company's Citizen Commerce™ movement is reshaping how products are discovered, shared, and bought. Jules started her career as an industrial designer for technology companies and was an executive at Keds, Stride Rite, and Playskool. The Grommet is her third startup, following roles as VP at Continuum and President of Ziggs. In 2017, Ace Hardware acquired a majority stake in The Grommet. She was named one of Fortune's Most Powerful Women Entrepreneurs in 2013 and one of Goldman Sachs' 100 Most Interesting Entrepreneurs in 2014. She is an Entrepreneur in Residence Emeritus at Harvard Business School and an investing partner at XFactor Ventures. About #Podcast: Work 2.0 Podcast is created to spark the conversation around the future of work, worker and workplace. This podcast invite movers and shakers in the industry who are shaping or helping us understand the transformation in work. Wanna Join? If you or any you know wants to join in, Register your interest by emailing: info@analyticsweek.com Want to sponsor? Email us @ info@analyticsweek.com Keywords: Work 2.0 Podcast, #FutureOfWork, #FutureOfWorker, #FutureOfWorkplace, #Work, #Worker, #Workplace,

In February 2015, Roger L. Martin joined us to talk about innovation, incentive, and inspiration. This is the stuff that drives teams to face the most complex, stubborn challenges with surprising and creative solutions.That episode quickly cemented itself as one of our most listened-to episodes in the nine years that we have been producing this show. Roger effortlessly demonstrates the kind of approach to change that has become foundational to our work at Teibel Ed. We're not solving problems, we’re navigating uncertainty.In his time as Dean of the Rotman School at the University of Toronto, he managed to enroll his best educators to help him solve a seemingly intractable recruiting challenge. The story he tells of this experience is at once bold and charming, and it carries our central message this week: what does it mean to be part of the solution, not part of the problem?Professor Martin's work in Harvard Business Review, "The Rise — and Likely Fall — of the Talent Economy," lays out the case for the disconnect of high salaries to performance in knowledge work. But can the same case be made for the impact of significant financial goals on cultivating our best creative solutions from our most engaged and willing teams?From Howard Teibel's work with institutions in administrative and academic reviews and Professor Martin's work as an academic and business leader comes a conversation that addresses the competencies of our teams, inspiring our best players to do their best work in the face of the significant challenges before them.Links & NotesRoger L. Martin — rogerlmartin.com@RogerLMartin — Twitter"The Rise (and Likely Fall) of the Talent Economy" — hbr.org"What Threatens the Talent Economy" — Innovation HubAbout Roger L. MartinProfessor Roger Martin is a writer, strategy advisor and currently #1 ranked management thinker in the world. He is the former Dean and Institute Director of the Martin Prosperity Institute at the Rotman School of Management at the University of Toronto in Canada.

Introducing Seeing I to I, a show about Innovation and Integration.  In this episode, we discuss what we mean by innovation and integration, and why these are vital skills to master for living a life full of purpose, meaning, and growth.   Join our Facebook group: https://www.facebook.com/groups/seeingitoipodcast/ Follow us on Twitter: https://twitter.com/SeeingItoI Follow us on YouTube: https://www.youtube.com/channel/UCUaJOwIVpgeLCtt--ZgbrDA     Show notes: Peter Diamandis on Massively Transformative Purpose: https://youtu.be/nrr0Gq65yGQ Bold: https://www.diamandis.com/bold   Vaclav Smil on Thomas Edison and the development of the electric grid:Energy and Civilization: A History: https://mitpress.mit.edu/books/energy-and-civilization   Harry Potter and the Order of the Phoenix quote: https://youtu.be/fEOuMCd5e9I?t=231   Recommended resources:   The Opposable Mind: How Successful Leaders Win through Integrative Thinking, by Roger L. Martin: https://rogerlmartin.com/lets-read/the-opposable-mind “How Successful Leaders Think” on Harvard Business Review: https://hbr.org/2007/06/how-successful-leaders-think How to Think Like Leonardo da Vinci: Seven Steps to Genius Every Day, by Michal J. Gelb: https://www.amazon.com/How-Think-Like-Leonardo-Vinci/dp/0440508274  

This podcast opens a five-part podcast series on Shakespeare’s Problem Plays. These are plays where the structure of comedy ends the plays; i.e. everyone gets married at the end of the day. Yet these were really not happy endings. Equally they are not tragedies either. Usually in the middle is some very dark part, which tests the reader, play-goer or listener with some very difficult subjects. The five we will consider for the remainder of this week are “All’s Well That Ends Well”; “Troilus and Cressida”; “Measure for Measure”; “The Winter’s Tale”; and finally, “Timon of Athens”. In “All’s Well That Ends Well” Helena is a low-born ward of a French-Spanish countess. She chases Bertram across Europe, sends another woman into bed with him and then captures his heart by all this aggressive stalking. Yet Helena is largely broken by Bertram’s actions.   I thought about All’s Well That Ends Wellwhen I read a recent article in the Harvard Business Review (HBR) by Roger L. Martin, entitled The High Price of Efficiency. In this article, he posited that the relentless pursuit of business process efficiency can actually make an organization less resilient. As they become less resilient, they are more at risk for a catastrophic failure or a likelihood of a control failure which could lead to something akin to a major ethical violation or even legal violation such as under the Foreign Corrupt Practices Act (FCPA). The points adapted for compliance are: 1. The first is to limit scale.  2. The second is to introduce friction. This is the situation where a company creates an artifice so clean that if something untoward enters the system, it can wipe it out. You should is to bring in someone from the outside to review your compliance program on a two- or three-year basis, to provide an outside perspective but also put some sand in your shoes at times.  3. The third prescription should be high on every Chief Compliance Officer’s (CCO’s) game plan. It is to “create good jobs.” 4. CCOs must also work to teach resilience in their organizations.   Tomorrow, Troilus and Cressida.  Learn more about your ad choices. Visit megaphone.fm/adchoices

I follow Matt since years. he has a couple of great books out, his latest one possibly being the top pick. It is called "Winning the brain Game". In "Winning the brain Game", Matt explains 7 fundamental flaws of the brain which hold us back from being the best problem solvers we could be. He describes how he discovered them, gives explanations from the fields of psychology and neuro science and finally gives hints on fixes for these flaws.  I discovered Matt by means of a different book he wrote quite a couple of years ago. The book was called "The laws of subtraction" in which he gave structure on how to make things simpler and how to address that problem. At the time I headed a product which was really a complicated mess and the book helped me think through several of the problems I had at the time and I have it in find memories.  Matt comes up with the following categories of flaws:  "Misleading", which contains the flaws of Leaping (jumping to the first best, shallow solution), Fixation (being stuck on the first best idea) and Overthinking (not getting into a state of delivery at all. Then there is Mediocre with Satisficing (giving in to a half baked solution and not pulling through) and Downgrading (no, it's not so important to hang in and we didn't mean to reach that level at all) And finally there is Mindless with the flaws "not invented here" (if it's not my idea, I won't listen) and Self-Censoring (It's my idea, it can't be good).   So, again: Misleading Leaping Fixation Overthinking Mediocre Satisficing Downgrading Mindless Not Invented Here Self-Censoring Also, expect a definition of Strategy and a little gossip on how one of the greats, Roger L. Martin, thinks on Strategy. Also really useful for me was a description of the value of frameworks as a way of describing ways to work with tools in a non sequential, non linear way and still feel comfortable and having a feeling of progress in highly abstract knowledge work. Another Gem for me was the framing of "assumptions" as "What has to be true? Given our strategy, what has to be true in our industry for it to work out? What has to be true for our org structure? What has to be true about what our customer really values? What about our cost? And what has to be true about our capabilities? Answering that questions opens a space right between the questions of "What is true?" and "What might be true" and help us thinking much more open about these issues. Show Notes "True Strategy os not about a plan, it is not about analysis. True strategy s about choice making." "There’s a lot of talk about thinking outside of the box, And I’m here to tell you there’s an awful lot of space inside of the box, if we think about the box in the right way." "When people say „culture eats strategy for lunch, what they’re basically talking about is when you march out a plan of action without having the buy-in or the input of those being in some sort responsible for deploying that strategy, the Status quo will defeat that plan.“ "(Culture)  does not eat for breakfast a great set of winning choices that answer - “what’s our winning aspiration?“, - "where will we play?“, - "how will we win?“,- "what capabilities do we need?“ and- "What systems are required?“ "The brain works very efficiently if there's some sort of limit. But you make that limit smart and intelligent. Just enough so that there's guidance but not prescription." Matt's Mantra  "What appears to be the problem, isn't. What appears to be the solution, isn't. What appears to be impossible, isn't" "I think the key to able to think differently is to be able to reframe problems" "They (Toyota) are a very innovative company. They implement close to a million ideas per year, all across the organization." On Lean in the Toyota Way "A lot of what we see on the surface as Lean, what really drives it (and can't be seen) is creativity. To have someone who puts on a windshield improve that work. And that's something that took me 4 years to understand." "One of the training programs was called "Jobs Methods Training". And they introduced the concept of continuous improvement: Little ideas, implemented as quickly as possible as near to the frontline as you possibly can. It was aimed at the supervisor level. Among those was a guy called Deming."   "Until this day, you will not find a Lean Thinking program at Toyota. You will find Toyota Business Process, before that it was PDCA." "I often get the question on what is the difference between continuous improvement and radical innovation. And it really is just a matter of scope, scale & magnitude. The process is the same. The problem solving process is the same" It's all problem solving. "Do I teach Lean? Yes, I do tech Lean Thinking. But looks an awful lot like Design Thinking."  "In an ideal world, all this stuff (Design Thinking, Agile, Lean Startup. Lean, etc.) would just be called problem solving." "A neuroscientist will tell that there are only two ways that human beings solve problems. Just two. One is the conscious way. And one is the unconscious way." What is creativity?   "The best that you can do is to steep yourself in the problem so that you have as best an understanding as you possibly can. And then simply take a break. Just take a break. because that gives the hippocampus time to make the connections that we call the term creativity. Creativity is nothing more than the mash up  of certain elements, connections, criteria and memories that all boil up into that sudden burn of neuro chemical reaction that we term creativity: The Eureka moment." "Hansei (Reflection) in Japan is a huge part of a Childs upbringing. It's an after action review: What did you expect to happen? What did actually happen? And what accounts for the difference?" "First of all, Roger (Martin) would say that strategy is not a plan. … he would tell you the distinction is meaningless between Strategy and execution. … Essentially strategy has to cascade down onto every individual." Finally   I hope this conversation was as much fun for you as it was for me and you could take away as much as I did. And I hope you could hear just how much fun I had!  And honestly I got a little stuck taking down notes for the show notes. It was just just too much good stuff and gems in it! To me, it was a blast! Make sure you look up the Canvases that Matt talked about. There are links in the show notes. Also make sure to read Matt's last book "Winning The Brain Game"! Also, the earlier ones are worth the money and time! And maybe, look out for a conference close to you were you might meet him or me or both of us for some chat and a hefty dose of problem solving .  I say thanks for listening in again. If you liked it, spread the word and recommend this show to your friend, colleagues and ,maybe your boss and leave a review! If you didn't like it, please tell me how to improve!  And let's all remember the Mantra:   "What appears to be the problem, isn't. What appears to be the solution, isn't. What appears to be impossible, isn't" Thanks again and hear you in a couple of weeks!  Links Matthew E. May's Website Matt's latest book - "Winning The Brain Game" Matt's book "The Laws of subtraction" Matt's book "The Elegant Solution -Toyota's Formula for mastering Innovation" Matt's "Playing To Win" Strategy Canvas Matt's "Lean Learning Loops" Canvas Roger Martin's "The Design Of Business" - a book I often mention in my work and trainings. It is also mentioned during this conversation. - Roger L. Martins book "Playing To Win", in which he describes Strategy as the choices as discussed during this conversation. 

In this podcast Jennifer Harris (@JenniferRiel) sat with Vishal (@Vishaltx from @AnalyticsWeek) to discuss her book "Creating Great Choices: A Leader’s Guide to Integrative Thinking". She sheds light on the importance of integrating thinking in generating long lasting solutions. She shared some of the innovative ways business could get to creative problem solving that prevent bias and isolation and brings diversity in the opinion. Jennifer also spoke about the challenges that tribalism brings to the quality of decision making. This conversation and her book is great for anyone looking to create a futureproof organization that takes measured decision for effective outcome. Her Book Link: Creating Great Choices: A Leader's Guide to Integrative Thinking by Jennifer Riel (Author), Roger L. Martin (Author) https://amzn.to/2JGeljS Jennifer's Recommended Read: Pride and Prejudice by Jane Austen and Tony Tanner https://amzn.to/2MbHkeb Thinking, Fast and Slow by Daniel Kahneman https://amzn.to/2sNzgbt The Righteous Mind: Why Good People Are Divided by Politics and Religion by Jonathan Haidt https://amzn.to/2xUZFZD Give and Take: Why Helping Others Drives Our Success by Adam M. Grant Ph.D. https://amzn.to/2xYtWHa Podcast Link: iTunes: http://math.im/jofitunes GooglePlay: http://math.im/jofgplay Here is Jennifer's Bio: Jennifer Riel is an adjunct professor at the Rotman School of Management, University of Toronto, specializing in creative problem solving. Her focus is on helping everyone, from undergraduate students to business executives, to create better choices, more of the time. Jennifer is the co-author of Creating Great Choices: A Leader’s Guide to Integrative Thinking (with Roger L. Martin, former Dean of the Rotman School of Management). Based on a decade of teaching and practice with integrative thinking, the book lays out a practical methodology for tackling our most vexing business problems. Using illustrations from organizations like LEGO, Vanguard and Unilever, The book shows how individuals can leverage the tension of opposing ideas to create a third, better way forward. An award-winning teacher, Jennifer leads training on integrative thinking, strategy and innovation at organizations of all types, from small non-profits to some of the largest companies in the world. About #Podcast: #JobsOfFuture podcast is a conversation starter to bring leaders, influencers and lead practitioners to come on show and discuss their journey in creating the work, worker and workplace of the future. Want to sponsor? Email us @ info@analyticsweek.com Keywords: #JobsOfFuture JobsOfFuture Jobs of future Future of work Leadership Strategy

Shownotes and links for this episode can be found at http://sarahsantacroce.com/episode58 Conventional wisdom tells us that networking is about working a room and winning the most business cards. But does the traditional model truly promote authentic connections that will last long-term? Is there a better way to approach networking that builds deeper relationships faster—in a setting where introverts can thrive? David Burkus is a best-selling author and associate professor of leadership and innovation at Oral Roberts University. His is also a sought-after speaker, delivering keynotes for Fortune 500 companies as well as military leaders at the US Naval Academy and Naval Postgraduate School. In 2017, David was named as one of Thinkers50’s top thought leaders in business, and he is a regular contributor to Harvard Business Review. Today, David shares his journey to becoming a non-fiction writer, discussing what inspired him to use storytelling to write about the social sciences. He explains how book sales fuel the speaking engagements that make up the majority of his revenue. David describes the idea behind his latest book, Friend of a Friend, and its aim to redefine what it means to network. Listen in for David’s insight on shared activity as a powerful alternative to traditional networking and learn how introverts can thrive in a model that supports deeper connection! *** Become a VIP of my community Be the first to know whenever I release a new podcast or host a special webinar for introverts. And as a welcome present get my '4-part Guide 'How Saying 'NO' Can Help You Grow! http://sarahsantacroce.com/sayno/ *** In this episode you’ll learn… David’s inspiration to use storytelling to write about the social sciences. How books sales fuel the speaking engagements in David’s business model. Why David looks forward to the performance aspect of his work as a writer. David’s insight on reading as an important part of a writer’s job. David’s challenge around collaborating with others during the editing process. How typical networking advice books contradict the principles of social science. David’s aim to redefine what it means to network. The idea of a shared activity as a powerful alternative to traditional networking. How multiplexity supports people in building deeper connections faster. David’s practice of sharing the best part of his day with his kids. How David leverages Contactually to maintain connections with his database. How The Opposable Mind helped David develop a new approach to decision-making. Other links and resources mentioned in this episode: David’s Website David on Twitter David on Facebook David on LinkedIn Friend of a Friend: Understanding the Hidden Networks That Can Transform Your Life and Your Career by David Burkus David’s Books David’s TED Talk The Tipping Point: How Little Things Can Make a Difference by Malcolm Gladwell Elizabeth Gilbert Susan Cain LinkedIn Local Contactually The Opposable Mind: How Successful Leaders Win Through Integrative Thinking by Roger L. Martin Creating Great Choices: A Leader’s Guide to Integrative Thinking by Jennifer Riel and Roger L. Martin Sarah’s Book List Donate to the IBG Podcast Thanks for listening ! Thanks so much for listening to this episode. If you enjoyed it, I would be super grateful if you'd share it using the social media buttons you see at the bottom of the post. And if you don’t have it yet, get your free 4-step Guide on How to Say no to Grow. You'll be added to my list as well so I can share the latest episodes and other introvert related resources with you. Also, please leave a review on iTunes. I'm told that they really matter so if you'd take a minute I'd appreciate it. And finally, don’t forget to subscribe to the show on iTunes or on Android to get notified for all my future shows. Warmly Sarah

In this podcast Steve Goldbach & Geoff Tuff from Deloitte sat with Vishal to discuss their recently release book "Detonate". They shared their insights on a cleaner way to create strategies for a future proof and transformation friendly organization. Their tactical suggestions goes a long way in helping install a robust strategy to increase responsiveness. Steve / Geoff's Recommended Read: Geoff's suggestion: Cloud Atlas: A Novel by David Mitchell The Opposable mind https://amzn.to/2rA5BAV The Last Days of Night: A Novel by Graham Moore https://amzn.to/2rAvErB Steve's suggestion: Thinking, Fast and Slow by Daniel Kahneman https://amzn.to/2ryIx5C The Opposable Mind: How Successful Leaders Win Through Integrative Thinking by Roger L. Martin https://amzn.to/2Kds7Y2 The Big Short: Inside the Doomsday Machine by Michael Lewis https://amzn.to/2KaFgRI Podcast Link: iTunes: http://math.im/itunes GooglePlay: http://math.im/gplay Geoff's Bio: GEOFF TUFF is a principal at Deloitte and a senior leader of the firm’s Innovation and Applied Design practices. In the past, he led the design firm Doblin and was a senior partner at Monitor Group, serving as a member of its global Board of Directors before the company was acquired by Deloitte. He has been with some form of Monitor for more than 25 years. He holds degrees from Dartmouth College and Harvard Business School. Steve's Bio: STEVEN GOLDBACH is a principal at Deloitte and serves as the organization’s chief strategy officer. He is also a member of the Deloitte U.S. executive leadership team. Before joining Deloitte, Goldbach was a partner at Monitor Group and head of its New York office. Goldbach helps executives and their teams transform their organizations by making challenging and pragmatic strategy choices in the face of uncertainty. He is an architect, expert practitioner, and teacher of the variety of strategy methodologies developed and used by Monitor Deloitte over the years. Serving clients in many industries, including consumer products, telecommunications, media and health care, Goldbach helps companies combine rigor and creativity to create their own future. He holds degrees from Queen’s University at Kingston and Columbia Business School About #Podcast: #JobsOfFuture is created to spark the conversation around the future of work, worker and workplace. This podcast invite movers and shakers in the industry who are shaping or helping us understand the transformation in work. Want to sponsor? Email us @ info@analyticsweek.com Keywords: #JobsOfFuture #FutureOfWork #FutureOfWorker #FutuerOfWorkplace #Work #Worker #Workplace

In this podcast, Steve Goldbach & Geoff Tuff from Deloitte sat with Vishal to discuss their recently released book "Detonate". They shared their insights on a cleaner way to create strategies for a future proof and transformation friendly organization. Their tactical suggestions go a long way in helping install a robust strategy to increase responsiveness. Timeline: 0:29 The author's journeys. 4:30 Motivation behind writing "Detonate". 8:31 Getting rid of best practices. 12:08 Relevance of "Detonate" for data ops employees. 14:28 Detonate mindset. 22:17 Fixing orthodoxies. 26:19 How can "detonate" serve different kinds of companies? 32:50 Reason behind failing companies. 36:02 Existing company culture vs. detonate mindset. 39:15 "Failure is not ok". 45:10 Aha moments while writing "Detonate". 47:35 The animations in "Detonate". 49:33 Selling the detonate mindset. 52:13 What's next in detonating mindset? 53:54 Steven's and Geoff's favorite reads. 58:15 Key takeaways. Steve / Geoff's Recommended Read: Geoff's suggestion: Cloud Atlas: A Novel by David Mitchell The Opposable mind https://amzn.to/2rA5BAV The Last Days of Night: A Novel by Graham Moore https://amzn.to/2rAvErB Steve's suggestion: Thinking, Fast and Slow by Daniel Kahneman https://amzn.to/2ryIx5C The Opposable Mind: How Successful Leaders Win Through Integrative Thinking by Roger L. Martin https://amzn.to/2Kds7Y2 The Big Short: Inside the Doomsday Machine by Michael Lewis https://amzn.to/2KaFgRI Podcast Link: https://futureofdata.org/solving-futureoforgs-with-detonate-mindset-by-steven_goldbach-geofftuff-futureofdata/ Geoff's Bio: GEOFF TUFF is a principal at Deloitte and a senior leader of the firm's Innovation and Applied Design practices. In the past, he led the design firm Doblin and was a senior partner at Monitor Group, serving as a member of its global Board of Directors before the company was acquired by Deloitte. He has been with some form of Monitor for more than 25 years. He holds degrees from Dartmouth College and Harvard Business School. Steve's Bio: STEVEN GOLDBACH is a principal at Deloitte and serves as the organization's chief strategy officer. He is also a member of the Deloitte U.S. executive leadership team. Before joining Deloitte, Goldbach was a partner at Monitor Group and head of its New York office. Goldbach helps executives and their teams transform their organizations by making challenging and pragmatic strategy choices in the face of uncertainty. He is an architect, expert practitioner, and teacher of the variety of strategy methodologies developed and used by Monitor Deloitte over the years. Serving clients in many industries, including consumer products, telecommunications, media, and health care, Goldbach helps companies combine rigor and creativity to create their own future. He holds degrees from Queen's University at Kingston and Columbia Business School. About #Podcast: #FutureOfData podcast is a conversation starter to bring leaders, influencers, and lead practitioners to discuss their journey to create the data-driven future. Wanna Join? If you or any you know wants to join in, Register your interest @ http://play.analyticsweek.com/guest/ Want to sponsor? Email us @ info@analyticsweek.com Keywords: #FutureOfData #Leadership #Podcast #Future of #Work #Worker & #Workplace

I’m joined by Fred Leichter, the Founding Director of the Rick and Susan Sontag Center for Collaborative Creativity. We’ll talk about what Fred learned and led design during his 25-year career at Fidelity Investments, how he’s applying that experience at Claremont Colleges, and the promise and potential of human-centered design and design thinking in undergraduate education. In 1996, Fred worked on designing Fidelity’s first website, which was a huge breakthrough in the industry. He was in the right place at the right time as the industry transformed, so he was able to see a major paradigm shift happening, and observed that design was at the center of it. In 2006, Fred discovered design thinking. From there, he took on a broader role as the chief experience officer at Fidelity, and used design thinking as the essence of what he did. In a large organization, Fred explains, the natural organization is to use the existing silos within the business. This looks something like passing something from market research to product development to detailed design to specifications to technology to legal and compliance, and finally to production. As a result, it took a fair amount of work to get into a position to prototype products and services, and use manual workarounds before building the technology. Fred will discuss how he approached building out the Hive, which started with trying to engage students at a progression of levels. At the first level, he ensured there was an invitation to make something with a variety of crafting materials. The next level up involved workshops around design thinking, empathetic listening, or making friends with everyone. At the next level, they started offering pop-up classes usually taught by faculty. Finally, they offer semester-long courses for credit. Tune in to hear Fred talk about resisting the urge to rush to a solution by putting alternatives in front of the customer, why we should look at a project expecting to be wrong instead of expecting to be right, the convening that he hosted, the ways in which colleges and universities can be more rigid than large organizations, and much more. Learn More About Today’s Guest The Rick and Susan Sontag Center for Collaborative Creativity Fred Leichter at Harvey Mudd College Fred Leichter on LinkedIn The Hive at the Claremont Colleges on Facebook hive_5c on Instagram In This Episode [01:10] — Fred talks about how he arrived at “the Hive,” or the Rick and Susan Sontag Center for Collaborative Creativity at the Claremont Colleges. He takes a moment to describe the schools and points out how highly ranked they are. [07:01] — What were some of the experience that helped Fred see and feel his love for teaching and design thinking? [09:43] — When Fred did the first design on Fidelity’s website, he didn’t call himself a designer, but he realized that he was interested in the topic and trained himself as a designer. [12:02] — Fred studied the unmet needs of people with aging parents and issues around intergenerational finance when he was at d.school. [15:02] — At the point Fred was describing, was he still using design workshops to help people internally understand and explore the concept? [16:35] — We hear about how Fred set up and built design teams. [18:23] — What tips would Fred offer to someone facing a similar challenge in a large organization? [21:50] — Fred talks about ways to resist the urge to rush to the solution. He also discusses whether he shifted the way people were rewarded organizationally for failing, finding things, and testing things. [24:29] — We learn about Fred’s move to the Hive, and why he felt like he would be crazy not to take the opportunity. [28:28] — Fred discusses his approach in building out the Hive, and the various levels offered to the students. [33:17] — Dawan invites Fred to talk about the convening that Dawan attended and Fred hosted. [36:44] — We hear two of the largest impacts that Dawan got from the convening that he and Fred have been discussing. [40:53] — Fred talks about how he sees roles in directing or leading design thinking evolving or changing over time. [44:06] — What are some of the resources for someone, particularly a student, interested in getting into design thinking? [46:19] — One of the best resources that Fred gives to students is a blank notebook and a pen. [47:17] — Where can people find out more about Fred and the Hive? Links and Resources The Rick and Susan Sontag Center for Collaborative Creativity Fred Leichter at Harvey Mudd College Fred Leichter on LinkedIn The Hive at the Claremont Colleges on Facebook hive_5c on Instagram Stanford d.school Fidelity Labs Doreen Lorenzo Frog Design Creative Confidence: Unleashing the Creative Potential Within Us All by Tom Kelley and David Kelley Steal Like an Artist: 10 Things Nobody Told You About Being Creative by Austin Kleon The Opposable Mind: How Successful Leaders Win Through Integrative Thinking by Roger L. Martin Protobot IDEO.org yes@designthinking101.com (Dawan Stanford)

In February 2015, Roger L. Martin joined as a guest to talk about innovation, incentive, and inspiration that drives creative solutions to complexity. In 2017, Roger was named the world's #1 management thinker by Thinkers50, a biannual ranking of the most influential global business thinkers. This episode quickly cemented itself as one of our most listened-to episode in the eight years that we have been producing this show. Roger effortlessly demonstrates the kind of approach to change that has become foundational to our work at Teibel Ed. We're not solving problems, we're navigating accelerating change and uncertainty. Just wait to hear Roger's approach to faculty pay as Dean of the Rotman School at University of Toronto and enrolling his best educators to help him solve a seemingly intractable recruiting challenge.   “In tasks of the mind, monetary incentives don't improve performance.” So says today's guest Roger L. Martin, and in doing so he provides the foundation for our conversation on the role of incentives in delivering powerful creative solutions to our institutions' most challenging problems. Much of the work we do in facing the new normal in higher ed involves financial objectives. Shared services? Tenure? Consolidation? Program expansions or cuts? Whether you're in senior administration, staff, or academics, you're likely addressing these challenges (and more) through the lens of a financial goal. Professor Martin's latest work in Harvard Business Review, "The Rise — and Likely Fall — of the Talent Economy," lays out the case for the disconnect of high salaries to performance in knowledge work. But can the same case be made for the impact of significant financial goals on cultivating our best creative solutions from our teams? From Howard Teibel's work with institutions in administrative and academic reviews, and Professor Martin's work as an academic and business leader, comes a conversation that addresses the competencies of our teams, and inspiring our best players to do their best work in the face of great challenge before them.

Jennifer Riel, Adjunct Professor at the University of Toronto's Rottman School of Management, talks with Laura Zarrow about creative thinking and decision making. Riel and her long time thinking partner, Roger L. Martin, wrote 'Creating Great Choices: A Leader's Guide to Integrative Thinking.' See acast.com/privacy for privacy and opt-out information.

Strategy guru Roger L. Martin and Skoll Foundation President and CEO Sally R. Osberg are co-authors of "Getting Beyond Better: How Social Entrepreneurship Works." In this interview, they describe how social entrepreneurs target systems that exist in a stable but unjust equilibrium and transform them into entirely new, superior, and sustainable equilibria. All of these leaders—call them disrupters, visionaries, or changemakers—develop, build, and scale their solutions in ways that bring about the truly revolutionary change that makes the world a fairer and better place.

Roger L. Martin has spent his career attacking models that don’t produce the desired results. I first became aware of Roger L. Martin’s work when I was the Global Head of Learning & Development for Diversey, Inc. My CEO at the time, a former Proctor & Gamble executive, taught me Roger’s cascading choices framework as a method for setting and maintaining strategy. He had first learned it from A.G. Lafley, the CEO of P&G. Later, Roger Martin partnered with A.G. Lafley to write Playing to Win: How Strategy Really Works. It is one of the books that I have most often recommended to others. With his deep expertise on strategic thinking, Roger has served on several boards, both for profit and non-profit. It was in his capacity as a board member for the Skoll Foundation that he began to think about the work of social entrepreneurs. Roger helped the Skoll Foundation to clearly define their audience and their mission. This led to the seminal article “Social Entrepreneurship: A Case for a Definition,” co-written with Sally Osberg, the CEO at Skoll. Eventually Sally and Roger expanded on these concepts and co-wrote Getting Beyond Better: How Social Entrepreneurship Works. In this episode of the Social Entrepreneur podcast, we discuss: How Roger came to be on the board of the Skoll Foundation. The difference between being a Director on the board of a commercial businesses vs. nonprofit boards. A definition of social entrepreneurship. Examples of social entrepreneurs. The difference between social entrepreneurs, social service providers and social advocates. The motivation of impact investors. Four stages of social entrepreneurship. Understand the world while balancing three tensions. Balance abhorrence and appreciation. The importance of balance between abhorring the status quo and appreciating why the status quo exists, and how it came to be. Balance apprenticeship and expertise. Balance experimentation and commitment. Envisage a dramatically better future which is a changed equilibrium. Build a model that makes the change happen. Scale the model. If I were going to predict the success of a social entrepreneur, I would ask them to explain why the current, unpleasant equilibrium exists. Understand the economics. Resources: Getting Beyond Better: How Social Entrepreneurship Works: http://amzn.to/1MXeydc Playing to Win: How Strategy Really Works: http://amzn.to/1MXeTwt Opposable Mind: Winning Through Integrative Thinking: http://amzn.to/1MXftdD Roger L. Martin online: http://rogerlmartin.com/ Twitter: https://twitter.com/RogerLMartin Social Entrepreneurship: A Case for a Definition: http://ssir.org/articles/entry/social_entrepreneurship_the_case_for_definition Rotman School of Management: https://www.rotman.utoronto.ca/ Skoll Foundation: http://skoll.org/ Hospital for Sick Children: http://www.sickkids.ca/ Tennis Canada: http://www.tenniscanada.com/ Muhammad Yunus: http://muhammadyunus.org/ Rugmark: http://www.rugmarkindia.org/Rugmark/index.htm Molly Melching: http://www.tostan.org/ . Also see this YouTube: https://youtu.be/IHW_wVSemRY Fair Trade USA: http://fairtradeusa.org/ Bart Weetjens: https://www.apopo.org/en/ Marine Stewardship Counsel: https://www.msc.org/

“In tasks of the mind, monetary incentives don't improve performance.” So says today's guest Roger L. Martin, and in doing so he provides the foundation for our conversation on the role of incentives in delivering powerful creative solutions to our institutions' most challenging problems. Much of the work we do in facing the new normal in higher ed involves financial objectives. Shared services? Tenure? Consolidation? Program expansions or cuts? Whether you're in senior administration, staff, or academics, you're likely addressing these challenges (and more) through the lens of a financial goal. Professor Martin's latest work in Harvard Business Review, "The Rise — and Likely Fall — of the Talent Economy," lays out the case for the disconnect of high salaries to performance in knowledge work. But can the same case be made for the impact of significant financial goals on cultivating our best creative solutions from our teams? From Howard Teibel's work with institutions in administrative and academic reviews, and Professor Martin's work as an academic and business leader, comes a conversation that addresses the competencies of our teams, and inspiring our best players to do their best work in the face of great challenge before them.

Episode #502 I Roger L. Martin

Total Duration 40:48 Download episode 54 I recorded this episode on the road this week, while in Las Vegas speaking at the Agile Development Practices and Better Software Conference. I greatly enjoy talking with the people from many different companies about the challenges they face on their projects and teams. Here's a recurring them I hear from leaders who are responsible for delivering projects.... "Should we ship or delay?" "Keep trying or ask for help?" "Invest in a new product or milk the existing cash cow another year?" Whether you're leading teams or projects, we're often faced with what seems like unpleasant trade-offs. It's not a matter of which option is the best. Sometimes it feels like we need to figure out which option is the least evil! Success with a project, team, or even organization can come down to how effectively we lead when we're seemingly stuck between the proverbial rock and hard place. To help us navigate these situations I turned to Dr. Roger L. Martin. Roger has been named one of the top 50 management thinkers in the world and is the author of two thought-provoking books, entitled The Opposable Mind and The Design of Business. Want to be a better problem solver or improve your ability to innovate? This episode is for you! To learn more about Roger L. Martin and to get links to his articles, books, and blog, visit http://rogerlmartin.com. Thank you for joining me for this episode of The People and Projects Podcast! Have a great week!