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Tag Archives: Growth

Can Scorpions Smoke? Creative Adventures in the Corporate World by Steve Chapman.

Imagination, creativity, improvisation and play are not words that adults normally associate with their work, but many secretly lament their absence in everyday life.

They are also words that many of us wouldn't put at the top of our curriculum vitae either. However, the world is changing and the emergence of an Age of Applied Artistry is calling for modern organisations to take the development of these skills more seriously, as they become capabilities that are not just nice-to-have but essential for survival in the corporate world of the future.

This book crashes together ideas from the world of Organisation Development (Od), gestalt psychology and improvisational theatre and distils them into some simple stories, concepts and practices that anybody and everybody can experiment with in order to awaken and unleash their own creative spirit.

It is an unusual, entertaining and insightful mix of biography and field guide that helps defrost the little creative genius inside of us all.

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Companies run on good ideas.

From R&D groups seeking pipelines of innovative new products to ops teams probing for timesaving process improvements to CEOs searching for that next growth opportunity—all senior managers want to generate better and more creative ideas consistently in the teams they form, participate in, and manage.

Yet all senior managers, at some point, experience the pain of pursuing new ideas by way of traditional brainstorming sessions—still the most common method of using groups to generate ideas at companies around the world.

In this McKinsey insight brainstorming becomes “brainsteering,” and while it requires more preparation than traditional brainstorming, the results are worthwhile: better ideas in business situations as diverse as inventing new products and services, attracting new customers, designing more efficient business processes, or reducing costs, among others.

The next time you assign one of your people to lead an idea generation effort—or decide to lead one yourself—you can significantly improve the odds of success by following the seven steps explained in this report.


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Safe uncertainty is about feeling comfortable with the world of just enough‐ness.

It is about having just enough structure, just enough control and just enough planning to mitigate only the biggest of risks whilst leaving enough fluidity, spontaneity and freedom to welcome new possibilities.

In systems leadership terms, a culture of safe uncertainty is one where you/others are encouraged, within negotiated parameters, to try something new to support a shift in the system and if it doesn’t work, to embrace the learning from the experience.

A team who are comfortable with safe uncertainty are great at predicting and planning but also skilful at adapting and improvising, stretching their boundaries and staying curious.

Finding your own unique place of safe uncertainty, helps you to say ‘yes’ more and challenge your habitual ‘no’.

  • What are you prepared to let go of?
  • What are the small, modest experiments you can undertake to gently move into the fertile safe uncertainty zone?

 Say ‘YES’ to the Mess

Let go
  • Habitually saying ‘no’
  • Over‐analysing whether yes is a good idea or not
  • Craving safe certainty
Be more
  • Spontaneously ‘yes’
  • Friendly with the ‘mess'
  • Comfortable with safe uncertainty
Experiment by
  • Gradually saying ‘yes’ more
  •  Taking small steps that stretch your leadership edge


Source: Adapted from ‘Can Scorpions Smoke?’ Creative Adventures in the Corporate World (2014) by Steve Chapman

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The quarterly Labour Market Outlook (LMO) provides a set of forward-looking labour market indicators highlighting employers’ recruitment, redundancy and pay intentions.

The survey is based on responses from 2,066 employers. The survey also considers the extent of hard-to-fill vacancies and how employers are attempting to tackle skill and labour shortages, including through the employment of EU nationals and the recruitment of disadvantaged or under-represented groups in the labour market.

The report examines the interrelation between migrant worker employment, skills investment and employment practices among UK employers, a significant but often under-reported part of the migration debate.  Additionally, this report considers employer attitudes towards the various policy options that the UK Government may be considering to help control the number of migrant workers from the EU through its proposed changes to immigration policy that are due to be unveiled in its forthcoming
consultation paper.

Employment: According to the report, the demand for labour in Q1 2018 will remain robust. This quarter’s net employment balance – which measures the difference between the proportion of employers who expect to increase staff levels and those who expect to decrease staff levels in the first quarter of 2018 – has decreased to +16 from +18 over the past three months. This is consistent with official labour market data, which show that the number of vacancies in the UK economy remains well above historical average levels.


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Q. What is Project Management?

A. Project management is the science (and art) of organizing the components of a project, whether the project is the development of a new product, the launch of a new service, a marketing campaign, or a wedding.

A project isn’t something that’s part of normal business operations. It’s typically created once, it’s temporary, and it’s specific. As one expert notes, “It has a beginning and an end.” A project consumes resources (whether people, cash, materials, or time), and it has funding limits.

Project Management Basics: No matter what the type of project, project management typically follows the same pattern:

  1. Definition
  2. Planning
  3. Execution
  4. Control
  5. Closure

1.Defining the Project


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