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Below is a series focused on navigating through the Era of Disruption and the Dawn of Exponential Times. The aim is to illuminate the opportunities available in this extraordinary era and to clarify the unprecedented transformations needed at the organizational, leadership and individual level in order to meet the challenges at hand and thrive. 

Available Reports In This Series

A Disruptor Innovator Profile: Spotting the Disruptors in Your Midst - Are you looking for those in your organization who frequently stake out the “boldest” options under discussion?  Explore how you can spot those who may not be pushing for more speed, certainty and predictability.  Assess how you can actively seek out those who can innovate despite disruption. 

What Got You Here Will Leave You Here — Explore how this Era of Disruption is dramatically different than living in a “VUCA” world – where volatility, uncertainty, complexity and ambiguity reign. The dawn of exponential times promises to deliver 10x and higher benefit only if we can reinvent our organizations and ourselves for new ways of leading, thinking, and relating.

The Case for the Humble Incumbent  Many incumbent companies in industries that predate the digital era will fail to make the transition through disruption and into the exponential era, and many factors will contribute to determining that. Our experience is that those that we call “Humble Incumbents”—organizations fundamentally infused with, and built around, humility—will have the strongest base to work from. This paper shares the results of our research with senior leaders of global organizations across several legacy industries that are being confronted with the challenges and opportunities posed by disruption, and reveals key insights and winning practices of those who are mastering the journey. 

What is Exponential Leadership? — While many organizations have been focusing on developing greater adaptability and agility in leaders in the face of increasing turbulence, our experience is that this approach does not go far enough. Disruption and exponential times are already demanding a more extreme expansion of the way we think and lead, so as companies disrupt and reinvent their business models, so too must leaders reinvent themselves.

 

How Can We Develop Leaders for Exponential Times? —The ways we have developed leaders in the past will no longer be enough to face the unprecedented challenges inherent in this era of disruption. Not only must the leadership skills for this era be reimagined—we must also reinvent how we develop leaders for exponential times.

The Key to Conscious Reinvention for Exponential Times — We are at a stage of human evolution that demands elevated levels of thinking and collective reinvention to thrive in the face of constant disruption. As individual leaders, we must slow down to unearth personal beliefs that hinder rapid transformation and then accelerate new practices to move exponentially forward. This will require identifying key accelerator beliefs and practices that each of us can utilize to advance our thinking and development.

Are you Truly Driving an Agenda that is Disruptive-  Leadership Quiz is found here to remind us to be mindful not to fall into one of the traps we identify in The Case for the Humble Incumbent: Preparing Legacy Organizations for Disruption, where leaders will sometimes contort something they are doing into what they deem a “disruptive/innovative initiative.” Non-transformational change initiatives, incremental improvement approaches, and customer intimacy practices are important to running and growing the business, but they are not part of a disruptor agenda.

Flip Your Thinking--This paper is a part of a series devoted to presenting strategy and leadership tools and frameworks that can help companies navigate the challenges and opportunities posed by the era of disruption and the dawn of exponential times. It looks at how to use a process of radical re-framing to help leaders in legacy incumbent organizations break out of the constraints that create blind spots and leave them open to potential attack by disruptors. This process also provides a roadmap for legacy incumbents to begin “disrupting themselves,” instead of waiting for others to do so. 

Measuring Negotiation Preparation - This research paper measures the impact of systematic preparation for negotiation and its impact on negotiated results.  

Businesswomen making gains in ASEAN nations 

By Michael J. Solender, HSBC Global Connections 
 
"Western women must know a little of the history concerning gender issues in these various countries," said Dr. Karen Walch, consultant and educator at the Thunderbird Global School of Management. 
 
Walch said the most universal "dos and don'ts" are to understand your own cultural preferences for doing business, and to learn how to switch your style to match the current cultural norms in each country... 

The art of the ASEAN deal 

By Michael J. Solender, HSBC Global Connections 

A healthy respect for protocol and cultural norms for the country where one does business are critical components to success, according to Dr. Karen Walch, a consultant and educator at the Thunderbird School of Global management. 
 
"Some of the fundamental cultural misunderstandings come from cultural norms about hierarchy and seniority in ASEAN countries compared to the norm for equality in the West," said Walch. "Following the protocol and customs is a good way to build trusting relationships in this region." 
 
Walch notes that the formality of involving attorneys thoroughout the entire deal-making process is often eschewed in ASEAN nations... 

© 2014-2016 Karen S. Walch, Ph.D.. All rights reserved.
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