our perspectives

Our perspectives – joining the dots

Ethical Governance:

  • Articulating and aligning values with business aims
  • Establishing a framework for sound ethical governance
  • Building internal and external organisational trust
  • Enabling psychological safety throughout the organisation

“Reputation is estimated to account for a quarter of market value. Recent high-profile crises remind us of the impact of reputational damage, resulting in the destruction of market value and subsequent recovery costs. In 2015 a number of organisations lost over one third of their share value as a result of either poor management of an operational crisis event or a specific reputation issue.” – Deloitte 2016

“12% of UK employees have felt pressured to compromise ethical standards. The main pressures are; we were under-resourced 35%, time pressure 34%, I was following my bosses orders 28%.” – Ethics at Work 2018 Survey of Employees (UK) Institute of Business Ethics

“Only 3 in 10 employees strongly agree with the statement that their opinions count at work…. By moving that ratio to six in 10 employees, organisations could realise a 27% reduction in turnover, a 40% reduction in safety incidents and a 12% increase in productivity.” – State of the American Workplace Report, Gallop 2017

Leadership:

  • Developing conscious awareness and courageous authenticity
  • Focusing on outcome creation and developing shared meaning
  • Making the paradigm mind shift to embrace uncertainty
  • Using the concept of antifragility as a catalyst for growth and success

“Companies can warp their own ethical climate by pushing too much change from the top, too quickly and too frequently. Leaders reported having to implement staff reduction targets, and lead mergers and acquisitions. Some of these activities included inherent conflicts of interest; others simply caused leaders to have to act counter to their values (loyalty, for example). Many leaders felt poorly prepared for the dilemmas they faced and felt compelled to take decisions they later regretted.” – Christopher McLaverty & Annie McKee, Harvard Business Review 2016

“Example is not the main thing in influencing others. It is the only thing. The people around you are watching your every move and looking to emulate you.” – Albert Schweitzer

“Antifragility is beyond resilience or robustness. The resilient resist shocks and stay the same; the antifragile gets better.” – Nassim Nicholas Taleb

Systems Architecture:

  • Achieving clarity of purpose
  • Building organisational capacity and capability
  • Designing holistic real-time metrics
  • Shifting from ‘predict and control’ to ‘sense and respond’

“A better perspective conceives of strategy as a hypothesis rather than a plan. Like all hypotheses, it starts with situation assessment and analysis – strategy’s classic tools. Also like all hypotheses, it must be tested through action. We call this approach “strategy as learning,” which contrasts sharply with the view of strategy as a stable, analytically rigorous plan for execution in the market.” – Amy C. Edmondson, Paul J. Verdin | Harvard Business Review 2017

“Virtually every company will be going out and empowering their workers with a certain set of tools, and the big difference in how much value is received from that will be how much the company steps back and really thinks through their business processes, thinking through how their business can change, how their project management, their customer feedback, their planning cycles can be quite different than they ever were before.” Bill Gates

“The successful organisation of the future will be agile, diverse and possess a global corporate mindset. The biggest challenge around this is changing mindset and skill set; it’s about businesses being willing to shift out of their current silo thinking, and consider mobile working, virtual working and virtual teams, bringing together the best people wherever they are in the world.” Dr Linda Holbeche 2018

Culture:

  • Living the purpose through shared meaning
  • Aligning organisational and leadership culture
  • Building a psychologically safe environment
  • Failing fast, learning quicker

“To succeed in the long run, most organizations need to build toward cultures of greater interdependence. Interdependent cultures characterized by collaborative and shared leadership are needed to respond to complex, shifting environments.Interdependent cultures require leaders to have vertical mindsets hallmarked by both/and thinking that embraces complexity”. – Vertical leadership for Executive Teams, McGuire and Palus, CCL 2019

“The recovery from COVID-19 pandemic, given the human dimension of urgent workforce challenges and the uncertainties facing business leaders, requires workforce strategies which focus on both short-term recovery priority actions — Reflect, Recommit, Re-engage, Rethink and Reboot — and reaching for the future and new normal — integrating the attributes of Purpose, Potential, and Perspective.” – Workforce Strategies for post-COVID Recovery, Deloitte 2020

“The fearless organisation is one in which interpersonal fear is minimised so that the team and organisational performance can be maximised ….It is not one devoid of anxiety about the future.” – Quote from Amy Edmonson – The Fearless Organisation 2019