Interdisciplinary Streams
Session 3
May 4, 14:00-18:00
5 simultaneous Interdisciplinary Streams
Innovation as Risk Taking
Innovation as Risk Taking
Session 3, May 4, afternoon
How to resolve the tension between the need for all parts of the organisation to innovate and the different attitudes to risk that reside there? Failure-to-innovate is essentially a management-failure ... but can managers innovate? Can top managers take risks? What is their role in innovation? The innovating-organisation must organise-to-innovate ... How do organisations structure to accomodate risk-taking? What social innovation is required?
Leadership, risk and global innovation
Innovation is all about leadership – and leadership cannot happen in a vacuum. It demands balancing operational needs with organizational needs, and it demands being able to successfully handle paradox, complexity and, in the end, risk. In today’s globally competitive marketplace, innovators must look well beyond their borders. Understanding patterns of leadership and innovation from other parts of the world can thus be extremely helpful to all businesses.
Global Outsourcing and Global Innovation fueling Growth
Tomorrow's leaders and creators can no longer rely on yesterday's business notions. Today, the real power lies in the hands of those who are not bound by borders, time zones or hierarchical structures. We need to enable change, innovation and risk taking in an ever increasing "world of rule by quarterly results" by discovering and identifying the next wave of winning management practices. How can globalization and technology be harnessed to redefine creativity in an era that puts compliance above innovation?
Moderator
Knowledge based Risk Management
Session 3, May 4, afternoon
What are the disciplines that specifically address risk and uncertainty? ... actuarial sciences, contract law, evidence based decision making, strategic management, project management, program management, portfolio management, .... How widely are they applied in specific categories of risk? and what is their scope of application? How will this change in the future? How will they evolve ... What new disciplines will emerge? Will old ones applied in new ways? Will the scope of application expand?
Fundamental Enablers for Wide-Scope Risk and Opportunity Management
We are still pioneering in the area of project risk management. The discipline of project risk management is under continuous development and it is only gradually finding its role and position within other managerial work.
This presentation shall provide a discussion on the main body of risk and opportunity management pinpointing several shortcomings and proposing improvements. In particular, localised risk and opportunity definitions, holistic paradigm for wide-scope risk and opportunity management together with the core process where focus is on risk and opportunity identification are presented as new contributions.
Global Risk Management by using Data Analytics and Business Research
Global market and product risks represent a large part of today’s companies’ total risk exposure. Ever shorter product development cycles and an increasingly global competitive environment require continuous monitoring of markets, products and technologies. Quickly changing customer behaviours and shorter product lifecycles force companies to react ever more quickly to competitive threats. A good example of this is how Skype’s P2P VoiP solutions revolutionized the global telecom markets. By using advanced analytics of company-internal data and external market dynamics, companies can significantly reduce their exposure.
Moderator
Values and Spirituality
Session 3, May 4, afternoon
Why do human beings resort so quickly to armed conflict when it is so clear that no one really wins wars? Why do we refuse to adapt dialogue and reconciliation as means to resolving conflict in spite of evidence that it works and wars don't? Why is there such widespread public legitimacy for outmoded ways of thinking about leadership and the future? Are human beings ready to leap into a new consciousness, a more mature stage in our evolution, and become "global patriots"? There is no doubt that we have the ability to make this leap. The question: will we choose to?
Conscious Living, Conscious Work: Becoming Global Patriots
San Francisco-based author John Renesch points to the opportunity facing humankind to consciously evolve to a new and unprecedented level of maturity, and create a just, sustainable and compassionate world. By adopting a new worldview, human beings can take advantage of the extraordinary possibilities that are inherent in what he refers to as "a communion of technology with spirit," or co-creation. This option has never before been available in human history and, if recognized and acted upon, can launch us into a new era of maturity, wisdom and consciousness.
Reputation Risk - how to survive networking in the digital age
Reputation is closely linked to your system of values ...
Manging risk to your reputation involves
- identifying your values ...
- communicating them clearly and
- making sure to reflect them in your actions ...
Moderator
Cross-Cultural Competence
Session 3, May 4, afternoon
The cohabitation of peoples through commerce and collaboration in a global marketplace exposes us to the cultural component of risk as well as the relativity of need. One person's desire for sustainability is opposed by another one's desire for material growth. The management of risk across cultural boundaries needs to link different views of the future, of the good gamble, the just reward, the allocation of responsibility, the distribution of hazard and equitable access to opportunity. How does this structure our partnerships and alliances? What competencies are required to make this work?
Cross-cultural competence - a key success factor in a globalised world
In a world of rapid change, the success factors for companies will inevitably change as well. The "American way" of thinking is no longer universal. Strong Asian economies require holistic thinking and new ways of organising our corporations. As goods and services become commoditised local norms and values become more important. Being close to local cultures with diversified organisational structures and systems might be the key to success in the future - but are we ready to change?
Advisory Board, Club of Amsterdam
Never the Twain?
Many countries have traditionally sent some of their best and brightest young people to the USA and Europe to complete their management education. Shackled by curricula largely designed to meet local needs these graduates have returned with models, tools and techniques that can be close to impossible to apply within the culture. The ICfCE is operating Think Tanks designed to combine the best of Eastern and Western understanding in a way that is sensitive to local cultures and needs. Understanding of a culture demands knowledge of a country's history, religion, philosophy, belief systems and present needs that can only come from being a national of that country - or does it?
Moderator
Creative Leadership
Session 3, May 4, afternoon
Societies change and social needs evolve. We try to understand these changes with reference to paradigms such as the litigious society, the information society, the blame society, the knowledge society, the risk society. Societies need leaders and their demands of leaders evolve too. Models of leadership include not only visionary and representational leadership but forms of leadership that are collaborative, generative and collective. Until now the relationship between the leader and the lead has seldom been a mature one. Leaders are parts of a system. They cannot be all-knowing, they cannot work alone and their leadership may be short-lived. What kind of leadership is required by societies that have re-learned how to live and prosper with risk?
Evolutionary Leadership : creativity for emergence
At this time when the old systems are proving inadequate to new problems and the new solutions have not emerged yet, a particular kind of leadership is being called for. Letting go, letting come; sitting in the chaos and paying attention to signs of new order; insight into the interconnectedness of all things and compassion for all life. What are the new maps that help us to make sense of the emerging landscape? And who are we being called to become?
Collective Intelligence and Collective Leadership
Galloping complexity and the deepening global interdependence of our organizational and societal challenges, created an unprecedented demand for boosting collective intelligence (CI) at every level. Organizations can succeed only if they learn to upgrade and mobilize their collective intelligence. CI is the capacity of human communities to evolve towards higher order complexity and integration through collaboration and innovation. Upgrading current organizational CI to "CI 2.0" will result in new forms of collective leadership, such as leadership councils and leadership communities of practice.
Co-Moderators