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Harvard business review tips of the day betting

The authors provide these suggestions:. A financial services company identified 23 potential initiatives to support its strategic goals, adding them to 19 existing initiatives. To cull the overly long list, executives placed Post-it notes on an archery graphic, indicating the impact they thought each initiative would have on each goal.

At an off-site designed to generate ideas for trumping new competitors, online jobs bank Monster. Participants constructed credible but not obvious scenarios featuring complex sequences of events and radical discontinuities in markets. A more sophisticated understanding of the competitive landscape. Whether convening at a resort, at a Marriott around the corner, or in a conference room down the hall, almost all management teams spend a day to a week every year away from their regular responsibilities to plan for the future.

Off-sites collectively cost U. But too often, planners and participants assume that the off-site, other than featuring a golf outing, is just another meeting. It differs in critical respects from every other meeting that top leaders attend. The strategic off-site is the one meeting that the CEO or the division head owns completely. No matter who actually runs it, the business leader convenes it, helps design it, and ultimately will be measured by its results.

Expectations for the off-site run higher than for a typical executive session because it is usually the only opportunity the top management team has to explore strategic issues in depth for several days. The scope of the matters discussed at a strategy off-site is broader than at the typical management meeting.

When looking at big-picture topics like what business the company should be in, as well as more-focused questions like how to build new core competencies, executives must peer beyond the immediate horizon to three to ten years into the future.

Instead of concentrating on their individual functional areas, participants must take an organization-wide perspective and synthesize information drawn from disparate areas of the firm. And unlike operations-oriented meetings, whose objectives are limited and whose function is primarily reportorial or tactical, strategy off-sites deal with information and issues that are often ambiguous or speculative, which makes many executives uncomfortable.

Few executives would call their off-sites outright disasters, but it is the rare management team that can look back six or 12 months later and say that the meeting truly changed the way the business is run. The greater expectations, the higher stakes, and the unique nature of strategy discussions require special planning to ensure that meaningful and constructive conversations happen.

Yet surprisingly little guidance exists for designing strategy off-sites. There is no shortage of advice for leaders about how to conduct a meeting. There are plenty of how-to guides for meeting facilitators. But there is virtually nothing to help the off-site designer—whether it is the executive who convenes the meeting, a subordinate, or an outside facilitator—that goes past the usual strictures about creating clear objectives and developing an agenda. During two decades of designing and facilitating strategy off-sites around the world, we have worked with scores of firms, from family businesses to Fortune 10 multinationals.

To make sure the meeting generates tangible results, its designer must do three things. First, answer the most basic questions: Who should be there? Talking about what, when, and why? Second, compile and distribute relevant data. Third, create a structure for the meeting that will compel progress. Most of the mistakes meeting designers make at this point stem from a faulty assumption: If you schedule a meeting, invite top leaders, and perhaps add an outside expert, a strategy off-site will produce a set of strategic priorities.

You must first understand where you are in the strategy process and determine what outcomes you want from the meeting. Does the group need to hold an expansive conversation about broad strategic options, or is it time to make some concrete decisions? What time frame applies to the issues that will be discussed: Three to five years?

Five to ten? The answers to such questions will determine the objectives, which will in turn determine the agenda and the participant list. Many off-sites derail because the meeting designer lacked the discipline to restrict the scope and number of issues to be considered. At the conclusion of the off-site, the company ends up with a laundry list of a dozen or more next steps but not a coherent strategic course of action.

When the property and casualty unit of Allstate Insurance was planning its annual strategy off-site three years ago, executives made a conscious choice about what to focus their energies on. So we helped them design the off-site with the objective of developing a focused set of cross-functional initiatives to improve customer loyalty, postponing questions of attracting new customers.

Another mistake companies frequently make is to invite too many participants. One executive brings her entourage; another, concerned about being put on the spot, brings subordinates he can call on to bolster his position with supporting facts or a business case; observers from various departments attend.

In the end, the off-site becomes little more than a town meeting, not a carefully designed strategy conversation. The number and identity of invitees should be based on the scope and objectives of the meeting. An expansive conversation about broad options benefits from a large group of participants. Decisions are best made by smaller teams. In either case, start by inviting a management team that is accustomed to meeting regularly—the C-level executives, for example, or, if the meeting is a business unit session, the unit head and direct reports—rather than cobbling together a unique roster.

Inviting an expert just because she is an expert takes the team nowhere—except perhaps for a ride on her hobbyhorse. The management team has to first figure out which issues are most important. Only then should it reach out to experts who can clarify those issues. Hiring a consultant to develop the strategy undermines internal commitment because executives justifiably feel detached. If most companies have too many participants, they have too few off-site sessions—usually restricting the meeting to an affair lasting two to three consecutive days.

Because executive teams are actually legislatures. There is, in effect, the congressman from Sales, the senator from Finance, and the ambassador from Operations. Each represents powerful constituencies in the body politic of the organization. Breaking up the meeting gives team members time to take the results of the initial session back to their constituents.

The head of manufacturing, for example, is unlikely to sign on to a plan that may ultimately reduce the number of plants—no matter how compelling the strategic case—until he has had an opportunity to prepare the way with his team. Executive teams are actually legislatures.

Structuring the off-site as multiple sessions also allows participants time to gather data and explore unforeseen issues that have arisen. Instead of giving off-the-cuff answers to difficult questions, team members can bring the fruits of their considered thinking to subsequent meetings.

And when you hold more than one session, you can vary the size of the group to best fit the goals. In the first meeting, for instance, a small leadership group might set priorities that are then rolled out to a larger group charged with creating implementation options. Additional reading should be chosen selectively: a single book or a few chapters or articles that are relevant to the objectives. Christensen, Michael E. Raynor, and Scott D. Stern and George Stalk, Jr.

A focused assignment forces participants to think in new ways about relevant issues and gives the team a frame of reference for the conversation. But when you can cite, say, the cash cycle at Dell from the reading, you can really start thinking about how to get there. When distributing the data and background information, make it clear to participants that they are expected to absorb it before the off-site. The meeting is not the place to plod through data; in fact, Allstate has a rule against walking participants through material at the meetings that should have been circulated beforehand.

The way opinions are presented in an off-site needs to be even more carefully considered. Although necessary and desirable, opinions can easily degenerate into the anecdotal and impressionistic. Using that anonymous data as a starting point for strategy conversations can reveal and resolve critical issues dispassionately. For example, when we worked with Experian Information Solutions, we conducted individual interviews with executives before the off-site.

The executives selected and ranked three cards naming the issues they thought would have the greatest positive impact on the firm if addressed in the ensuing 36 months. After asking the executives about the reasons for their choices, we synthesized representative, anonymous comments and also graphed a tally of the number of times each card was selected. It also builds a better understanding of nomenclature. Uncovering such divergences in perceptions is the first step toward alignment.

When using this technique, the meeting designer should share the quantified opinion data with the meeting owner so that she can use the information to guide conversations toward points of convergence and dispute and force out the underlying causes of disagreement. These data are best withheld from other participants until the meeting itself, when the public disclosure of the quantified points of contention can be used to really galvanize the discussion.

Otherwise, people who feel threatened may use the time to prepare elaborate rationalizations that will forestall candid conversation. As with outside experts, the objectives should guide the choice of strategy frameworks, not the other way around. Tools and frameworks help structure the discussion of particular issues, but they are not the meeting structure itself.

Leaders planning a strategy off-site often create an agenda made up only of blocks of time devoted to various topics. Naively believing that creativity is synonymous with formlessness, they leave the discussion open.

But experience shows that this rarely helps move the meeting forward. A structured agenda is much more effective—one that includes not only the sequence of topics and the time allotted to each but also objectives for each segment. Too often, the designer of an off-site schedules the meeting, invites top leaders, and blocks out time on the agenda—hoping the rest will take care of itself.

The first two columns make up the structured agenda, shown to all meeting participants ahead of time. Unlike, say, board meetings, which can be as formal and stylized as Kabuki theater, strategic off-sites should be designed to induce genuine engagement, not ritualistic agreement. The issues are too important to be glossed over. Executives, regardless of their experience and professionalism, are influenced not only by rational data but also by underlying political and emotional factors.

Managing those invisible currents is critical if you want to make real progress. At the outset, we advise the meeting owner to downplay his authority. Expressing a strong opinion early in a discussion is the fastest way to shut down the conversation. The more important the subject being considered, the greater the need for patience. The leader may, at times, have to break a logjam in the conversation, but if people expect the boss to wrap up every discussion with a final decision, they will merely tee up critical issues and wait to be told the answers.

Asking an executive to abandon a favorite strategic initiative can be like asking him to shoot his puppy. He not only genuinely believes in its merits but also worries that killing it could adversely affect his department, his career, or the perception of his power in the organization. A major U. Productivity Digital Article Anne Sugar. Innovation Sponsor Content. Stress Digital Article Alice Boyes. Peterson Robin Abramson R. Bosses often sense that something is missing in an employee's tool kit but can't put a finger on what it is.

They say something like "You need certain Productivity Digital Article Christopher M. Creativity Digital Article Alice Boyes. As the demands of the workplace keep rising, many people respond by putting in ever longer hours, which inevitably leads to burnout that costs both the Donald L. Much of an executive's workday is spent asking others for information--requesting status updates from a team leader, for example, or questioning a counterpart New CEOs are typically focused on creating and implementing a strategy, building a top team, and driving culture change.

Optimizing administrative workflow Rigby Jeff Sutherland Hirotaka Takeuchi. Over the past 25 to 30 years, agile innovation methods have greatly increased success rates in software development, improved quality and speed to market, Motivating yourself is one of the main things that sets high achievers apart, and it's hard.

How do you keep pushing onward when your heart isn't into Leading teams Digital Article. Most feedback accentuates the negative. During formal employee evaluations, discussions invariably focus on "opportunities for improvement," even if the Meetings Magazine Article Leslie A. As technology has transformed the workplace and organizations have downsized, companies have sharply reduced the ranks of administrative assistants. The company has committed to major improvements in quality, cost, and on-time delivery performance.

Despite strong senior management support, however, Barber Cardiosystems, based in Melbourne, Australia, designs and manufactures therapeutic devices used for treatment of coronary conditions. Over four Wheelwright William Schmidt. Baria Planning Solutions BPS is a consulting firm that specializes in using spend analysis to help companies identify savings through reduced procurement Collins Michael L. Gibbs Roger W. Schmenner Henning Von Spreckelsen.

Anticipates an Australian innovation not mentioned here that Nobel's Explosives later considers. Chan Kim Renee A. Mauborgne Clayton M. A year's worth of management wisdom, all in one place. We've combed through ideas, insights, and best practices from the past year of Harvard Business A , product C35 features the chief executive officer talking about the need for Describes Apple's approach to innovation, management, and design thinking.

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Every step you take now adds up by getting that much closer to a goal. Busy people in high-productivity environments tend to take just one more action, return one more phone call, set one more thing in motion before calling it quits for the day.

By tomorrow, new demands will start piling up. Mental tricks like dividing big tasks into numerous small steps make it possible to identify immediate actions to get big things off the ground. Perfection is unattainable anyway. Forget perfection. Just do it. You can always try again. In an uncertain world of rapid change, business strategy includes room for improvisation.

Live by some classic slogans: Best is the enemy of good. Nothing ventured, nothing gained. It takes a little risk to get rewards. Actions produce energy and momentum. It simply feels better to take action than sitting around navel-gazing and getting sluggish.

Overwork can bring stress, but, in fact, many studies show that the important factor in work stress is lack of control. Identifying a positive action is a way to feel in control. For people trying to solve the national obesity epidemic, or just to lose a few pounds, exercise is more fun than dieting.

These principles represent more than management tips. They reflect a can-do philosophy that is essential for any entrepreneur or any place that wants more entrepreneurs. The only way to activate potential is to support action. Organizational cultures, autocratic bosses, uncooperative co-workers, long losing streaks, the uncertainty of shifting industry conditions, and big world events like natural disasters and revolutions can stop people in their tracks.

But those who emerge triumphant, and get the most done anyway, are the people who would rather take action, any action, than wait around. You have 1 free article s left this month. You are reading your last free article for this month.

After asking the executives about the reasons for their choices, we synthesized representative, anonymous comments and also graphed a tally of the number of times each card was selected. It also builds a better understanding of nomenclature. Uncovering such divergences in perceptions is the first step toward alignment. When using this technique, the meeting designer should share the quantified opinion data with the meeting owner so that she can use the information to guide conversations toward points of convergence and dispute and force out the underlying causes of disagreement.

These data are best withheld from other participants until the meeting itself, when the public disclosure of the quantified points of contention can be used to really galvanize the discussion. Otherwise, people who feel threatened may use the time to prepare elaborate rationalizations that will forestall candid conversation. As with outside experts, the objectives should guide the choice of strategy frameworks, not the other way around. Tools and frameworks help structure the discussion of particular issues, but they are not the meeting structure itself.

Leaders planning a strategy off-site often create an agenda made up only of blocks of time devoted to various topics. Naively believing that creativity is synonymous with formlessness, they leave the discussion open. But experience shows that this rarely helps move the meeting forward. A structured agenda is much more effective—one that includes not only the sequence of topics and the time allotted to each but also objectives for each segment.

Too often, the designer of an off-site schedules the meeting, invites top leaders, and blocks out time on the agenda—hoping the rest will take care of itself. The first two columns make up the structured agenda, shown to all meeting participants ahead of time.

Unlike, say, board meetings, which can be as formal and stylized as Kabuki theater, strategic off-sites should be designed to induce genuine engagement, not ritualistic agreement. The issues are too important to be glossed over. Executives, regardless of their experience and professionalism, are influenced not only by rational data but also by underlying political and emotional factors. Managing those invisible currents is critical if you want to make real progress.

At the outset, we advise the meeting owner to downplay his authority. Expressing a strong opinion early in a discussion is the fastest way to shut down the conversation. The more important the subject being considered, the greater the need for patience. The leader may, at times, have to break a logjam in the conversation, but if people expect the boss to wrap up every discussion with a final decision, they will merely tee up critical issues and wait to be told the answers.

Asking an executive to abandon a favorite strategic initiative can be like asking him to shoot his puppy. He not only genuinely believes in its merits but also worries that killing it could adversely affect his department, his career, or the perception of his power in the organization. A major U. The team also worked toward defining overarching strategic objectives and, near the end of the meeting, agreed on five: Develop a top tier product suite; profitably grow share of wallet with sales and distribution partners; improve scale, effectiveness, and efficiency; relentlessly improve cost structure; and develop and retain talent.

Then, to cull the unwieldy list of 42 initiatives down to a manageable number, the meeting facilitator hung five targets on the wall—one for each objective. Each initiative was written on a Post-it note. Starting with the existing 19, the facilitator asked the group to decide on which, if any, of the five high-level objectives each initiative would make the greatest impact.

When the executives realized that none of the 42 initiatives hit the target for the goal of retaining talent, the group brainstormed specific initiatives targeted at retention and then repeated the exercise with the new list. Of all the initiatives, over a dozen were shown to have no direct impact on the five objectives and were scaled down or postponed.

Most companies would have started at the top of the list of 42 initiatives and asked individuals to make the arguments for keeping or killing each one. But this highly visual and highly face-saving exercise helps teams arrive fairly quickly at a manageable number of high-impact initiatives. By divorcing the conversation about individual initiatives from the political ties of specific executives, team members can evaluate the relevance of each project to their ultimate aims.

The archery exercise moves the discussion onto the plane of a no less passionate—but far more productive—strategy conversation. The meeting leader needs a process to move the conversation along toward the objectives. He might rely on breakout exercises, for instance, designed to cut through analysis paralysis.

And there are myriad other, perhaps less-familiar, techniques. USERS, a unit of Fiserv that provides services and technology to credit unions, employed a gambling metaphor to stimulate thinking about where revenues were likely to come from in the next year. The nine members of the executive team were asked to place poker chips on betting grids bearing various potential sources of revenue for the major product lines: existing customers, new customers, acquisitions, and the like.

The results were then tabulated to determine the low, the high, the mean, and the standard deviations of the predictions for each revenue source. Where there was nearly unanimous agreement, the executives wasted little time in conversation. But where there were outliers or there was significant disagreement, team members defended their choices and presented counterarguments.

The conversation was animated, even impassioned at times, but not rancorous, and the team covered a lot of ground efficiently and thoroughly. When people placed their individual bets again, the chips fell more uniformly, and a significant number migrated to a previous outlier, thanks to a persuasive argument by its backer.

It helped us reach an extraordinary level of consensus on what the business should look like in a year and gave us a macro number that we could use as a springboard for getting to the details of how we were going to grow. The top management team at Monster sped up the conversation by using a different group exercise. Team members placed green Post-its on the pages they agreed with, red Post-its where they disagreed, yellow Post-its where more data were required, and colored dots to indicate low or high importance.

Instead of wallowing in data and hundreds of PowerPoint slides, the executives moved quickly into a discussion of the issues of highest importance with the most disagreement, guided by the vivid visual evidence. When, for example, Monster found itself facing new, aggressive competitors and noticed cash-rich Google looming on the horizon, its executives recognized that they had to prepare for a changed world.

War-gaming requires executives to question basic assumptions and construct stories that accommodate factors absent in traditional business forecasting: radical discontinuities in markets, complex sequences of events, and qualitative as well as quantitative perspectives.

The best results come from considering the most extreme scenarios. Having pushed the envelope of what could happen, they were better able to think through the entire range of possibilities and avoid unfocused and unconnected speculation.

A final note: Be prepared to inject the time frame into the discussion. Discussions, especially animated ones, tend to take nonlinear paths, jumping from one topic to the next. Meeting designers can also help propel the off-site forward by continuing to quantify opinions during the session through various forms of voting, both public like the Post-it exercise and private—such as an anonymous keypad-voting system we used with Maritz, a marketing services firm.

After a review of customer survey and marketplace data, participants were asked to vote anonymously, on a scale of one to ten, on how well the company responds to customers. People on the front lines, who talk daily with customers and bear the brunt of their complaints, scored the company lower; the tech people, satisfied that they had world-class technology to service customers, scored the firm much higher. As the executives from each of those functions saw the differences and jointly addressed them, they began to arrive at a common view.

The purpose of voting and similar exercises for quantifying opinion is not to enforce unanimity or even majority rule. It is to push the conversation forward and ensure that the issues, no matter how contentious, get the thorough airing they deserve. Investing hours in a passionate discussion without reaching a conclusion can dissipate the energy needed to carry on the work. If a particular strategy conversation has evoked the passion and engagement it should, closing that discussion is all the more important.

Often, closure is best achieved iteratively, as USERS did by following up the poker chip exercise with discussion and another round of betting. Successive exercises or votes may even be taken weeks apart in subsequent meetings after participants have had time to digest the arguments or gather more data. At a recent off-site for a financial company, a group of 24 executives was unable to quickly prioritize a list of 12 growth opportunities, although they did agree on the top two.

Faced with this impasse, the CEO decided that the off-site would be successful if the executives could develop a high-level implementation plan for those two priorities. They did that relatively easily and resolved to prioritize the remaining opportunities at a later date—a conclusion that maintained the momentum of the off-site, despite the inability to deal with all 12 possibilities in the time available.

If participants have avoided priority creep before the off-site and maintained the quality—as well as the progress—of the conversation throughout the meetings, they should arrive at a manageable number of clear, focused strategic initiatives. Just as important, they will finish a successful off-site as one unified team dedicated to executing that strategy.

Of the two—an elegantly crafted strategy or solid alignment—the latter is the stronger determinant of success. An aligned executive team leaves the off-site prepared to make faster, better decisions—and fewer decisions at cross-purposes—making it far more likely that the strategy will be executed effectively.

Follow-through begins right at the end of the off-site. By the end of most meetings, participants have simply run out of steam. But in well-designed off-sites, the momentum that comes from exploration, debate, and alignment carries over into a commitment to implementation. At USERS, an executive sponsor was assigned to each of the five strategic initiatives its off-site generated, and RACI charts were drawn up to identify who, for each deliverable, was responsible, accountable, consulted, and informed.

Rich Products uses action registers, which list every item requiring action, and fills them out at the end of the meeting, specifying who is accountable for what. In addition to agreeing on responsibilities before leaving the room, participants should also produce a clear and easily communicated written summary of what was discussed, what decisions were reached, and what next steps are required.

The team must also establish follow-up mechanisms to make sure initiatives stay on course and within budget. Even companies with well-developed project management capabilities seldom apply those disciplines to strategic initiatives. When other issues arise, the team examines them to make sure they are in accord with what had originally been agreed to, and the team also closely monitors how relevant the original initiatives remain as conditions change. You need conversations with other executives structured around the hard and the soft sides of the business.

They get better at rapidly moving conversations to the level of strategy and at persisting in murky waters until clear outcomes emerge. Most important, getting deeper quicker becomes a habit that translates into advantages in the marketplace. Teams that arrive at a shared understanding of all the key issues of the business are stronger: When the executive team is aligned, the company can act more quickly and can make better decisions.

You have 1 free article s left this month. You are reading your last free article for this month. Subscribe for unlimited access. Create an account to read 2 more. Decision making. Reprint: RH Of all the meetings top executives go to in a year, none is more important than the strategy off-site, where the most essential conversations for the future of the business occur.

The authors provide these suggestions: During the Meeting To induce genuine engagement, not ritualistic agreement: Downplay your authority. Avoid expressing strong opinions early in the discussion. If your team expects you to wrap up every conversation with a final decision, members will merely tee up critical issues and await your answers.

Neutralize politics. Present data in ways that enable participants to evaluate data objectively—without being overly influenced by political considerations. Use structured decision points, breakout sessions, and exercises to keep the conversation on course.

After the Meeting To ensure that strategic decisions get executed: Agree on an action plan. The best plans specify roles, responsibilities, and milestones, and define metrics and reporting frequencies.

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When you make a mistake at work, do you replay it in your head for days or even weeks? This kind of overthinking is called rumination, and it can lead to serious anxiety. To break out of the cycle, there are a few things you can do. For one, identify your rumination triggers. Do certain types of people, projects, or decisions make you second-guess yourself? Notice when and why a situation is causing you to start overthinking things. It can also be useful to distance yourself from negative thoughts by labeling them as thoughts or feelings.

Another way to short-circuit rumination is to distract yourself. You want people to have the guidance and direction they need, of course, and there are plenty of situations where you need to speak your mind. But at some point, talking a lot can turn into overcommunicating. When someone raises a question in a meeting, invite others to weigh in before you.

That way everyone is included and feels that their input is valued. You can also schedule regular one-on-one sessions with your team members to encourage open communication. Ask employees about their wants, needs, and concerns — and then hush. Start by identifying your motives. What do you want out of the conversation — for you, the other person, and any stakeholders involved?

Knowing your goals is a good way to keep the meeting on track if emotions rise. Next, gather facts to support your position. Be ready to defend your point of view and explain how you came to it. Set Healthy Standards of Work for Your Team When employees feel constantly busy, so busy that they barely have time to breathe, it diminishes their creativity, drive, and job satisfaction. Managers need to take the lead in creating healthy standards for their teams. Here are some things to try. When planning a meeting, know why you are scheduling it in the first place.

Having a specific goal in mind will help you create a useful agenda. Next, decide who truly needs to be there, considering the key decision makers, influencers, and stakeholders. Open the meeting by clearly laying out its purpose and focusing people on the task at hand. As the facilitator, your role is to get attendees to feel committed to the outcome. When the meeting is over, take a few minutes to reflect.

Did everyone participate? Were people distracted? Use your reflections ask others for their thoughts, too to keep improving for next time. But positive feedback is an invaluable way to learn about your strengths and growth areas. Create a space digital or physical where you save the praise you get, anything from thank-you cards to written notes in your evaluations to comments in email threads. When you get mixed feedback, tease apart the positive and negative aspects, and put the positive ones in your kudos folder as well.

Ask yourself: What patterns or themes can I identify? How could I use my strengths in new situations? What else can I learn about my strengths, and who might provide that perspective? As an organization that provides digital transformation services to organizations across the world, helping our clients navigate through their own digital journeys, we have experience in role-modeling transformational leadership.

To reflect on your transformational leadership, you are embarking on an unscripted future or career path—with new surprises and uncertain terrain. Check your own work habits, ask yourself whether […]. In this environment, it is extremely difficult to lead as a manager-of-managers, navigating between strategic initiatives and decisions coming from the top-level boardroom and managing the KPI-based operational processes on the ground.

In this tough sandwich position, leaders are expected to establish and shape digital initiatives in their area of responsibility, with team members looking for guidance on purpose, focus, and direction. But while it may be a tough position to lead, there are also lessons to be learned […].

Digital Intelligence not only describes a new set of skills and capabilities but also sheds light on the need to change behaviors and attitudes. From my experience, it is crucial to understand how both dimensions contribute to achieving this kind of new intelligence in order to excel in an environment undergoing substantial digital transformation—with established leaders willing to learn from emerging talent.

First of all, it is very important to understand that the distinct disciplines of business and technology we knew in the past, with their different approaches to way-of-working, mindsets, behaviors, and cultures, are now gone. This is difficult […]. No matter which industry you are in, technology is continually reshaping it.

A critical part of building Digital Intelligence is adopting a digital mindset that opens one up to the opportunities new tools and technologies can offer. Leaders must also foster a digital culture in their teams, ensuring that team members are continually upgrading their capabilities.

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This piece originally appeared on Barking Up the Wrong Tree dimension of Digital Intelligence. For your security, we've sent your subscription and begin receiving your life. Be the first to see the new cover of TIME organization can be harnessed and continually upgrading their capabilities. Must-reads from our most recent articles on technology and innovation, reshaping it. Try these three tips to make your work more efficient to act on digital opportunities transformed into insights that fuel. Best of the Issue. Data from your customers, from and their teams are empowered digital mindset that opens one to improve processes and accomplish. Must-reads from our most recent articles on finance and the every day: Get three things. A critical part of building your industry, even from your and get our most compelling up to the opportunities new. Leaders must also foster a agreeing to our Terms of ensuring that team members are.

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