Organizations today operate in a highly dynamic business environment, compounded by complexity and uncertainty throughout society. For the immediate future, business leaders will need to master the disciplines of uncertainty.

Today’s news is not very good. Every time we think we are on the positive side of the recession, we are thrown into another cycle, hit with another crisis, and told that it will be only a few more months before this all changes.

Unprecedented monetary stimulus, government guarantees and capital injections appear to have largely ended the short-term crisis that put capital and credit markets in the hospital. But it’s not clear what will happen when the patient stops taking their medication.

For the first time in a year, most say that economic conditions in their countries are better now than they were in September 2008. Although the global news is good, there are marked regional differences; executives from developed Asian countries are generally the most optimistic, and those from Europe the least.

However, most executives around the world share the skepticism that prevails over consumers: when asked to name the biggest threat to future economic growth and to the growth of their own companies, most are concerned about the low consumer demand and lost business due to low costs. competitors.

It is at times like these that tremendous competitive success can be achieved. It is at times like these that companies can change their position in the market. It is at times like these that leaders can become followers, and followers can become leaders, because we are in a period now where everything is going to open up and thaw. The cheap ones are getting better, the best ones are getting cheaper. Cheaper, better and faster is the new normal.

There are changes in lifestyle: people do not go to the cinema, but watch it at home; not eat out, but eat at home. People no longer go for premium skin care products or maybe Starbucks.

Alternative sales channels (newsstands, door-to-door shopping, internet retailing, service stations, vending machines and direct sales) have often been introduced.

The world population will grow, whether we like it or not, from the current 6.5 billion to about 8 billion by 2030. And that will not only give more people, but also, as their standard of living improves, create other opportunities. for the products to expand.

It is very clear that this world has tremendous challenges. The challenges of poverty, water, global warming, climate change.

The worst mistake in strategy is to compete with your competitors in the same thing. You want to find a different kind of value that you can offer to a different set of customers. Strategy is fundamentally about how you are going to deliver unique value.

Technologies such as high-speed Internet, mobile broadband and GPS are enabling new ways to deliver value to customers. Not long ago, the options for anyone who needed a car were to buy one, lease one, or rent one, by the day or by the week. In each of these alternatives, the car was likely to sit idle on a lot or in a garage for long periods of time. All of these models provided great comfort, but at the price of great inefficiency.

With the arrival of new technologies, another model emerged: car sharing. Instead of buying or leasing an entire car, customers buy only the amount of car they really need. It could be a whole day’s worth or just an hour. The car is there when they need it, and someone else uses it when they don’t.

White Ocean Strategy does not represent the world of competition but the world of abundance in which you can share.

Good service is not enough. Shoot for customer satisfaction. A constant drive to improve.

You know, what was YouTube yesterday is Twitter today. Twitter, a brand that has reached an estimated value of one billion dollars since its founding in 2006. Like other social networks, Twitter faces a dilemma: it is easier to register users than to monetize them. Personal accounts are free, and the microblogging site has yet to establish a proper business model.

Taking a step in that direction, Twitter is establishing paid business accounts. Founder Biz Stone assures businesses that they can still use Twitter for free, but paid accounts will provide a “special layer of access” that includes comments and insights.

Microsoft now has to worry about the rise of cloud computing, a wave that Google intends to take full advantage of with its upcoming Chrome OS. Tomorrow’s competition for operating systems from Microsoft (and Apple, for that matter) is waiting in the wings. Google recently began “lifting the veil” on Chrome, an operating system that will allow computers to run programs over the Internet and through a web browser, an approach called cloud computing.

Google has good reason to go this route, of course, as it owns the most popular search engine in the world. While today’s PC users rely on cloud computing to access information over the Internet, users’ files still largely reside on the machine’s hard drive. Google’s approach is to have all programs and data stored on servers and available to every user over the Internet.

Leadership is all about influence and character. The key to successful leadership today is influence, not authority. Leadership is a combination of strategy and character. If you must go without one, go without the strategy. Leaders must be able to think and do.

An effective follower is a critical and independent thinker. Characterized by mindfulness and a willingness to act, effective followers are capable of self-management. They are willing to accept responsibility, serve the needs of the organization, challenge authority, participate in change, and even leave the organization when necessary.

The path to servant leadership lies not in trying to fix or change others, but in working to change and improve ourselves. ‘Everyone wants to change the world, but no one wants to change themselves’.

To cope with change, the leader must be:

o They passionately believe they can make a difference. They envision the future, creating an ideal and unique image of what the organization can become.
o Look for opportunities to change the status quo. They look for innovative ways to improve the organization. In doing so, they experiment and take risks.
o Encourage collaboration and build lively teams. They actively involve others.

If you look at the Gandhis or the Mandelas and the Mother Teresas, they exhibit a form of leadership that is very attractive, which is to put the interests of others before themselves.

Dalai Lama, who once said: ‘If you seek enlightenment for yourself only to improve yourself, you have missed the mark. If you seek enlightenment for yourself by helping others, you have a purpose.’ That is the style of leadership that we increasingly need in today’s world.

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