Company Overview The Creative Leadership Forum Learning Centre is a global management consultancy specialising in the benchmarking, measuring and development of creative behaviors for organizational value.
Committed to developing human capital in organizations, the Creative Leadership Forum Learning Centre collaborates with its clients to help them realize their organizations' visions to create tangible value.
With deep expertise in management innovation and a broad global network of academics and practitioners with proven experience in consulting in this space, the Creative Leadership Forum Learning Centre can mobilize the right people, skills, alliances to realise your organization's key drivers for success.
Using the theories of organizational economics and its own unique IP, the Creative Leadership Forum Learning Centre benchmarks and measures the key elements of the organization's key drivers for success - its management innovation infrastructure and its creative ecology.
The overview
Provides a holistic view of the organization as a creative system Benchmarks the organization's management innovation capabilities and capacities in that syste Identifies critical areas with potential for development and improvement Recommends and delivers interventions to drive value, success and growth.
30 years of research by leadership guru Dr. John Kotter have proven that 70% of all major change efforts in organizations fail. Why do they fail? Because organizations often do not take the holistic approach required to see the change through.
However, by following the 8 Step Process outlined by Professor Kotter, organizations can avoid failure and become adept at change. By improving their ability to change, organizations can increase their chances of success, both today and in the future. Without this ability to adapt continuously, organizations cannot thrive.
This question came up in an online seminar this morning. "How can I demonstrate the value of Informal Learning?"
First of all, understand that you're not buying informal learning. It's already going on in your organization. In fact, three-quarters of the learning on and about how to do one's job is informal.
The natural learning that occurs outside of classes and workshops is vital but it probably flies under your corporate radar. No manager is accountable; no department is committed to making improvements; there's no identifiable budget. Hence, one of the most important functions in an organization, keeping up with skills to prosper in the future, is left largely to chance.
What we are today comes from our thoughts of yesterday, and our present thoughts build our life of tomorrow: Our life is the creation of our mind." ~ BUDDHA
While the Buddha may have said that over 2,500 years ago, today's neuroscience is helping us to understand the mind's complex hard-wired mechanisms with stunning speed.
A 2007 study, conducted by Norman Farb at the University of Toronto showed that most of us are not consciously focused and are on "auto-pilot" 46.9% of the time. Our minds are wandering, not attentive to the tasks at hand or on immediate outside experience, instead we're looking into our own thoughts.
Mihaly Csikszentmihalyi talks about flow as being in the moment. What does this really mean? How might it be relevant for the day to day challenges of organizational life?
How do we move in organizations? Do we give into tides of constraints dotting the shores with recognizable successes and failures? How do we discern the faint melodies of possibilities offered by shifts of how and who we are… and what place should we assume in the ecological menagerie of conditions, gifts, talents and opportunities enlightening our constellations?
Story-based tactics, processes and tools help us probe the complexity of organizational life.
We will continue to focus relentlessly on our customers.
* We will continue to make investment decisions in light of long-term market leadership considerations
rather than short-term profitability considerations or short-term Wall Street reactions.
* We will continue to measure our programs and the effectiveness of our investments analytically, to
jettison those that do not provide acceptable returns, and to step up our investment in those that work
best. We will continue to learn from both our successes and our failures.* We will make bold rather than timid investment decisions where we see a sufficient probability of
gaining market leadership advantages. Some of these investments will pay off, others will not, and we
will have learned another valuable lesson in either case.
* When forced to choose between optimizing the appearance of our GAAP accounting and maximizing
the present value of future cash flows, we'll take the cash flows.
* We will share our strategic thought processes with you when we make bold choices (to the extent
competitive pressures allow), so that you may evaluate for yourselves whether we are making rational
long-term leadership investments.
* We will work hard to spend wisely and maintain our lean culture. We understand the importance of
continually reinforcing a cost-conscious culture, particularly in a business incurring net losses.
* We will balance our focus on growth with emphasis on long-term profitability and capital management.
At this stage, we choose to prioritize growth because we believe that scale is central to achieving the
potential of our business model.
* We will continue to focus on hiring and retaining versatile and talented employees, and continue to
weight their compensation to stock options rather than cash. We know our success will be largely
affected by our ability to attract and retain a motivated employee base, each of whom must think like,
and therefore must actually be, an owner
"What I'm here to tell you is that if it's like school, it doesn't work." Great, highly entertaining message from a guy who has taught at Yale, Stanford, and Northwestern. ****
Thomas Van Der Wal.
Social Tools Need to Embrace Granularity
What we have is partial likes in others and their interests and offerings. Our social tools have yet to grasp this and the few that do have only taken small steps to get there (I am rather impressed with Jaiku and their granular listening capability for their feed aggregation, which should be the starting point for all feed aggregators). Part of grasping the problem is a lack of quickly understanding the complexity, which leads to deconstructing and getting to two variables: 1) people (their identities online and their personas on various services) and 2) interests. These two elements and their combinations can (hopefully) be seen in the quick annotated video of one of my slides I have been using in presentations and workshops lately.
Teleconferencing is becoming extremely important to business in the 90's. Rising travel costs and a wide-spread emphasis on telecommuting will result in a dramatic increase in the number of teleconferences held each day.
Yet, unfortunately, the effectiveness of teleconferencing often fails to meet needs and expectation of telecommuters.
Meetings are an essential part of business and telecommuters still need to "meet". If they are meeting electronically, then we need to develop a methodology for facilitating distributed meetings. Running effective face-to-face meetings is difficult enough; managing effective telemeetings requires special training and tools.
TheVisual Telefacilitation Project at the Performing Graphics Company is researching ways in which visual representation can increase the effectiveness of teleconferencing. The technique currently being developed is the use of recorders for distributed meetings visual telefaciltators to provide a continuously updated record of the meeting discussion for all of the distributed participants.
