Want To Get Promoted? Be A Narcissist

If you think you’re better than everyone else, studies show that you’re more likely to end up ordering around everybody else.

GIBS Information Centre / GIBSIC‘s insight:

group dynamics -  “

Harvard Medical School clinical psychologist Craig Malkin dropped some knowledgeon how to sniff out the narcissist in your midst. While narcissists go by many other names, their tendencies include:

1. INSECURITIES GET PROJECTED NONSTOP - They play hot potato with their sense of smallness, Malkin says. “Narcissists say and do things, subtle or obvious, that make you feel less smart, less accomplished, less competent,” he says. “It’s as if they’re saying, ‘I don’t want to feel this insecure and small; here, you take the feelings.’”2. EMOTIONS GET HATED ON - Feelings mean you can be touched by friends, colleagues, partners. But to be touched is to be influenced and to be influenced is to have your perfect autonomy undermined–which narcissists hate.3. AND CONTROL IS ALWAYS NEEDED - Narcissists also hate to feel like other people’s preferences impact them, since then they’re not “fully independent.” So rather than express their needs, they maneuver people to suit them. 

See on www.fastcompany.com

How the youth of Latam are leading the charge for change

We’re always speculating about the next big thing – what will it be, where will it come from, how will it change our lives? But…

GIBS Information Centre / GIBSIC‘s insight:

Henk de Jong, CEO Philips LatAm

It’s a renaissance propelled by youth, a testament to the human capacity to overcome adversity and tap into our innate talents and aspirations. We can certainly learn a lesson from the mixed experiences of Latin America’s young population. And while the continent saves for its future, it has a golden opportunity to re-imagine its social institutions – better education, innovative home healthcare, telemedicine, access to the latest equipment and improvements in infrastructure.

See on www.philips.com

How resource scarcity is driving the third Industrial Revolution | McKinsey & Company

Managers – The authors of the new book Resource Revolution argue that high resource prices are spurring innovations powerful enough to unlock a new phase of global economic growth. A McKinsey & Company article.

GIBS Information Centre / GIBSIC‘s insight:

Managers –  McKinsey   “

What managers need to know  -  Matt Rogers: We went for almost a hundred years where each year, on average, commodity prices got cheaper. So if you were a manager, you kind of had a little advantage because next year, the commodity price inputs were going to be about 2 percent cheaper. And you could get about 1 percent or 2 percent better in your performance and be just fine.

We’re now going into a period where managerially you have to be able to see things coming from wholly different directions. You have to see your neighboring industry showing up in your industry. You have to see trends that are coming at you at 20 percent per annum change rather than 2 percent or 3 percent per annum change. You have to be able to do substitution of materials very fast so that you avoid the high-risk ones and you capture much lower-risk ones. You have to create these kinds of circular chains where you can recycle a lot of the material that you produce so that it doesn’t cost you nearly as much. For example, “I need to bring software and embed it into my hardware.”

Stefan Heck: You need a mixture of talent. You need not only mechanical engineers but chemical engineers, software engineers, electrical engineers, people who understand psychophysics and human behavior.

But beyond just the skill sets, the real challenge is that the complexity of the device has increased. So making the trade-offs between the disciplines, between the different features, has become more complicated.

The thinking really has to expand. It has to expand beyond the traditional industry that you’re in, because you have to suddenly include innovations and changes that come from your suppliers. You have to include changes in the rest of the ecosystem that your product gets deployed in.”

See on www.mckinsey.com

IoD Connect – Doing business in Africa

GIBS Information Centre / GIBSIC‘s insight:

IoD Director General: ” . . .Africa’s growth over the last decade has been driven almost entirely by the extractive industries, and it’s been concentrated in the hands of a few at the very top. For too many Africans, the commodities boom remains something they’re aware of, rather than something they’re part of. The notion that another decade of extractive industry will simply pull millions out of poverty is a flawed one. The 2013 Africa Progress Report sets out the case quite clearly, saying:

“Too many extractive industries operate as enclaves insulated from the national economy. They create few jobs and have weak linkages to local firms or people. They add little in value production.”

There are encouraging changes taking place in this area, not least a move towards greater transparency. This is not a buzz word or an empty phrase to be found in the pages of a corporate brochure. Or if it is, it shouldn’t be.  -  Transparency is the new competition – driving up standards, engaging communities, creating a level playing field from which all companies stand to gain. If my first recommendation is that every company, big or small, leads by example, my second plea is that transparency becomes the new normal at the heart of all commercial enterprise.”

See on www.iod.com

Is Your Board Clueless About Your Top Team?

A recent report from The Conference Board and Stanford Business School suggests that the time is right for asking this question.

GIBS Information Centre / GIBSIC‘s insight:

boards, team work : “. . . help their boards gain a stronger grasp of their top teams. Here they are: 

  • 1. Create a talent development program with board involvement. “The development of promising employees should not end with their promotion to a senior management level. As leader of the organization, the CEO has the responsibility to create and implement a development program for direct reports, and the board should ensure that this work is carried out,” notes the summary on the Stanford GSB site.
  • 2. Connect talent development with succession. “The talent development program should be formally connected to the CEO succession process, and the progress of individual executives should be reviewed in the context of their potential to assume the CEO position.” 
  • 3. Play an active role. “While the CEO is ultimately responsible for the development of his or her direct reports, directors should move beyond interacting with executives ‘when circumstances warrant.’ They can volunteer to serve as informal mentors or advisors and, with the approval of the CEO, meet periodically with executives in the context of their everyday work environment.” 
  • 4. Measure and reward progress. “Companies’ succession plans and talent development programs should be benchmarked against those of industry peers. Further, the CEO should be held accountable for the development of his or her direct reports, with talent development included as a key performance indicator (KPI) for his or her executive compensation program.”
Ackn. Conference Board , Stanford Business School, 2014

See on www.inc.com

Yummy money: how the Young Urban Male is set to save the global economy

Meet the new saviour of the global economy. He has made a ton of cash from the emerging markets and he is not ashamed to spend it… on himself. He spends an inordinate amount of time browsing Mr Porter and Matches.com on his iPad. He never leaves the house without being Instagram-ready in JW Anderson, McQ and Louboutin footwear. He keeps his eyebrows well plucked, his nails well polished and he is most likely on a juice cleanse.

GIBS Information Centre / GIBSIC‘s insight:

Yummy – ” . . .the Yummy, or the Young Urban Male. According to the market analysts at HSBC, this bling-hungry international roustabout is to the 2010s what Yuppie (the young urban professional) was to the Eighties.  -   The fashion industry has been celebrating the rise of male spending for some years now. “Men are the new women” has become a common refrain of the “Menaissance”, which has shifted focus away from the traditional women’s shows.

However, according to the HSBC report, The Rise of the Yummy, we should all be pleased about this new chap. It is his vanity that is restoring global spending, reinflating the emerging markets and reinforcing London’s status as the world shopping capital.

And while the “M” is supposed to stand for “male”, it could just as easily stand for “metrosexual”, for that cliché from 20 years ago is now becoming a commercial reality. The report homes in on affluent young men in Japan and South Korea as the world’s most avid consumers of manbags and guyliner. However, it also points to new money in China. While globally, men only account for 40 per cent of luxury sales, in China, they account for 55 per cent.

What’s more, there is a steady supply of young male millionaires. “And they are getting younger,” says HSBC”

See on www.standard.co.uk

Ten emerging countries hot on the heels of the BRICS – International | Moneyweb

Moneyweb – Breaking news, independent analysis, latest JSE share prices, exchange rates and data on investment, finance and business in South Africa

GIBS Information Centre / GIBSIC‘s insight:

Emerging countries, dynamic markets – ” (Insurance group) . . . Coface broke the 10 new emerging economies it has identified into two groups.  -  The first comprises Peru, the Philippines, Indonesia, Colombia and Sri Lanka, which it named the PPICS. They had “strong potential confirmed by a sound business environment,” Coface said.

The second group comprises Kenya, Tanzania, Zambia, Bangladesh and Ethiopia.  But these countries are marked by “very difficult or extremely difficult business environments which could hamper their growth prospects,” Coface said.”

See on www.moneyweb.co.za

Market supremacy: Why we need to rethink corporations – Opinion | IOL Business | IOL.co.za

GIBS Information Centre / GIBSIC‘s insight:

Market rethink – “The key to managing excesses in the market system is to strengthen the levers of the state, acting punitively against anti-competitive behaviour, strengthening consumer and labour groups, discouraging conflict of interest between state and corporations when it comes to policy and the formulation of legislation, acting globally with other governments to deal with tax evasion and strategically shaping market dynamics through the use of state enterprises when there are monopolies in essential services and goods.”     Saliem Fakir  byline

See on www.iol.co.za

6 ways to rethink corporate knowledge sharing

The quest to effectively share knowledge within a company is one that still appears elusive. How do you keep on top of your competitors’ developments? How do you monitor articles that mention your brand? How do you make sure your teams get the information they need to make decisions and to learn? Continue reading →

GIBS Information Centre / GIBSIC‘s insight:

KM – content curation options

Because content curation is a new form of communication, it makes sense to look at both external and internal communication when looking at its application within the corporate world. As the same information overload that plagues our social network and digital media is hurting our productivity too, here’s how to leverage content curation for corporate knowledge sharing.”

See on blog.scoop.it