Riding the waves of change

I am a massive fan of Professor Charles Handy’s work, having met him a few times over the years. His work on portfolio careers and change in “The Empty Raincoat” resonated strongly with me when I started my business 20 years ago, in terms of the need to recognise that every business has it’s “Sigmoid Curve”. The important move in personal or business life is to recognise when you are at a point of inflexion and start a new Sigmoid Curve, as shown in this diagram:

We are in an age where a job for life hardly exists any more. Reflecting on my career it turns out that I reinvent myself in 18 year cycles: 18 years in science, leading teams to develop life-saving pharmaceuticals; 18 years teaching MBA’s in academia and; 18+ years starting up and running a business. Around 2008 I foresaw a need to adapt once again, as the recession began. As the end of 2014 approaches, I’m reflecting on some of the results of the decisions I made to make some fundamental changes back in 2008 that are leading me into my “4th age”.

Ain’t no mountain high enough …

To be effective as a consultancy business these days, you need to be a global player due to client requirements around the world. Although we’ve delivered projects across the world using our own networks in the USA and Europe, our partnership with Nadine Hack’s Global Network is a major landmark in our development as a global player and I’m humbled to have been chosen to be in such superb company.

Another important achievement in terms of scope and scale was winning a prize for our work on Leadership from Sir Richard Branson. These events have changed my perceptions as to what we might be capable of achieving in 2015.

Nadine Hack is a world leader in trustworthy behaviour and leadership

Comparing notes on Virgin albums – Meeting Sir Richard Branson

Frustrations and False Starts

Fame doesn’t pay the bills and the year has continued to be “lumpy” business wise, having spent considerable time on client projects which have then not proceeded due to internal or external changes which caused priorities to change.

I’ve also been taken for a ride on a couple of occasions, by people from public sector institutions and quangos, some of whom have asked me to speak at conferences for free in exchange for promises of in-kind benefits which never materialise. I reserve my free time for genuine charities and not such enterprises. A repeated series of “diversions” can kill smaller businesses and I’ve often wanted to invent an “authenticity tester” to separate the sheep from the goats in this respect. However I have not yet invented this gadget ūüôā Apparently I’m not alone in this desire!!

Has anyone invented this gadget yet?

The lesson here is to find better ways of doing the due diligence on larger projects, although sometimes the client themselves does not know that their own business is also experiencing a point of inflexion when making plans to engage external assistance. As a smaller niche business, sometimes there is little to be done other to dust yourself down and move on, rather like Jake and Elwood in “The Blues Brothers”:

Seeds of growth

That said, many times things work out fine and we’ve also had a series of very enjoyable consultancy and speaking projects in Estonia, Ireland, Romania and Germany in 2014 and promises of others in the USA and elsewhere in 2015. I’ve had equivalent joy in my musical life at The Academy of Rock – interviews with George Clinton, Roberta Flack, John Mayall, AC / DC’s drummer and, recently, joint performances with Patti Russo – Meatloaf’s long term singing partner at Henley Business School, a corporate gig for HP’s annual awards ceremony and an awesome gig in London with Bernie Torm√©, guitarist for Ozzy Osbourne and Deep Purple’s Ian Gillan.

With Patti Russo at Henley Business School, Bernie Torm√© at London’s Borderline, at the HP awards in Brighton, interviewing George Clinton (Prince’s spiritual Godfather) and discussing HR leadership and the Virgin Way in Romania. Below our interview with Roberta Flack

If your business is to become a true Learning Company, this involves both what Peter Senge calls “learning” and more importantly “unlearning”. So, in pursuing my new pathway as a global consultancy and keynote speaker and performer alongside my role as a business author and facilitator, what have I had to learn and let go of in order to gain momentum for change?

Learning and unlearning to adapt

To do new things, this means letting go of the “familiar”. I’ve had to turn down a few projects this year, which, although they would pay a wage, would have filled my diary, making it impossible to pursue these new directions. Leadership is as much about saying no as it is saying yes to requests.

When pursuing larger projects, there is more risk of companies defaulting on their requests. One needs to be resilient, both emotionally and financially to “play with the big boys”. I have my mum to thank for the business principle of “never a borrower or a lender be”, having never had a loan in 20 years of business and have survived the longest and deepest recession in recent times, so I feel well prepared to deal with such things. Nonetheless it is galling to spend months of your time in preparation for projects which get cancelled due to wider strategic changes. I must get better at dusting myself down from such occurrences and, hopefully, minimising them in the first place.

In pursuing a global strategy, I need to develop exceptional collaborative bonds with people who I have not necessarily spent a lot of time working face to face with. This investment in relationships ultimately leads to a return in terms of more significant and rewarding projects. Trust matters much more when you are working at a distance with people and this must be allocated a good amount of time.

Hopes and Fears for 2015

1. I’m looking to develop the relationship as a writer and partner with Virgin.com.

2. I’m also hoping to launch a new groundbreaking book on innovation and creativity that blends world class research with the pragmatism of “what works” in the field.

3. I will continue to develop the Human Dynamics and Academy of Rock brands and networks so that they compete well with the usual suspects.

4. I’m hoping to receive less fake requests for assistance, but one never knows … To be an adaptive organisation, one needs to have a plan and also be nimble and responsive …

To adapt, sometimes one needs to switch the points towards an unknown destination …

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Peter Cook leads Human Dynamics, offering better Organisation Development, Training and Coaching. He offers keynotes that blend World Class Leadership Thinking with the wisdom of the street via The Academy of Rock – where Business Meets Music. Author of seven books on Business Leadership, acclaimed by Tom Peters, Professors Charles Handy, Adrian Furnham and Harvey Goldsmith CBE. Connect with us on our Linkedin Company Page and join our group The Music of Business where we discuss parallel lessons from Business and Music.

From Competitive Advantage to Collaborative Advantage

The last 100 years of business wisdom in the West has been dominated by the notion of Competitive Advantage, whereby a company or enterprise develops a product or a set of capabilities that confers some kind of unique advantage versus its competitors, ideally over an extended period of time. The concept was championed by Michael Porter via his tomes, “Competitive Advantage” and “The Competitive Advantage of Nations”. Essentially Porter’s theory is Charles Darwin for business people. Here’s an account of our recent evolution from¬†the agrarian through the industrial to the information age. ¬†It is not clear from this infographic whether intelligence has increased …

If Dinosaurs ruled the Earth ...

If Dinosaurs ruled the Earth …

It’s time we moved to the notion of Collaborative Advantage¬†in a joined up world. Innovation is now so complex that it is rare for the capabilities and intelligence required to convert a new idea into a sustainable business, product or service to reside within one individual or discipline. Alongside this, the impact of our actions on the world has become correspondingly greater and we must therefore look to collaboration as a tool if we are to have a chance of making the world a better place.

But, it’s not easy. As with Darwin’s ideas about competition, the human condition tends to place emphasis on looking after number one as a priority, especially when under pressure. So voluntary activity is necessary but not sufficient to achieve the required changes. On the positive side, some companies are taking the lead in setting the conditions where collaboration is seen to be a better option than going it alone:

Unilever are at the forefront of innovation through collaboration, offering incentives for individuals to come up with ingenious ideas. So too are many small entrepreneurial start up businesses, assisted by crowdfunding. It really is possible to be small and global now. I wrote recently about the power of Collaboration for Sir Richard Branson’s Virgin Entrepreneur blog. Read the piece here at Collaboration and Crowdfunding.

At a personal level, I was recently invited to give a guest keynote and collaborative musical experience at Henley Business School. Collaborating with people and organisations that you don’t own or control is a completely different animal compared with the traditional organisation model and it requires a completely different type of leadership. I am delighted to be associated with an institution that understands the difference and designs it into their Executive Education programmes.

We were blessed to have a guest appearance from Patti Russo,¬†Meatloaf’s long term female singing partner. I’ve been working with Patti to develop the next stage of her career and she kindly agreed to come along as a special guest. Patti is a living, breathing example of someone who has collaborated with some of the biggest egos on Planet Earth. She¬†performs with much of rock’s royalty including Cher, Queen and in the theatre with the LA version of “We Will Rock You”.¬†A magical moment was when we launched into “Dead Ringer for Love” during the live performance part of the evening. The entire audience of leaders stood up to salute her! I was also privileged to do an acoustic “aftershow” with Patti in the bar at Henley, where we performed “You can’t always get what you want” and “I would do anything for love”, which included some great delegate¬†collaboration.

I would do anything for love - with Patti Russo and Masterclass at Henley Business School

I would do anything for love – with Patti Russo and Masterclass at Henley Business School – Click the picture to book Patti for a unique experience

I’m also delighted to have been invited to join¬†a global collaboration with¬†Nadine Hack¬†for a more sustainable business world. Nadine’s contribution to finding joined up solutions to complex world problems is unparalleled and she has started this network to continue and accelerate her¬†work.

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Nadine Hack – Leader of a Global Network for a more sustainable world – click on the picture to find out more

Action Points

  • Competitive Advantage must be matched¬†with Collaborative Advantage
  • Collaboration is easy to say but runs counter to many people’s DNA, so we must work hard at it
  • The internet can facilitate enterprise through collaboration via crowdfunding. See Sir¬†Richard Branson’s articles on Collaboration¬†Virgin.com for more on this
  • Leaders can learn to collaborate if they choose to. Please get in touch with Nadine Hack or myself to discuss collaborative leadership

To finish, here’s a song from Patti that literally sums up idea of being “under pressure”:

The “F” Word – Leadership Lessons from Failure

This Saturday September 06 I am presenting at The Institute for Contemporary Music Performance on the subject of failure. It’s a word that managers fear, yet any successful leader or entrepreneur will usually have failed a few times if they are talking honestly about success. The lecture offers practical lessons about entrepreneurship, strategy, creativity, project planning, team leadership and execution of your strategy for people trying to do new things, via the medium of a case study. Before you ask,¬†NOOO, it’s not your usual dull business case study!! ¬†Read on and check out the full conference at¬†ICMP

Failure and Success - The truth

Failure and Success – The truth

Some years ago, I sponsored an audacious plan to circumnavigate the world on a rock’n’roll tour, performing at the greatest venues on the planet and taking your audience with you. I invested nearly ¬£50 000 of my life savings in order to help my friend John Otway to advance the enterprise forward. Alas, my involvement came too late and despite achieving a temporary turnaround in fortunes, it was not enough to recover the situation and I most the money and about 6 months effort in an attempt to help John realise his dream. I dubbed the project, “The Real Spinal Tap Tour”. ¬†Take a look at the promo video for the tour to get a flavour of the ambition:

Like most business enterprises, the John Otway World Tour was a GREAT idea, poorly EXECUTED.  It is never enough to have a great idea in business. Meticulous execution skills are needed to bring the idea into existence and I will explore the successes, near misses and downright catastrophes that led to the eventual meltdown of the project.  To whet your appetite, here are a few stunning facts about the tour:

A comedy of errors...

A comedy of errors…

Our presentation¬†is available in your company with parallel lessons for businesses. We are also available to help you avoid similar flights of fancy or to turn difficult corners in your own projects. For the moment, here is the magical moment that started¬†John Otway’s career, when he fell off an amplifier on The Old Grey Whistle Test, injuring vital parts. This is a stunt which Otway¬†has developed¬†in his career ever since, including our performance at Pfizer:

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Peter Cook leads Human Dynamics, offering better Organisation Development, Training and Coaching. He offers keynotes that blend World Class Leadership Thinking with the wisdom of the street via The Academy of Rock – where Business Meets Music. Author of seven books on Business Leadership, acclaimed by Tom Peters, Professors Charles Handy, Adrian Furnham and Harvey Goldsmith CBE.

Global Networks

Nadine Hack, pictured with Jerry Dunfey at The White House on St Patrick's Day

Nadine Hack, pictured with Jerry Dunfey at The White House on St Patrick’s Day

I’m delighted and humbled to be¬†included amongst the exclusive global network of Nadine Hack, Leader¬†of beCause Global Consulting. ¬†Nadine is a thought leader in the area of responsible and sustainable leadership over 30 years and has recently formalised her global network of trusted associates. Take a look at the incredible cast of experts on The beCause Website.

I asked Nadine to explain more.

Peter: ¬†What’s uniquely valuable about this network?

Nadine:  The beCause network is truly global.  We cover The Americas, Europe, Africa, Asia and The Middle East, with multilingual, multidisciplinary capabilities.  Our core is represented in this model:

The beCause Core offering

The beCause core offering

The beCause network adds specific capacities in social media, sustainability, conflict resolution, entrepreneurship, executive search, gender equity, design, public relations and much more.

Peter:  What has driven the development?

Nadine: On the one hand, corporates increasingly demand that their partners exhibit size and scale around the world. Whilst we have that size and scale, it is not immediately apparent to some of the people who source our expertise.  The network makes this collective capability visible.  At a purely personal level, I am thrilled to highlight people with the highest integrity and who therefore can make an important contribution to the world in which we are entering, where sustainable business practices and ethical leadership are no longer nice to have, but essentials in a world which badly needs transformational change.

Screen Shot 2014-06-20 at 17.00.12

Peter:  What are your hopes for the network?

Nadine: ¬†I’ve always believed in teams and the power of collaboration.¬†¬†It’s something that I help my clients achieve within their organizations.¬†¬†And, I’m proud to model it in my own company by introducing an extraordinary network¬†¬†of diverse talent from around the world.

For an insight into Nadine’s work take a look at an extract from one of her talks below on sustainable business practice. ¬†This highlights her extensive experience that sustainable business is good business for all concerned. ¬†This is no longer a fringe activity, it is core business as companies like Unilever, Microsoft, Wal-Mart and so on will tell you. ¬†The network has already attracted interest from companies around the world for various services, including one that is interested to develop their leadership capabilities in terms of ethical behaviour around the world, another that wants to develop their social media presence and so on.

For me personally, I’m¬†delighted to be part of such a superb group¬†of collaborators. ¬†As Archimedes¬†said:

“Give me a lever long enough and a fulcrum on which to place it and I shall¬†move the world”¬†

Nadine Hack’s beCause Network¬†offers to multiply Archimedes’ principle¬†many times.

Levers of Change

Levers of Change – Nadine Hack’s beCause Network

The future of data

Big Data

I recently¬†presented and facilitated a summit event for 100 people to explore the future of clinical data management using a suite of creativity and innovation techniques¬†with my colleague, friend and associate¬†Steve Gorton. ¬†The issue of data management is complex and contentious. ¬†As an illustration of this, the NHS recently withdrew a strategy to sell patient data to interested parties, after it asked the public to opt OUT of an imposed strategy rather than to opt IN. This serious misjudgement of public opinion has caused outrage and has required the NHS to reconsider its strategy. It is self evident that the collection of large volumes of health data has potentially huge health benefits if treatments for diseases can be found from this. However the strategy also has some potential downsides if moral hazard creeps in, with insurance companies using the data to hike insurance fees for certain classes of people, the potential for it to be used in recruitment and so on. ¬†It seems that the reaction is made up of a number of concerns for ‘data leakage’ coupled with concerns about who owns the data and therefore who can benefit from its sale to third parties. Treatment of this topic as if it is a benign issue has cost the NHS a lot of money and an equivalent amount of credibility. The topic is complex with many unknown and unknowable parts. ¬†It’s what Steve and I¬†call a ‘wicked problem’:

Wicked problems - uncertain ends and means or both

Wicked problems – uncertain ends and means or both

So, what did the clinical data management managers make of the session? Rather than providing a suite of creativity tools, we offered them the chance to immerse themselves in three ‘creativity states’. ¬†All good proprietary creativity techniques are based on some underlying ‘states of mind’, which occur naturally when people are in the mode of ideation. The three we offered are shown below. ¬†These were found to be easier and quicker to access than the recipes for creativity offered by the product based creativity consultancies.

Three creativity principles from Human Dynamics

Three creativity principles from Human Dynamics

To bring these alive delegates explored ‚ÄúThe future of clinical data management‚ÄĚ.¬† They were asked to produce the most interesting and most unusual ideas to unpick the topic and “drain the Clinical Data Management swamp”. One theme was ‚ÄúDefining the role of clinical data management so everyone understands where the future lies‚ÄĚ. ¬†Why?¬† Because it is felt the rest of the system does not have much awareness or understands the key role that Clinical Data Management¬†plays within the developmental process.¬†Our first step was to break the wicked problem down into some more manageable chunks given the short time allocation. ¬†This is how we ended up:

Digesting a wicked problem into more manageable entities using expert facilitation

Digesting a wicked problem into more manageable entities using expert facilitation

The headline outputs that are shareable from the session broke down into the “Most Interesting” ideas for further development and the “Most Unusual” ideas to act as provocations for more detailed thinking:

Wonderful and Wierd ideas for future development

Wonderful and Wierd ideas for future development

Most interesting: ‚ÄúWhat would be the outcome if Clinical Data Management¬†¬†were to go on strike?‚ÄĚ ‚Äď developed from the reversal¬†principle – this produced a rich seam of ideas, some of which have real value to the participant’s own companies if developed

Most unusual: ¬†‚ÄúRedefine and develop the brand so it remains current and up to date (like the annual Formula 1 team rebranding)‚ÄĚ ‚Äď developed from the projection principle. ¬†This pointed participants to consider ideas in the arena of PR and marketing, not natural areas of strength for the profession

Whilst these require further development (and the groups went on to develop a broad range of more specific ideas within the event) the aim was/is to get people thinking wider from at least two perspectives and come up with some really practical and pragmatic ideas that generate traction.

This type of approach enables people, teams and organisations to stand back from the ‚Äúwickedness‚ÄĚ and begin to separate¬†‚Äúthe wood from the trees‚ÄĚ and disperse the fog of confusion.¬† Importantly it is about creating value to help things happen quicker, for less investment and more satisfaction within the role.

Steve teaches Peter some new chords

Steve teaches Peter some new chords from the fog of confusion ….

Would you like to find out more about how these and similar approaches allow you think further and faster outside current wisdom and experience?  We’ll offer a pack of materials to help you.  Just mail us at peter@humdyn.co.uk

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About the Author:  Peter Cook leads The Academy of Rock РKeynote events with a difference and Human Dynamics РBusiness and organisation development, training and coaching. Contact via peter@humdyn.co.uk or +44 (0) 7725 927585.  Check out our online Leadership programme for FREE via The Music of Business Online.

Can I play with Madness?

I’m delighted to have been asked to provide the keynote address for a very special event coming up from conference organisers High Performance UK¬†at their 2013 Conference at the East Midlands Conference Centre on 4th-5th October.

Can I play with Madness - well, no, they don't have guests on stage, but I do ...

Can I play with Madness? – well, no, they don’t have guests on stage, but I do …

This is a fascinating request from High Performance UK. ¬†They called me and said, could I do a talk on ‘madness’. ¬†Now those of you that know me would realise their are several interpretations of this, all of which I’d be able to handle ! ūüėČ ¬†It turned out that they have a Madness tribute act performing in the evening. ¬†So I really wanted to stay on to perform “Night Boat to Cairo” …

But on further reflection and dialogue we ended up talking about how companies can learn rapidly so that they can adapt and reinvent themselves in a new business environment. ¬†So, I’ve concocted a series of lessons for Learning Companies and Learning Individuals that will both entertain and also carry some powerful messages with them. ¬† Life is busy and the idea of being a learning organisation is always tempered by people’s willingness to learn from successes and mistakes and the time they give to such things. ¬†I’ll be drawing on over 30 years experience of working within innovation teams to come up with a series of lessons for businesses that are poignant, valuable and sticky.

Do you fancy coming along or organising something similar in your own company? ¬†Contact me via e-mail at peter@humdyn.co.uk ¬†Our keynote starts proceedings on Saturday 5th October. ¬†I’ve commented on Iron Maiden’s lyrics before in letters to the Financial Times, including “Can I Play With Madness”:

Can I play with madness?

Can I Play With Madness?

So, Can I Play With Madness?  Of course we can:

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About the Blogger:  Peter Cook leads The Academy of Rock РKeynote events with a difference and Human Dynamics РBusiness and organisation development, training and coaching.  Contact via peter@humdyn.co.uk

Getting engaged? – An interview with Nadine Hack

keep-calm-and-pull-your-socks-up

Introducing Nadine B. Hack,¬†CEO of beCause Global Consulting and Executive-in-Residence Emerita at IMD Business School. ¬†We’ve been talking online for a few years now and she offered me this guest post recently. ¬†Given my recent rants about how the UK plc needs to pull its corporate socks up on issues of client and customer relationships and engagement, Nadine’s post here is rather timely. ¬†Here’s a picture of Nadine with a politician:

Nadine-Hack-Barack-Obama-2004-US-Senate-primary-campaign

be the Cause you wish to see in the world

How deeply engaging stakeholders changes everything

An airline company sues an online ticket provider.  Fishermen from the Gulf pay a visit to an oil firm in London.  An investment brokerage is accused of misleading government.  Today’s headlines could be quite different if more companies embraced efforts to engage stakeholders.

More companies understand that a broader spectrum of internal and external stakeholders has a direct impact on their core business. ¬†Those that have engendered deep levels of engagement ‚Äď what I call strategic relational engagement (SRE) ‚Äď are far more successful in shaping that impact to their advantage. ¬†Studies show how employee and customer engagement are intimately connected and, taken together, have an outsized effect on financial performance. ¬†Check this TEDx video out featuring Nadine:

So, for your company to sustain its competitive advantage, SRE ‚Äď multi-directional, engaged relationships that unleash people‚Äôs greatest potential ‚Äď is no longer an option but an imperative. ¬†But many companies don‚Äôt know how to effectively create or sustain this. ¬†So, let‚Äôs look at two examples:

Creating value through engagement

Nadine Hack opening the Stock Exchange

Nadine Hack opening the Stock Exchange

In the mid-1970s the major logging company Weyerhaeuser, environmental activists and the California government were arch enemies. ¬†But their eventual collaboration led to the creation of ‚ÄúInvesting for Tomorrow‚Äôs Prosperity.‚ÄĚ ¬†As a cross-sector team, they moved from reforestation to fisheries and then to all renewable resources, which ultimately became the blueprint for Global Green Plans. ¬†How did they do it?

They found individuals within each stakeholder constituency who had the capability to see beyond their own perspective. ¬†They jointly created conditions for safe dialogue by identifying inviolable principals and areas where the stakeholders were willing to compromise. ¬†They developed processes for ‚Äúsee-the-light-early‚ÄĚ catalysts to lead others from their respective constituencies.

Tactics that distinguish this case‚Äôs effective use of SRE included strong bonding experiences like neighborhood tree planting parties with cookouts and dancing that allowed all stakeholders to discover the humanity of ‚Äúthe other‚ÄĚ.

Editor’s note, this is classic OD stuff in action and takes time to do well. Here’s one of the most helpful resources I constantly come back to re diagnosis Organisation Development dilemmas:

The OD Matrix

The OD Matrix

Companies must find at least one stakeholder who can create a trusting environment where people truly listen, hear and try to put themselves in the others’ shoes.  Ultimately, all stakeholders must develop a clear grasp of the shared goals and determine how their respective goals will align.  Business leaders who are able to do this will succeed.

Engagement leaders as √ľber-catalysts

In 2000 global activists were protesting at AIDS conferences with signs, ‚ÄúCoke kills workers in Africa.‚Ä̬† Though Coca-Cola had the best policies in Africa for AIDS prevention, protection, testing and treatment of its own workers, protesters demanded that the company should provide the same services to its bottling affiliates, which were completely separate entities. Coke, however, felt it could not justify extra expenditure for its affiliates.

How could they overcome this impasse?  Über-catalyst engagement leaders from all sides encouraged SRE through dialogue, successfully allowing antagonists to see each other as human beings who actually cared deeply about the same outcomes.

Coke's-neglect

Through SRE Coke realised that serving its bottling affiliates’ employees was in its best interest; if they became infected, it would affect Coke’s entire supply chain.  They also saw that the public didn’t distinguish Coke from its affiliates, as activists were negatively impacting Coke’s brand. And AIDS activists acknowledged that while they got media coverage for blasting Coke, their attack strategy was never going to change Coke’s policies. If they really wanted workers in Africa to stop dying Coke would have to agree to transform.

Ultimately, Coca-Cola provided AIDS services for bottling affiliates‚Äô employees throughout Africa with each stakeholder group ‚Äď including the affiliates and employees ‚Äď paying some costs.

The √ľber-catalyst engagement leaders¬†saw the value in engagement and came together long before others would.

For me, Nadine’s examples demonstrate the connectivity of the world in which we now operate and how engagement is not simply a fluffy concept but one that can do good both for businesses and the people they employ and serve. The alternatives are now open to rapid feedback via social media as we have seen in previous posts. ¬†Nadine’s post reminds me of the interconnectedness of everything and I’m drawn back to the great sounds of Erasure with their song “It doesn’t have to be”, possibly the first time that Vince Clarke has been cited in an article on systemic thinking and cross-organisation development:

Nadine B. Hack is CEO of beCause Global Consulting and Executive-in-Residence Emerita at IMD Business School.   She has advised The Coca-Cola Company, Omnicom Group, Unilever and other Fortune 500 companies on rethinking stakeholder engagement.

Nadine Mandela

If your cause is important, you need to connect with the right people, be Cause ….

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About the Blogger:  Peter Cook leads The Academy of Rock РKeynote events with a difference and Human Dynamics РBusiness and organisation development, training and coaching.  Contact via peter@humdyn.co.uk