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Which area(s) of Career Management interest you most?":1,"#You are currently logged in as testdemo@mailinator.com":1,"#You haven't Completed the onboarding yet. Please complete it to receive personalized recommendations":1,"#Your Accel5 personalization survey can be completed anytime in your 'My Profile' area.":1,"#Snooze personalization survey?":1,"#Recently Viewed (2)|":1,"#Learn key strategies for understanding, assessing, and mitigating risks to …":1,"#Explain":1,"#Share on X":1,"#Industria del acero":1,"#Globaloizacion":1,"#Tratados":1,"#Cambiar":1,"#反思问题":1,"#25 分钟观看":1,"#识别并减轻微侵犯":1,"#进行中":1,"#专家管道":1,"#仅靠情报是不够的":1,"#转变":1,"#（6:00 分钟）":1,"#mitesh.shanbhag+accel5@zeuslearning.com":1,"#Enter your password":1,"#Select a Section":1,"#Welcome, Omkar!":1,"#Suchen:":1,"#No Liked Resources":1,"#testdemo@mailinator.com":1,"#Disruption can happen to any company. Using the TBD framework can help you avoid being disrupted, but you must be proactive in facing challenges and encourage innovation in your organization.":1,"#Technology drives change, so any organization that wants to avoid disruption must monitor and evaluate technological developments. However, many executives avoid new technology because they don’t understand it, are too focused on short-term goals, or don’t think it’s worth the time and effort needed to research advances. In Disruptive Technologies, Paul Armstrong provides a framework that organizations can use to investigate innovative technologies and decide what actions the company should take regarding each one they evaluate. He provides both a simplified framework and a more complex one from which companies may choose.":1,"#Paul Armstrong is a leading expert on the future of technology, disruption, and innovation. He runs TBD Group, which offers intelligence products, advice, and events to clients such as PwC, Meta, Coca-Cola, P&G, and Omnicom. He previously worked in the United States in-house at Myspace and for top agencies before returning to London to lead the social technologies team for WPP’s Mindshare.":1,"#Help them develop their skills. Provide training that challenges and inspires them.":1,"#Offer flexibility. Give them some say in when and how they work.":1,"#Put them on an innovation team. Let them evaluate technology and recommend what to implement.":1,"#Challenge them by asking them to find a better way to do something.":1,"#Create an environment where employees can move around rather than sit at a desk all day.":1,"#Businesses that are transparent are more open to updated ideas and methods, including disruptive technologies. Increasing your organization’s openness can result in better problem solving, stronger customer relationships, and greater opportunities to partner with others.":1,"#To retain younger workers:":1,"#Younger people also tend to have a high emotional quotient, which helps them work with and understand other people. They’re adept at noticing what people need and can give valuable input on the behavior section of any TBD analysis.":1,"#Millennials are the largest cohort in the workplace, and your company needs them as employees and customers. Younger workers have many qualities that will help you deal with disruption. For example, younger generations bring diverse ideas and backgrounds to the workplace, and diversity can lead to innovation. Young workers think differently than older ones because they grew up in a different world and are used to technological change and disruption.":1,"#Younger Workers":1,"#One tool you can use to search for solutions is analogous thinking, which is the process of looking at similar situations to see if you can transfer or adapt anything learned from them to your own situation. Analogous thinking allows you to gain a new perspective and make a more informed decision. However, when working with analogies, consider how the analogy differs from your problem and adjust for the differences.":1,"#If you suspect disruption is coming and know the right course for your organization, stay focused and work on instituting the required changes. Every industry and company is unique, so you must tailor your approach to your company.":1,"#Disruptive technology itself isn’t the only thing that can impact your company’s future. Your company’s mode of thinking will also impact how you move forward. Many people and companies make surface repairs while ignoring deeper problems. However, such complacency won’t help your organization when faced with fast-moving changes.":1,"#Trying to change the company culture. Announce the planned changes, then be prepared for a long campaign reinforcing the modifications. Find employees others respect as problem solvers and get them on board.":1,"#Bringing in someone to fix the situation. Review what’s needed before deciding what you want the fixer to deliver. Assist your employees in improving their skills to help the company adjust.":1,"#The TBD framework is a method of evaluating technology to determine if your organization should adopt or react to a technological advance. To determine the TBD score, you’ll evaluate the technology itself, the expected behaviors of workers or customers, and data about the technology and usage.":1,"#Investigating disruptive technologies can help you to see change is coming and prepare for it, but disruption still may happen. Reactions may include:":1,"#If You’re Disrupted":1,"#Part III: Prepare for Change":1,"#Brainstorming questions rather than ideas. Focusing on questions helps employees to understand the issues you’re pursuing.":1,"#Getting to know employees. Executives should spend less time in the boardroom and more time interacting with workers.":1,"#Making feedback “always on.” Instead of formal reviews, provide feedback through casual, frequent interactions.":1,"#To improve openness in your company, encourage employees to speak out and share their ideas. Steps to increasing openness include:":1,"#Benefits of being an open business include a greater likelihood of finding and solving problems because they’re out in the open and employees have all the information they need. Such companies often have better customer relations because they give customers more data, which builds trust.":1,"#An open business is an organization that values transparency, welcomes new ideas, and seeks to benefit society overall. An open business is more likely to explore disruptive technologies.":1,"#Open Businesses and Technology":1,"#Don’t dismiss disruptive technologies because you don’t understand them. Businesses need a strategy to help them understand and evaluate new technologies.":1,"#Suggest a pilot program to show how the technology works.":1,"#Bring in an external expert to explain its importance.":1,"#Explain how the product works and why it’s needed.":1,"#When pitching your plan to leaders, consider these tactics:":1,"#Using case studies that focus on how someone made the right decision regarding risk.":1,"#Including risk management as a job responsibility.":1,"#Rewarding risks taken the right way and avoiding a blame culture.":1,"#Successful companies embrace risk management and make it part of their culture by:":1,"#Often, executives don’t want to invest in technology because they don’t understand it, so be clear about what the technology can do for your company and why it’s important. Help your leader to be risk aware, rather than risk averse. Risk awareness requires actively exploring risks to proactively minimize them, rather than seeking to avoid them.":1,"#Depending on the results of your TBD test, you may need approval from a company executive to proceed. Understanding why leaders are hesitant to invest in technology can help you navigate your way to approval.":1,"#Understand the difference between emerging technologies and disruptive technologies. Emerging technology is any new technology that might be impactful. Disruptive technologies change an existing business model by replacing elements people don’t like with more desirable features.":1,"#How many consumers are interested in the technology or the problem it solves.":1,"#How disruptive you think the technology will be.":1,"#Whether consumers are currently using those behaviors.":1,"#The financial importance of consumers using the behaviors the technology elicits.":1,"#The size of the technology’s consumer market.":1,"#Your organization’s ability to deploy the technology.":1,"#The TBD+ score ranges from zero to 60, because the team will evaluate the technology’s potential in six categories:":1,"#To learn about potential new areas of interest, employ the expert referral staircase. Begin by talking to someone you think can provide insight into the topic and end the meeting by asking them who they would recommend for information on the subject. Contact their referral and repeat the exercise. Keep going until you’ve learned everything you need to, or until you’ve found another topic you want to explore.":1,"#Creating a TBD+ framework requires creating a cross-departmental team to define target consumer groups and create a technology and behavior profile of them. The team must also create an investment matrix, specifying when to spend time and money on a technology, and identify technology areas of interest and areas of emerging technology you should look at.":1,"#©2023 by Paul Armstrong":1,"#The basic TBD framework is a quick decision tool. The advanced TBD framework, or TBD+, is far more customized and time-consuming. It will help your organization take a long-term view of disruptive technology with an eye toward investments. Ultimately, you’ll decide whether your organization should spend time or money on the technology.":1,"#TBD+":1,"#Compare the score to the decision matrix. You can then decide your next steps regarding the new technology.":1,"#Add the three scores. This will give you the TBD score.":1,"#Data: Will enough end users do what we’re asking? Remember that data about emerging technology is based on a small user base.":1,"#Behavior: Will the end users do what we want them to do? Use behavioral research, census data, health data, and other consumer data to try to judge.":1,"#Technology: Can the end users do what we need them to do? Use strict scoring.":1,"#Give a score in the three TBD areas, judging based on the evidence in front of you. Give between zero and 10 points in each of these categories:":1,"#Decide what questions you want answered. Typical questions are: “Should we start using the thing?” or “Will the new feature on the thing help our revenues?”":1,"#Create a decision matrix. List actions you could take when a new technology, product, platform, or feature emerges or changes. Options could range from ignoring it to quickly adapting it. In the TBD process, scores range from zero to 30, so create a list of specific actions you’ll take with different outcomes. For example, you might decide that if something scores a 30, you’ll fund a test project up to a specific dollar amount. If it scores 15-20, you’ll revisit the question in a year. It’s best to create decision bands so that ranges of numbers result in the same decision, rather than specifying 30 different outcomes.":1,"#A Framework to Understand, Evaluate, and Respond to Digital Disruption, Second Edition":1,"#Use these five steps to generate a TBD framework:":1,"#The simple TBD framework is designed to help your organization decide whether to conduct more research into a specific technology by helping you prioritize where you want to put your resources. It may also help you develop further research ideas.":1,"#The TBD framework considers technology, behavior, and data. Using the framework helps you break your analysis into smaller pieces and score the impact a technology might have based on technological issues related to a problem, people’s current or expected behavior regarding the technology, and available data that sheds light on the problem and technology.":1,"#Simple TBD":1,"#Part II: TBD Frameworks":1,"#Implementing a change takes dedication. You must present the benefits in a way that motivates your employees. Don’t try to implement changes too quickly. Instead, move slowly, explain what’s going to happen, and get team members involved so they buy into the changes.":1,"#You can make forecasting easier by substituting simpler questions for more complex ones and by adjusting old assumptions when you have new data. To improve predictions, you must see change coming and understand that change makes people uncomfortable. It’s essential to ease coworkers’ discomfort during the change process. Employees or clients who resist change are often dug in, so you must find ways to remove the resistance to allow the change to proceed. Resistance is often based on concerns about money or the costs of the change.":1,"#Forecasting the Future":1,"#Learn to recognize bad technology, or technology that can cause problems or negative outcomes. Red flags to look for include planned obsolescence, copyright infringement, or environmental issues, such as being made from unsustainable resources.":1,"#Finding influencers in the organization—people others took to as natural leaders—and getting them on board.":1,"#Creating a steering group to work toward change.":1,"#Involving others in the evaluation process and asking their thoughts about technology.":1,"#You can steer your team or organization toward being open to technology by:":1,"#New technology is often an attempt to improve how something is done, so it’s likely your company should invest in some innovations. However, business executives are often reluctant to consider an innovation because they don’t understand it, worry that customers won’t like it, or are too focused on short-term outcomes to look toward the future.":1,"#You can’t predict the next big disruptive technology, but it’s vital to monitor certain topics and develop a framework to evaluate how they might affect your organization. Some examples of technologies that may be transformative are artificial intelligence, blockchain, and nanotechnology.":1,"#Emerging technologies are new, fast-growing technologies that could have a substantial impact, but we don’t yet know what the impact might be. Disruptive technologies take hold quickly and are transformative, typically changing an existing business model by replacing elements people don’t like with better methods.":1,"#Emerging Versus Disruptive Technologies":1,"#Part I: New Technologies":1,"#Technology drives change, so any organization that wants to avoid disruption must monitor and evaluate technological developments. However, many executives avoid new technology because they don’t understand it, are too focused on short-term goals, or don’t think it’s worth the time and effort needed to research advances. In Disruptive Technologies, Paul Armstrong provides a framework that organizations can use to investigate innovative technologies and decide what actions the company should take regarding each one they evaluate. He provides both a simplified framework and a more complex one from which companies may choose.":1,"#Aug 14, 2024":1,"#Growth leaders distinguish themselves by connecting with others, fostering communication and collaboration across the organization, and giving sales a seat at the executive roundtable.":1,"#Scott K. Edinger is a premier consultant for leading business growth for clients in the Fortune 50 and across the globe. He’s worked with CEOs and senior leaders to develop pragmatic strategies and execute approaches to drive top- and bottom-line results. Edinger’s written three books and over a hundred articles in Forbes and Harvard Business Review, among other prominent publications. He’s coauthor of The Hidden Leader: Discover and Develop Greatness Within Your Company and The Inspiring Leader: Unlocking the Secrets of How Extraordinary Leaders Motivate. Edinger’s Harvard Business Review article “Making Yourself Indispensable” has been called a “classic in the making.” Edinger’s work has been published in the HBR Guide to Your Professional Growth and the HBR Guide to Being More Productive.":1,"#When you bring together a clear strategy, inspiring leadership, and an aligned sales team, you have an unbeatable combination for driving successful, sustainable growth.":1,"#Addressing these IFs is crucial to the success of a value-driven growth organization. Neglect them, and your competitors will prevail. Embrace them, and your organization will be motivated to work in harmony toward a common purpose.":1,"#Use magnets and milestones. To execute your strategy, craft a small set of well-defined priorities and goals supported by well-defined progress measures. Focus on results over tasks.":1,"#Focus on growth. Translate values into specific behaviors that drive growth. Lead a company-wide culture shift toward a growth-culture model.":1,"#Inspire and communicate. Provide clear direction and guidance across the organization to engage and motivate employees.":1,"#Connect the executive team to the sales organization. Give sales leadership a seat at the executive table and make sure the sales team understands and is prepared to implement your strategy.":1,"#Align your teams with your strategy. Ensure everyone in your organization understands and embraces your strategy and works together in a coordinated, collaborative manner to achieve your vision.":1,"#To drive sustainable growth, you must deliver a sales experience that creates value for the customer every time.":1,"#Prioritize customer value. Know your customers and provide them with a sales experience that adds value to their business in a way your competitors can’t match.":1,"#When you identify predictable points of failure ahead of time, you increase your odds of changing the outcome for the better. Every business has points of IF: predictable points of impact or failure. The six most common points of IF are:":1,"#Points of IF":1,"#The magnets and milestones framework is simple and effective. The framework isn’t a strategy itself; it’s a strategy execution enabler. It provides a strategic focus and a clear direction your organization can unite around as you execute your growth strategy together.":1,"#Magnets stand for your strategic initiatives. Use magnets to define and communicate your goals and keep your organization focused on the endpoint. Magnets help “pull” your organization toward the finish line. Milestones measure your progress. Use milestones to assess where you are in your transformation and to keep your organization motivated toward your vision.":1,"#Avoid these pitfalls by focusing on leading results rather than managing tasks. Use magnets and milestones as a bridge between preparing to execute your strategy and implementing it.":1,"#Micromanagement.":1,"#Poorly defined goals.":1,"#Time-consuming operational issues.":1,"#Too many priorities, equating to no priorities.":1,"#The keys to achieving successful growth are putting sales at the center of strategy and creating tight connections between the sales team and the C-suite.":1,"#An emphasis on perfection.":1,"#Overly complicated project management.":1,"#Unclear progress measures.":1,"#A focus on activity and action rather than outcomes.":1,"#Strategy implementations are vulnerable to several pitfalls, including:":1,"#Magnets and Milestones":1,"#Balance pressure on performance. Ask your people to stretch, but don’t overextend them. A little pressure can be very motivating, but too much pressure leads to mistakes.":1,"#Develop talent. Helping others grow is one of the best ways to immerse them in their work and improve their performance. Investing in your people is a worthwhile investment in your business.":1,"#Model openness. When you’re honest with others, they’re more likely to be honest with you. Create a climate that encourages authentic sharing and allows others to feel safe expressing their thoughts and opinions.":1,"#Express concern and anger. Genuine expressions of emotion—good and bad—humanize you and permit your people to express their emotions. Share concern and anger constructively. Avoid temper tantrums or intimidation.":1,"#The failure to reach growth targets is often blamed on the sales function. However, the real culprit is usually leadership.":1,"#Show energy and enthusiasm. Genuinely share your passion for the business without overwhelming people. Maintain a level of positive energy that can last for the long term. Help your team see how they can achieve desired outcomes.":1,"#Connection is the essence of leadership. Your ability to use emotion to create solid connections with your people is crucial to engaging them in the work of bringing your strategic vision to life. Use these five techniques to harness the power of emotion as a motivator:":1,"#Clarity means ensuring your people understand you. Organize your thoughts and convey them clearly. Avoid corporate speak and the tendency to think aloud. Be disciplined about what you share and how you share it.":1,"#Credibility is the cornerstone of growth leadership. Your people must believe you and believe in you. Present a compelling vision and help your employees see their role in bringing that vision to life. Always be truthful. Show good judgment and that you understand the business. Know where you want the organization to go and share that vision with passion and energy.":1,"#Growth leaders excel at making emotional connections with others. They use that ability to engage their organization in the company’s vision, strategy, and execution through the three Cs of communicating and inspiring: credibility, clarity, and connection.":1,"#The Three Cs of Communicating and Inspiring":1,"#Right seats at the table. Sales must hold an equal position to every other corporate function at the executive roundtable and in strategy conversations. Reject the stigma of sales as a lesser function. Nurture sales leaders to a higher level of leadership competency.":1,"#Right people. Growth-focused organizations are led and staffed by individuals who put customers at the center of the business and are focused on strategy and outcomes. Growth leaders are inspirational and motivating, champion people’s development, and are comfortable leading change. They collaborate and influence across functions to create the synergy that wins customers for life. Develop these competencies within yourself and nurture them in others.":1,"#Right mindset. Build a growth-focused culture that believes the sales organization is an essential strategic contributor and values its unique connection to the customer. Model and champion authenticity, accountability, adaptability, and appreciativeness. Transformation takes time. Take the long view toward cultural change.":1,"#You can only lead growth when your organization is aligned in these three areas:":1,"#©2023 by Scott K. Edinger":1,"#Right by Three":1,"#Execute. Make your strategy real by improving and aiming every aspect of your organization toward executing that strategy as you’ve envisioned it.":1,"#Create value. It’s not enough to have a power play. Your sales team must provide a sales experience beyond just your offering to bring greater value to the customer. This value orientation generates customer loyalty. Design a sales experience that’s so compelling customers can’t say no.":1,"#Identify your customer. Know who sees value in what you offer. Recognizing your customer is crucial to monetizing your power play and achieving the success you seek. As a growth leader CEO, you must have direct contact with your target customer.":1,"#Embrace your power play. Identify how your product, services, or capabilities differentiate you in the marketplace. Invest in that differentiation fully and strategically.":1,"#Define success. You must know what success looks like to create a strategy to achieve it. Establish and communicate your long-term vision and support it with specific goals. Give your organization a purpose around which to rally.":1,"#Flags have long been used as communication tools to signal stops, starts, boundaries, and more. Each of the following five flags stands for an aspect of a growth-focused strategy and signals your next move:":1,"#The Five Flag Start":1,"#Fostering partnered relationships between the sales team and customers.":1,"#Communicating strategic goals clearly and with intention.":1,"#Strategies to Drive the Top and Bottom Lines":1,"#Overcoming your fear that a focus on strategy will dampen sales activity.":1,"#Rejecting the stigmas, stereotypes, and biases that often define the sales function.":1,"#A strategy-savvy sales organization is your competitive advantage. Empower it by:":1,"#Growth leaders equip their sales team with a vision and a strategy to support that vision. They foster communication and collaboration across every level of the company. They invite sales leaders into strategic discussions and value the sales team’s link to the end customer.":1,"#CEOs often complain about their sales team’s inability to execute a consultative selling motion that focuses on outcomes rather than pushing products. However, they don’t take responsibility for their own failure to create a relationship with the sales team that enables this type of strategic, value-based sales experience.":1,"#Where Strategy Goes to Die":1,"#A problem with sales performance usually isn’t a sign of a problem with the sales team; rather, it’s a sign of a problem with leadership. To lead your organization to profitable growth, you must give sales a seat at the strategy table and infuse a sense of purpose and customer value into the sales motion.":1,"#The tendency for sales to blame poor sales performance on other functions.":1,"#A lack of motivation among the sales team.":1,"#Poor closing technique.":1,"#Selling to the wrong targets.":1,"#The outcomes of this misalignment include:":1,"#A disregard for sales as central to business strategy.":1,"#A negative stereotype of the sales organization.":1,"#An overzealous focus on closing at all costs.":1,"#Adversarial relationships between the C-suite and the sales function that lack strategic coordination are all too common. Causes include:":1,"#Growth leadership depends on a strong connection between the sales team and senior leaders, which includes bringing sales into the strategic conversation. Without this inclusion, the sales team can’t effectively execute the company’s strategy at its endpoint—with the customer.":1,"#The Executive’s Relationship with Sales":1,"#When you build strong connections with your customers, you transition from a transaction-based relationship to a trusted partnership. Selling is about creating value for your customers. The best organization to prove that value to a customer is your sales organization. It’s your hidden differentiator when executing a growth strategy. Put sales at the core of your growth strategy by empowering your salespeople to deliver a customer experience that drives customer loyalty.":1,"#Engage other resources to solve their problems.":1,"#Aug 12, 2024":1,"#Find novel solutions to their problems.":1,"#Discover untapped opportunities in their business.":1,"#Recognize potential upcoming problems.":1,"#Identify problems they didn’t know they had.":1,"#Create valuable sales experiences and closer connections by helping your customers:":1,"#The sales experience and the customer experience are inseparable. No matter what your strategy is, each sales call tests its effectiveness. No matter what product or service you’re selling, you create value that leads to growth and differentiates your company from the competition by connecting a customer’s problem with your solution.":1,"#The sales function is always the closest to the customer but typically the furthest from the C-suite. This distance can be a costly mistake. Growth leaders challenge this status quo and leverage a hidden differentiator by tightening connections between the C-suite, senior sales leaders, and customers.":1,"#The Hidden Differentiator":1,"#When a company fails to meet its growth targets, senior leaders typically blame the sales function. However, the causes of poor sales performance often start at the top, in the C-suite. In The Growth Leader, business growth consultant Scott K. Edinger explains that leaders must take responsibility for and execute a growth-focused company culture that drives value directly from the C-suite to the sales organization while connecting with every point in between. By putting sales at the heart of your company’s growth strategy and making the right value-based strategic decisions, you can become a growth leader who leads your company to success.":1,"#A growth-focused culture requires the right mindset, right people, and right seats at the table. Growth leaders promote a growth-focused culture through credibility, clarity, and connection.":1,"#Embrace the flexibility of hybrid work models to create a more democratic workplace environment.":1,"#Lean into your compassion and empathy skill sets to embrace the demands of today’s new form of leadership.":1,"#Jenna C. Fisher is a leadership expert at Russell Reynolds Associates, a global leadership advisory firm with 46 offices in 26 countries. Her work has been published by the Wall Street Journal, Forbes, CFO Journal, and Agenda. She’s spent her career placing women and men in top jobs and on boards at the country’s most powerful organizations, including Visa, Amazon, Ford, Adobe, and Lyft.":1,"#Institutionalize sponsorship programs.":1,"#Create return-to-work programs.":1,"#Normalize extended paternity care.":1,"#Foster inclusive meetings.":1,"#Build career paths that look like webs, not ladders.":1,"#Remove biases.":1,"#Think outside the box.":1,"#Question your definitions of great leadership.":1,"#Seize the opportunity in front of you.":1,"#Help women today, tomorrow, and in the future take their long-overdue place at the top by implementing the following key steps:":1,"#Organizations must do more to help employees find their breathing space, pause to take stock, and reenergize when needed. Experiment with programs like returnships that offer training and opportunities to relaunch a career after an absence due to childcare, a partner’s relocation, or caring for older individuals. Celebrate examples of older women leaders to inspire younger talent, and add age to your DEI initiatives to create a more holistic and diverse sense of psychological safety in the workplace.":1,"#Stay in the game and recalibrate your timeline. Age and experience are powerful assets that should be used and appreciated. Once your children leave the nest, use your long tail—your bandwidth, resilience, and adaptability—to reinvent yourself to stay relevant and successful well into your eighties. No longer think of your career in terms of a ladder. Instead, visualize your career as a strong, elastic web to be traversed in multiple directions and sticky enough to catch and retain you at every juncture.":1,"#Board benefits. Make women visible at the highest level and fix the talent pipeline by including women on corporate boards. See it to be it.":1,"#How Women in Corporate Leadership Are Rewriting the Rules for Success":1,"#A business of one’s own. Accelerate women’s path to financial parity, elevate your own career, and create wealth by becoming an entrepreneur or business owner.":1,"#The once-a-month rule. Be bold and exercise your networking muscle regularly online, or in person, by participating in at least one networking activity a month.":1,"#Dual network. Build centrality by connecting with multiple contact hubs, avoid sameness, and develop an inner circle of close female contacts.":1},"version":179996}]