#HR #RRHH Making love and making personal #branding #leadership

Learn how digital disruption is leading to platform-based ecosystems that are driven by customer demand—and many insurers are not ready. All industries are exposed to disruption, and established companies, like insurance carriers, are among the most vulnerable. Those businesses that are well prepared for disruption are building their growth strategy on platforms. These platforms are reshaping industries into interconnected ecosystems that bend the traditional rules of competitiveness. Players across industry clusters are entering existing platforms as enablers or are collaborating to build new products, services and customer experiences. Or businesses are expanding into other industries by using existing platforms—or creating their own.

Mention the word “plan” to most managers and the image that springs to their minds might well be a travel plan. Drawn up by travel agents, these lay out in clear and certain terms the sequence of your trip and what to expect when, specifying: where you’re going from, your destination, where you’ll stay en route and when, how you’ll travel, and so forth. Or they’ll think of the kind of plans builders employ, often referred to as “blueprints.” The result is much the same as with travel: a specific beginning and end with precise steps along the way. Both plans are neat, prescribed, determined — and manageable.  You figure out what to do and then do it. But not all types of plans have that level of precision.  In a fluid, unpredictable environment you need to have a very different understanding of plans and planning

Most of this data is ambiguous and incomplete, so it is very easy for a group to maintain the illusion that it is making an idea real, when in actuality it simply remains stuck in a shared fantasy. This problem is exacerbated when people in leadership roles are highly defended and use staff to serve narcissistic needs in preference to realising strategic aspirations. But what can be done about it?

This is the most common operating mode for intelligence analysts. Generation and analysis of hypotheses start with consideration of concrete elements of the current situation, rather than with broad generalizations that encompass many similar cases. The situation is regarded as one-of-a-kind, so that it must be understood in terms of its own unique logic, rather than as one example of a broad class of comparable events. Starting with the known facts of the current situation and an understanding of the unique forces at work at that particular time and place, the analyst seeks to identify the logical antecedents or consequences of this situation. A scenario is developed that hangs together as a plausible narrative.

Companies can learn valuable lessons from the Boeing-Airbus competition. In terms of strategic planning, it has been quite a roller-coaster ride with no end in sight. Have both sides done enough strategic homework? Should major manufacturers rely on government funding? Certainly both companies haven’t been 100-percent focused.