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Scenarios….
our future deck ofcards?
Burgeoningpopulation
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Burgeoningpopulation
Ageingworld
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Ageingworld
Individualism andchoice fatigue
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individualism andchoice fatigue
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The end of the oilage
The end of the oilage
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Networked worlds
Ubiquitoustechnologies
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The return ofAsia
The return ofAsia
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End of waste
The nexttechnological
wave
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Newpandemics
Damien Hirst (detail)
New pandemics
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Povertythe bottom of the pyramid
The stressed earth
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The stressed earth
So,
what does this mean forus our businesses? our businesses?us our businesses?us ?
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Graham HigginsOrganisation Development & Learning
Cathay PacificHong Kong
KM SINGAPORE 2008 Knowledge Enabl ed Enterpr isesFifth Annual iKM S Pract itioner 's Conferenc e 9-10 October 2008
navigation - some ‘waypoints’
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41:00 Featuring:
• 1:20 Scenarios• 3:40 Ken Robinson - Creativity & Innovation• 6:00 Jill Bolte Taylor - left/right brain• 20:00 Me - other important stuff• 10:00 You - asking questions
• Panel Q&A later
Cathay Pacific - re-based to 1986:
9/11 SARSAsian
FinanceCrisis
OIL
price
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delivering on the challenges
• Adapt faster than our competitors• Execute more efficiently• Engage all of our people in this work
point #1
Take initiative, or bechanged/destroyed byexternal influences
The result ofcontinuing in thesame way
The result oftimelytransformation
Theodore Modis: http://www.growth-dynamics.com/
s curves
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winter spring summer fall winter spring summer fall
predictablesurprises
today’s success
s curves have seasons
Winter Spring Summer Fall Winter Spring Summer Fall
business challenges
paradox
today’s success
the problem with successpoint #2
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development for people & organisations• adopt• adapt• perform--------------------------------------------------------------
Professionalism to perform
Imagination & courage to innovate
Openness to collaborate
point #3
• experience• experiment--------------------------------------------------------------• connect • integrate
Sir Ken Robinsontaking risks, education and creativity
www.ted.com
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Support
Challenge
Innovate
Maintain/Protect/Perform
Disruption
Slow incremental improvement
Sustainableprofitablegrowth
Question
point #4
the need for both qualities
Dr. Jill Bolte Taylorright here - right now
www.ted.com
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point #5
Harmony
Maintain
Respect
Support
Innovate
Question
Challenge
Winter Spring Summer Fall Winter Spring Summer Fall
Business Challenges
Paradox
TransformationalLeadership
Today’s Success
chief disturbance officers–transformational leadership
point #6
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leadership as a contact sport
Marshall Goldsmith:•“The key to changing behavior is ‘learning to learn’ fromthose around us …..”•“Leaders who did not have ongoing dialogue withcolleagues showed improvement that barely exceededrandom chance.”•“Continual contact with colleagues regardingdevelopment issues is so effective it can succeed evenwithout a large, formal program.”
point #7
Thank you
Questions welcome