7 Practices for Building a Resilient Learning Organization
Date: Tuesday, January 24
Time: 1:00 PM ET
Speaker: Holly Burkett
Click here to register for this free webinar!
In this Soundview Live webinar, 7 Practices for Building a Resilient Learning Organization, innovative change leader and Learning for the Long Run author Holly Burkett, describes how to build the kind of sustainable learning culture that engages talent, sparks innovation, and optimizes performance, despite the churn of constant change.
What You’ll Learn:
- Seven practices for building a resilient learning organization.
- How continuous learning drives business strategy.
- How exemplar learning leaders build individual and organizational resilience.
- How to assess the resiliency of your own learning enterprise.
HRCI Credits available: 1*
*For those seeking HRCI certification, you will receive the required activity code in the follow-up email, post-event.
Innovation strategy and growth expert Clayton M. Christensen, and his co-authors Taddy Hall, Karen Dillon and David Duncan, present a new conceptual framework for products and innovation based on their conclusion that customers don’t “buy” products or services; they “hire” them to do a job. This Theory of Jobs suggests that understanding customers is not the driver of innovation – understanding customer jobs is. By understanding what causes customers to “hire” a product or service, any business can improve its innovation track record, creating products that customers not only want to hire, but that they’ll pay premium prices to bring into their lives. Competing Against Luck explains the framework and how to use it in your organization.
In this 8-page text and 20-minute audio summary of Competing Against Luck, you will learn:
- An exciting new conceptual framework for products and innovation.
- Why it makes more sense to focus on progress rather than products.
- The pitfalls of relying on traditional consumer data.
- How to understand and apply the Theory of Jobs to your organization.
The information-age tidal wave has submerged our companies and organizations. If the IT department was once contained in a room where brainy technologists worked their magic, today every office, every desk, every employee and manager — and every customer! — is involved with the company’s information technology.
In many ways, this new digital era (“new” relative to eras, of course) has not changed the core mandate of most executives and managers. What has changed is how that mandate is fulfilled. At the C-suite level, for example, the CEO must still guide strategy, instill a culture, lead his or her top management team, and take responsibility for the successes and failures of the company. The Chief Marketing Officer is responsible for the successful positioning of the company’s products in the marketplace. The Chief Operating Officer (COO) is responsible for the day-to-day operations of the company.
The role of the Chief Information Officer, however, has been dramatically altered. In her thoughtful new book, Be the Business: CIOs in the New Era of IT, Martha Heller explains the challenges and opportunities that CIOs must face and embrace. The book’s title — as spare and relevant as her chapters — tells the story: CIOs must “be the business.” Information technology is in every nook and cranny of a business. Information technology is back office and front office and connecting the two. Information technology is about digital marketing but also — as one CIO tells Heller — about turning operations into “algorithms.”
CDOs Are Not the Solution
Today’s organizations recognize the omnipresence of information technology in every department and function. One response, according to Heller, is the creation of a new Chief Digital Officer (CDO) function — in essence, relegating the CIO to the operational side of information technology as the fancy new CDO occupies himself or herself with the strategic implications of the digital age. Unfortunately, CDOs are often glorified CMOs — they understand the digital contribution to marketing but do not have a complete end-to-end grasp of the organization…(to continue reading this review, click here).
Don’t forget to sign up for our FREE Executive Book Alert newsletter to receive the latest business book reviews in your inbox every month!
Success guru Brian Tracy’s new book is centered on the concept of time. Although each chapter has the word “time” in it, Master Your Time, Master Your Life is not about time management as much as it is about life goals and on what areas to focus your efforts.
The first chapter, for example, is about “Strategic Planning and Goal Setting Time.” Successful people, Tracy writes, are those who plan their strategy and select their goals. “One of the most important types of time is the time you spend thinking, deciding and planning how to achieve the things you really want in life.”
Tracy recommends establishing a personal strategic plan based on four questions:
- Where am I now in my life? Review your accomplishments, family situation, financial situation, and health and fitness.
- How did I get to where I am today? Identify the choices and decisions that led to where you are today. Recognize the sources of your successes — and setbacks.
- Where do I want to go in the future? Imagine a perfect life five years in the future. Get into the details of how it would be different from the present.
- How can I get from where I am to where I want to be? Identify what you need to be doing today to make that ideal future become a reality.
Some of the chapters, such as “Productive Time” and “Work Time,” involve more conventional time management suggestions.
In the “Work Time” chapter, Tracy dives into how to overcome the “seven major time wasters” at work (telephone, email and text interruptions; unexpected visitors; meetings; fire fighting; procrastination; socializing and idle conversations; and indecision and delay).
In the “Productive Time” chapter, Tracy highlights the three keys to productivity:
- Clarity. Tracy’s focus here is on a clear understanding of expected results — the production part of productivity. Exactly what will make people see you as dependable and valuable?
- Focus. Productivity depends on a single-minded focus on the task at hand. Multitasking productivity, writes Tracy, is a myth.
- Concentration. Being able to concentrate for extended periods of time is a difficult but vital skill, he writes.
To read this review in full, click here. Don’t forget to sign up for our FREE Executive Book Alert newsletter to receive reviews just like this one every month right to your inbox!
Technology hasn’t just reshaped mass media, it’s altering behavior as well. And getting through to customers will take some radical rethinking.
Toss the linear plan, strip away conventions, and join Soundview Live for our webinar, What Hackers & Punks Can Teach Us About Navigating the New Normal with Geoffrey Colon, on a provocative, fast-paced tour of our changing world.
Packed with trends, predictions, and stories from a career spent pushing boundaries, this event will propel you out of your comfort zone and into the disruptive mindset you need for future success.
What You’ll Learn:
- Where selling is dead, but ongoing conversation thrives
- Where consumers generate the best content about brands
- Where people tune out noise and listen to feelings
- Where curiosity leads the marketing team
- Where growth depends on merging analytics with boundless creativity
More Recent Articles