We’re strategists – we can’t help it. Give us a problem and we’ll see patterns that lead to a good solution. But solutions without facts are just ideas. One of KPPM’s strengths is our research capability. We know and love data – whether it’s feedback from community engagement, investigation into a tricky employee or client situation, or surveys – our strategies are based on the best-known data. So our solutions work.
Kristine’s research has led to the development of a model of SOCIALLY EMBEDDED LEADERSHIP that works in organisations, communities and web-based social networks. Her presentation to the 2012 Regional Studies Association conference in Beijing (KP Paper Beijing 2012-07-06) provides an overview of how helped small business develop better environmental practices.
If you’d like to know more about Socially Embedded Leadership, Kristine has contributed a chapter to the book “Leadership and Change in Sustainable Regional Development”, available through Routledge – click here to preview or purchase.
In 2003, Charles Roxburgh at McKinsey wrote a terrific article “Hidden flaws in strategy” that describes how our ancestral hard-wiring undoes strategic thinking. We’ve summarised the article (KPPM, Why strategies fail – Summary of McKinsey article).
Trying to make things happen, but not get traction? Click here Kristine Peters PRESENTATION IRN Forum Whyalla Sept 2012 for practical tips.
Have you used our Perfect Partner matrix to simplify decision-making?
Originally developed to do customer segmentation, the model works equally well in setting priorities. Based on the Pareto Principle, all you need to do is place the task/customer on the matrix according to the effort required and the return you expect.
Things that fall into the Perfect Partner quadrant (i.e. are little effort and provide a great return) are your ‘bread and butter’, they provide the income/returns while your working on some of the bigger, riskier ideas. The important lesson is not to ignore your perfect partners, you don’t want them turning into exes!
Managing Distributed Teams using Socially Embedded Leadership
Distributed teams – those operating outside of the shared office – can be a leadership challenge. How do you get them inspired, flexible and autonomous without losing control? This article provides a practical model for developing leadership in distributed teams by focusing on learning and norms, using techniques developed through Kristine’s study of Socially Embedded Leadership.