TotalPicture Podcast

Peter Hinssen - The Day After Tomorrow "Gravity is a Bitch." The Future of Work Series Continues (Encore Podcast)

Peter Hinssen

Peter is a serial entrepreneur, Forbes contributor, LinkedIn Influencer, best-selling author and one of the most sought-after thought leaders on organizing for the Day After Tomorrow, radical innovation, leadership, and the impact of all things digital on society and business. He has given numerous keynote speeches around the world, among which those for Google Think Performance, Nimbus Ninety, Gartner, NEXT Berlin, Tedx, Apple, and  HR Tech World (now UNLEASH) in San Francisco. Peter is one of the founders of nexxworks and a bestselling author.

Nexxworks was founded in 2014 by Hinssen. Peter and the Nexxworks team believe that many companies are not armed and ready for the disruption this will entail. That is why they are passionate about infusing radical innovation in incumbents to help them thrive in this age of networks.

His latest book is titled The Day After Tomorrow 

In ‘The Day After Tomorrow’, Peter writes about an exponentially changing world and its consequences for organizations of Today. He introduces those pioneers who managed to move (way) beyond Tomorrow-thinking in innovation and were able to change the course of entire industries. Above all, he writes about the business models, the organizational cultures, the talent, the mindset and the technologies needed to maximize our chances for survival in the Day After Tomorrow.

This is a book that will change how you look at your own future, and even that of your children.

Welcome to our continuing Future of Work series podcasts. I'm your host, Peter Clayton. Joining me today for a Big Picture Channel Podcast on TotalPicture from Belgium is Peter Hinssen

TALKING POINTS

Peter welcome. You began your presentation with a personal story relating to the very different career paths your grandfather and your father took, and how that influenced your life and career choices, could you share some of your backstory with us?

However, initially you took you’re father’s path and went to work for a large company, Alcatel. Tell us about that experience.

What is the significance and meaning of the title of your new book, The Day After Tomorrow?

At times do you feel like Chicken Little? You know, the sky is falling and no one is paying attention?

As someone who consults with global companies and travels all over the world, I’m curious, Peter, who gets it? Who understands your vision and the extraordinary pace of change and disruption that’s taking place?

So I’m going to ask you some of the questions you pose in your book: Big Question #1: “Why is it almost impossible for large organizations to spot new and radical technologies quickly, and develop their potential? What explains this organizational blindness to new opportunities?”

Big Question #2: Is a personal favorite, because how many times have we seen this —Yahoo? “Why are large corporations so eager to acquire new startups, and why are they capable of messing them up so profoundly in such a record time?”

Big Question #3: (And you preface this by saying this is the most important reason you wrote The Day After Tomorrow’ - here we go… “How is it possible that large corporations – even when they understand their own challenges and the directions they need to take – are incapable of moving on their own, without external help and guidance?”

And Big Question #4: (And I’m going to split this into several questions… First “How can corporations accelerate their ‘Day After Tomorrow’ thinking?

Next, the Kodak question: Why do large organizations – that understand the fundamental challenges coming at them,

“Today’s business environment is unforgiving for organizations trying to merely stay the course. New technologies are disrupting every industry across the globe. Companies that react quickly will thrive, while those that resist or react slowly to change will find it difficult (if not impossible) to compete.”

That’s the opening of the Position paper Perry-Martel International, an Ottawa, Ontario based executive search firm used in its assignment to find a VP of sales for a company called Lemonade, the SaaS learning experience platform. This is the story of that search featuring John Findlay, the CEO of Lemonade, and a company called Launchfire.

Back in 2005, Launchfire developed one of the world’s first game-based eLearning programs for the Tylenol brand. The program, which integrated game mechanics into Tylenol’s training, was so successful that it led to requests for game-based training for other organizations.

One such client was TD bank. The training program Launchfire developed resulted in a 91% increase in digital product recommendations by frontline staff.

Seeing a huge opportunity in helping financial institutions engage and educate their employees, Launchfire baked its game-based learning recipe into their new, award-winning learning experience platform, Lemonade, helping large and medium-size financial institutions transform their training programs to meet the demands of a younger, more tech-savvy, employee cohort. Launchfire is ready to experience exponential growth...and that’s where their new VP of Sales, Sal Apuzzio comes in.

As a seasoned sales leader, Sal brings an impressive background in sales leadership roles within the Human Capital Management (HCM) and e-learning market. Most recently, Sal served as Sales Advisor for Scrimmage, following his role as VP Sales for Saba Software, In addition to these successes, Sal has held many sales leadership and account management positions with leading technology companies including IBM, Interwoven, Plumtree Software, Informatica, SilkRoad Technology and  Symphony Technology Group.

So back to my opening and the disruption that is impacting every industry and every company. One of the things I said to John in our interview — It’s kinda crazy when you think about it, a Fortune 500 is much better equipped to deal with the fallout of a bad hire than a small company like Lemonade. And yet, very few start-ups and small companies will invest the money — like he did — on a retained executive search firm like Perry-Martel when filling mission-critical roles — like the vp of sales. If your role involves recruiting, finding and hiring the right talent, leading and building your company, I think you’ll find my conversation with John Findlay valuable. Enjoy.

CLOSE:

To learn more about Lemonade, visit www.lemonadetraining.com

David Perry and Anita Martel can be reached at www.perrymartel.com

In his new book, What Matters Now, Gary Hamel (ranked the world's most influential business thinker by The Wall Street Journal), shares his agenda for "building organizations that can flourish in a world of diminished hopes, relentless change and ferocious competition."

What Matters Now is not a book about one thing. It's not a 250-page dissertation on leadership, teams or motivation. Instead, it's an agenda for building organizations that can flourish in a world of diminished hopes, relentless change and ferocious competition.

This is not a book about doing better. It's not a manual for people who want to tinker at the margins. Instead, it's an impassioned plea to reinvent management as we know it―to rethink the fundamental assumptions we have about capitalism, organizational life, and the meaning of work.

Leaders today confront a world where the unprecedented is the norm. Wherever one looks, one sees the exceptional and the extraordinary:

* Business newspapers decrying the state of capitalism.

* Once-innovative companies struggling to save off senescence.

* Next gen employees shunning blue chips for social start-ups.

* Corporate miscreants getting pilloried in the blogosphere.

* Entry barriers tumbling in what were once oligopolistic strongholds.

* Hundred year-old business models being rendered irrelevant overnight.

* Newbie organizations crowdsourcing their most creative work.

* National governments lurching towards bankruptcy.

* Investors angrily confronting greedy CEOs and complacent boards.

* Newly omnipotent customers eagerly wielding their power.

* Social media dramatically transforming the way human beings connect, learn and collaborate.

Obviously, there are lots of things that matter now. But in a world of fractured certainties and battered trust, some things matter more than others. While the challenges facing organizations are limitless; leadership bandwidth isn't. That's why you have to be clear about what really matters now. What are the fundamental, make-or-break issues that will determine whether your organization thrives or dives in the years ahead? Hamel identifies five issues are that are paramount: values, innovation, adaptability, passion and ideology. In doing so he presents an essential agenda for leaders everywhere who are eager to...

* move from defense to offense

* reverse the tide of commoditization

* defeat bureaucracy

* astonish their customers

* foster extraordinary contribution

* capture the moral high ground

* outrun change

* build a company that's truly fit for the future

Concise and to the point, the book will inspire you to rethink your business, your company and how you lead.

Teresa Ghilarducci

Did you know a majority of Americans have less than $30,000 in retirement savings? One third has saved nothing at all. Tens of millions of middle-class Americans turning 65 in the next decade are on track to be living in or near poverty after they quit working. My guest today refers to Baby Boomers as "When 60 is the New 17."

Welcome to a Career Strategies podcast on TotalPicture this is Peter Clayton — today we’re going to be talking about How to Retire with Enough Money: And How to Know What Enough Is. This just happens to be the title of a new book by my special guest, Teresa Ghilarducci, an expert on retirement, pensions, and personal savings. Teresa is the Bernard L. and Irene Schwartz Chair in Economic Policy Analysis at The New School for Social Research. She has a PhD in economics from the University of California, Berkeley and taught previously at the University of Notre Dame.

Talking Points: Questions Peter Clayton Asks Teresa Ghilarducci

Teresa thank you for speaking with me today. I watched a YouTube interview from the Institute of New Economic Thinking with you titled the Retirement Crisis. Perhaps you can give us a brief overview of the some of the data points you bring up in the interview and in your new book relating to the retirement crisis?

I want to read a brief passage from the introduction of How to Retire with Enough Money “…do not withdraw any funds if you lose your job, have health troubles, get divorced, buy a house, or send a son or daughter to college (or bail him or her out of jail if you don’t have an honor-student type kid.”

We all know people who’ve had their savings wiped out due to divorce, health problems, dot-com crashes, job loss, recession, or a combination of these devastating life-altering factors. So… what advice you can share with us?

You paint a very bleak picture for the baby boom generation, many of whom will be forced into retirement with no savings. And it seems to me more and more of these folks will be taking low-wage jobs really meant for teenagers — to use your headline — 70 is the new 17 — and will retire when they drop dead.

On the other end of the spectrum of course we have recent college grads going to work - having to pay-off thousands of dollars of student loans. What strategy for saving do you have for them?

I’d like you to talk about 401k and other company retirement plans. As you write, there’s a big difference between the traditional retirement accounts (from the Mad Men era) to what is generally offered today… what you refer to as DYI plans.

As you know, according to the Bureau of Labor Statistics, most millennials will have 15-20 jobs during their lifetime — how do you protect your retirement funds when changing jobs? And what can you do to make sure they're not lost? You advise not to convert these to IRAs?

A number of young people join small start-ups that have no retirement plans, or are self-employed. What advice to you have for them?

You write, “the smartest people have fantasy based retirement plans.” Can you expand on this?

To sort of expand on this, lots of professionals believe they can score big in the stock market and/or real estate. You thoughts?

What happens to retirement funds when a company goes bankrupt?

What do economists mean when you talk about secure retirement?

Why do you advocate for a retirement income equal to at least 80% of your pre-retirement income?

Talk to us about debt… Credit card debt, auto loans, mortgages… as you write, many people consider their mortgages as forced savings - with the tax write-off as an added bonus.

I’d like to to talk about what you refer to as “a guy,” AKA financial advisor.

Triggers. Creating Behavior That Lasts -- Becoming the Person You Want to Be (Encore Podcast)

Marshall Goldsmith

I'm excited to have back on the podwaves New York Times bestselling author, and one of America's preeminent executive coaches: Marshall Goldsmith. His client list is a who's who of global CEOs. Welcome to a special Leadership Channel Podcast on TotalPicture, with Peter Clayton.

The timing of Marshall's books is truly remarkable: His New York Times bestseller What Got You Here Won't Get You There was released in 2007. An accurate reflection on the times and the economy. Then, in 2010, he published Mojo: How to Get It, How to Keep It, How to Get It Back if  You Lose It. Considering how brutal the economy and job market was in 2010, another accurate read on the time and emotional temperature. Marshall’s new book is called Triggers Creating Behavior Change that Lasts - Becoming the Person You Want to Be.

This leadership channel videocast and podcast with Marshall Goldsmith is brought to you by HRmarketer. Use the HRmarketer link on Marshall’s show page in the Leadership Channel of TotalPicture - that’s totalpicture.com - for a free demo and special subscription offer for HRmarketer software.

Triggers confront head-on the challenges of behavior and change, looking at the external factors (or 'triggers') - both negative and positive - that affect our behaviors, our awareness of when we need to change, our willingness (or otherwise) to do so and our ability to see the change through.

Drawing on his unparalleled experience as an international executive educator and coach, Marshall Goldsmith invites us to understand how our own beliefs and the environments in which we operate can trigger negative behaviors or resistance to the need to change. But he also offers up some simple, practical advice to help us navigate the negative and make the most of the triggers that will help us to sustain positive change.

"Any company designed for success in the twentieth century is doomed to failure in the twenty-first." (Encore Podcast)

David S. Rose

Did you know that every year in America, over 600,000 new businesses start up and hire their first employees? Many will fail, but some of them will become the legendary businesses of the future, transforming industries and making millions for the angel investors who helped fund them in their early days. That's the topic of our conversation today with David S. Rose, a serial entrepreneur, Inc 500 CEO, and one of the world’s most active angel investors. I met (and interviewed) David several years ago in New York City, and am happy to have him back in this Career Strategy Channel podcast on TotalPicture Media.

Angel investing, once the exclusive province of multi-millionaire high-rollers, has now entered the mainstream, with more than $20 billion being invested annually by individual investors in the US alone. Contrary to popular belief, access to these high risk/high return investments—and success in startup investing—doesn’t have to be a matter of luck or connections. David's new book, Angel Investing: The Gust Guide to Making Money & Having Fun Investing in Startups shows how smart investors with the right strategy and a long-term perspective can achieve annual returns of 25 percent or more from a well-designed angel portfolio.

Making money is no longer about sitting back and reading stock listings, David says. It is now about being part owner of an exciting startup that can be fun and financially rewarding. Angel Investing teaches investors how to carefully select and manage investments, establish a long term view, and approach angel investing as a serious part of an alternative asset portfolio while also enjoying being an integral part of an exciting new venture.

TALKING POINTS:

When I interviewed you in 2008 -- six years ago -- you said "the world is changing so fast nobody knows where it's going." Is that true today? It seems to me the pace of change has even accelerated from 2008.

Recently, you participated in the Exponential Finance Conference, presented by Singularity University, in New York City. What were your takeaways? What did you learn?

On your show page on TotalPicture, I grabbed a quote from your book “ Any company designed for success in the twenty century is doomed to failure in the 21st.” Can you give some context to that statement?

Before we dive into your book, I want to get your take on the surge of interest and money in crowdfunding -- such as Kickstarter and Indegogo.

So would you consider crowdfunding to be a good option for those who don't have six figures available to get involved in Angel Investing?

Alright, define for us what you mean by Angel investing.

Chapter 1 Headline of Angel Investing The 25 percent annual return. Really?

What percent of your portfolio should the average person allocate to angel investing?

How do you get started?

How many companies do you need to be invested in for the 25% return to actually work?

Chapter 2 is all about the non-financial rewards of being an angel - can you share some of your personal experiences with us?

How do you go about sourcing and identifying high-potential opportunities

If you have a normal, stressful, demanding, management job how can you carve out enough time to do this — or can you? Is being an Angel a full time job in itself.?

Our interview 6 years ago was about how to create great pitch for investors — If I’m on the other side of the table what do I need to watch for? Can you explain to us all of the different investment rounds and their forms?

Lets talk about terms sheets and closing.

"I liken our organization to a small city. We recruit for security officers, cooks, nurses, financial professionals, athletic coaches, fundraising professionals, research assistants, I've even recruited for chaplains in our office of religious life." Loretta O’Connor, Princeton University

Thank you for joining us for a special Talent Acquisition Channel Podcast on TotalPicture, this is Peter Clayton reporting. My guest today is Loretta O’Connor — the director of staffing at Princeton University, one of the largest employers in central New Jersey, with approximately 6,000 employees. The world-class teaching and research university comprises a diverse workforce in a broad array of occupations. Founded in 1746, Princeton is one of the nine Colonial Colleges established before the American Revolution as well as the fourth chartered institution of higher education in the American colonies.

In her role, Loretta leads a team of staffing professionals responsible for the full cycle of recruitment, selection, and onboarding of administrative staff for the University. She is currently leading the optimization and transformation of the staffing function at Princeton — to that of a more strategic, consultative talent acquisition model. Now, you would think that recruiting for Princeton University, an Ivy League school with an endowment of over 18.2 billion would be easy. But guess what? It’s not. I’m delighted to have Loretta O’Connor with us here at the SHRM Talent Management Conference & Expo — for this in-depth look at recruiting in higher eduction.

Questions Peter Clayton asks Loretta O'Connor in this Podcast

Tell me about your career and what brought you to Princeton University? What types of roles do you and your team recruit for?

Tell us a little about the unique elements of recruiting and staffing for a university? What challenges and issues do you think you face as compared to others outside of your industry?

Is the process of recruiting different than in private industry?

What tools and resources are effective for you (i.e. job boards, career portal, social networks)

What do you think are the biggest opportunities for change in higher-education recruiting and staffing?

What is Princeton University focusing on now to addresses some of those challenges?

Obviously, you have a sterling “brand.” What impact has employer branding had on recruiting at Princeton?

How important is diversity recruiting at Princeton University? What are you doing to enhance diversity?

What are some of the things you are trying to learn more about during the SHRM Talent Management conference? What do you want to take back to Princeton to try and implement?

What are some of the things that you do in Staffing now, that you would like to trade out for something else? What would that something else be?

What do university leaders have to say about the importance of recruiting and staffing?

"The 21st Century will force us all to evolve toward a fundamentally new form of organization."

"Leadership is about setting a direction. It's about creating a vision, empowering, and inspiring people to want to achieve the vision and enabling them to do so with energy and speed through an effective strategy. In its most basic sense, leadership is about mobilizing a group of people to jump into a better future." John Kotter. XLR8

 

We’ve all heard the old song, “if it ain’t broke, don’t fix it.” If you believe that, and run a business or want to advance your career, this interview will radically alter that philosophy. I met our special guest today at the SHRM National Conference in New Orleans in 2009. His keynote address at SHRM National was titled The Importance of Urgency — and that interview with Harvard Business School Professor and best-selling author, John P. Kotter remains on TotalPicture, because like most of his previous books, the interview is as relevant and timely today as when we recorded in 2009.

Dr. Kotter’s previous books include Leading Change and A Sense of Urgency. He is widely regarded as the world’s foremost authority on leadership and change. In recent years, Kotter and his firm, Kotter International, have helped numerous organizations, both public and private, build dual operating systems to drive growth and accelerate strategy.

I’m truly excited to have him back on the Leadership Channel of TotalPicture Radio to discuss his latest book, Accelerate, published by Harvard Business School Press. The book cover looks like a giant Twitter hashtag — with large block letters XLR8. You’ll find this interview in the Leadership Channel of TotalPicture Radio, and you can find numerous resources, videos, and information on the web at kotterinternational.com/accelerate. Joining in this discussion is CEO strategist David Dalka. John and David, thanks for joining me today.

TALKING POINTS:

* John, Accelerate is based on the concept of building dual operating systems within companies. Give us some background to this approach.

* What is the largest challenge in organizational structures today?

* You assert that management and leadership are two different concepts, please elaborate…

* Follow: Is it and not or as your matrix suggests?

* Follow: Is management redefined often enough?

* When you first came to HBS, strategy was not yet a mainstream discipline, are we still in a young & changing part of the strategy lifecycle?

* History has examples of companies picking the wrong strategy consulting firm. Do companies select business strategy and change management firms properly? How

* should they pick the right firms?

* You state that the limits of hierarchy are systemic and often the challenge wrongly get blamed on people, please elaborate on this…

* You have a chart that states Acceleration gets “stifled by a limited number of change leaders”, why are organizations not utilizing enough of these individuals?

* You stated “We know of no way to deal with tens of millions of people regularly being thrown out of work and onto the job market” when discussing potential future forms of organizations. Don’t we have to solve that issue to create universal acceptance of change?

About John Kotter

Regarded by many as the authority on leadership and change, Dr. John P. Kotter is a New York Times best-selling author, award-winning business and management thought leader, business entrepreneur, inspirational speaker, and Harvard Professor. His ideas and books, as well as his company, Kotter International, have helped mobilize people around the world to better lead organizations and their own lives, in an era of increasingly rapid change.

How China's Growing Prosperity Threatens the American Way of Life. (Encore Podcast)

In Red Alert, Dr. Stephen Leeb argues that while U.S. officials and politicians engage in short-term myopic planning, endless legal maneuvering, scandals, and wartime investing that are crippling American economic viability, China's government is run by visionary scholars with backgrounds in such fields as chemistry and engineering who are carefully analyzing the long-term, big picture.

"I would caution readers to dismiss Stephen Leeb's warnings only at their peril." -- Thomas Kaplan, chairman, Tigris Financial Group

The American Dream is close to being replaced by a living nightmare:

* Key commodities that are essential to our daily lives and that are widely believed to be abundant are running critically short. Even worse, the Chinese are doing what they can to monopolize the world's dwindling resources.

* The U.S. is now largely dependent on our greatest economic rival for rare earth elements as well as a host of other minerals-all of which are absolutely essential to the development of alternative energies and are critically important for our defense industry, computers, cell phones, and other electronic devices.

* While America has been fighting wars in Iraq and Afghanistan, China has focused its substantial muscle on securing vital commodities from these and other lands to upgrade its infrastructure and industrial strength to meet the resource challenge head-on.

* China has wrapped itself in the green flag of combating climate change while systematically discouraging other nations from adopting similar policies in a bid to gain time to achieve its plans.

Red Alert is a provocative and frightening look at the growing political, economic, and social power of China and the threat that nation poses to the Western world. It lays out how the Chinese are strategizing to overtake the United States as the world's premier economic power-and details how our failure to respond quickly will result in a permanently lower standard of living for Americans.

Peppered with startling statistics, charts, and evidence of how China continues to expand its economic reach, Red Alert is both controversial and powerful in its scope.

Honest Signals - How They Shape Our World (Encore Video) NeuroLeadership Summit

How understanding the signaling within social networks can change the way we make decisions, work with others, and manage organizations.

(Interview with Sandy was recorded in 2011, but the ideas he presents are as relevant today as they were a decade ago)

How can you know when someone is bluffing? Paying attention? Genuinely interested? The answer, writes Alex Pentland in Honest Signals, is that subtle patterns in how we interact with other people reveal our attitudes toward them. These unconscious social signals are not just a back channel or a complement to our conscious language; they form a separate communication network. Biologically based “honest signaling,” evolved from ancient primate signaling mechanisms, offers an unmatched window into our intentions, goals, and values. If we understand this ancient channel of communication, Pentland claims, we can accurately predict the outcomes of situations ranging from job interviews to first dates.

Alex `Sandy’ Pentland directs MIT’s Human Dynamics Laboratory and the MIT Media Lab Entrepreneurship Program and advises the World Economic Forum, Nissan Motor Corporation, and a variety of start-up firms. He has previously helped create and direct MIT’s Media Laboratory, the Media Lab Asia laboratories at the Indian Institutes of Technology, and Strong Hospital’s Center for Future Health.

Professor Alex 'Sandy' Pentland directs MIT Connection Science, an MIT-wide initiative, and previously helped create and direct the MIT Media Lab and the Media Lab Asia in India. He is one of the most-cited computational scientists in the world, and Forbes recently declared him one of the "7 most powerful data scientists in the world" along with Google founders and the Chief Technical Officer of the United States.  He is on the Board of the UN Foundations' Global Partnership for Sustainable Development Data, co-led the World Economic Forum discussion in Davos that led to the EU privacy regulation GDPR, and was central in forging the transparency and accountability mechanisms in the UN's Sustainable Development Goals.  He has received numerous awards and prizes such as the McKinsey Award from Harvard Business Review, the 40th Anniversary of the Internet from DARPA, and the Brandeis Award for work in privacy.

He is a member of advisory boards for the UN Secretary General and the UN Foundation,  and the American Bar Association, and previously for Google, AT&T, and Nissan.   He is a serial entrepreneur who has co-founded more than a dozen companies including social enterprises such as the  Harvard-ODI-MIT DataPop Alliance . He is a member of the U.S. National Academy of Engineering and leader within the World Economic Forum.

Over the years Sandy has advised more than 70 PhD students. Almost half are now tenured faculty at leading institutions, with another one-quarter leading industry research groups and a final quarter founders of their own companies.