Strategic Management

Strategy Formulation

 

Harnessing the Power of Diversity

Leveraging the Power of Integrated Opposites

Vadim Kotelnikov

Vadim Kotelnikov, founder of 1000ventures - personal logo Vadim Kotelnikov

Founder

   

     

 

Diversity Defined

Diversity is a specialized term describing a workplace that includes:

① people from various backgrounds and cultures, and/or

② diverse businesses.

 

Cultural Differences

East vs. West

The Wheel of Life

Work

 

 

 

Benefits of Leveraging Diversity

How To Leverage Diversity

Inspires innovation

Enhances creativity

Brings different frames of reference to a problem to be solved

Involve everyone

Facilitate intellectual cross-pollination and teamwork

Create cross-functional teams

 

 

Vadim Kotelnikov

One World, One Way

Success 360

Coaching by Example

Innompic Games

United Innovators

Leveraging diversities
is a fundamental strategy of INNOMPIC GAMES that helps IG create great positive impact for centuries ahead.

IG celebrate differences in approaches, diversity of styles, and cross-cultural unity. Participation of international teams is a trademark feature of World IG.

  

 

   

 

 

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for Teachers

Cultural Intelligence

 

 

 

 

 

 

Virtual Teams: Best Practice

Exploit diversity. The team can't just be diverse; it has to make the most of it. The best teams credit their creative breakthroughs to challenging people from different disciplines, cultures, and the like to come up with something better together... More

 

Team

Team vs. Group

Synergistic Team

 

 

Stephen Covey advice quotes

Strength lies in differences, not in similarities.

Stephen
Covey

 

 

Managing and Leveraging Diversity

To unleashing the power of Integrated opposites, encourage  and facilitate sharing of diverse experiences and cultural insights of workers... More

 

Examples

GE  ▪  Cargill

 

 

 

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Manager++

 

 

 

 

 

 

 

  

   

 

 

 

Diversity as a Managerial Approach

Unleashing the Power of Integrated Opposites

Manage Dynamic Organizational Dichotomies

The Balanced Manager

Effective management by leadership demands a delicate balance between:

  • sensitivity and authority

  • the whole, i.e. organizational needs, and the parts, be they large (functions) or small (teams or individuals). You must require that your individual players forgo the quest for personal best in concert with the group effort.

  • loose and tight leadership style

  • functional expertise (depth of knowledge) and cross-functional excellence (width of knowledge)

  • internal (creating value for organization and employees) and external (creating value for investors, customers, and society as a whole)... More

Techniques for Fast Evaluation of Ideas

New Product Development by Cross-functional Teams

Recommendations to Top Executives6

  • Keep the team small. Increased functional diversity on the teams does not necessarily increase innovation. Social cohesion between the members of a team can suppress the exchange of views, since cohesive groups focus on maintaining relationships and seeking concurrence. Cut back on number of functional areas represented on the team, so as help the team crystallize its identity... More

Create a Culture of Questioning

Examples of "Why?" and "What If?" Questions:

  • Why should we look at cultural differences as a problem? What if we try to leverage the power of our diversity?... More

  Turn Problems to Opportunities: 6 Tips

 

Leading Innovation

Maintain a Fresh Perspective with Your Employees

  • Hire a diverse group of individuals... More

Master of Business Synergies (MBS)

Cross-functional Expertise >> CEO >> Biz Architect >> Innovator

Synergize Diversities  >>  Best Practices

The Tao of Business Success

Synergize Radical and Incremental Innovations

Cross-functional Teams

Winning Organization

Managing Diversity

Cultural Intelligence

Managing Cross-Cultural Differences

Best Practices

Progroup's Various Sources of Knowledge

Joint Engineering Design by Ford and ABB

The Power of Taking a Different View

Diversity of thought, perception, background and experience enhance the creativity and innovation.

It was by taking a different view of a traditional business that major innovations were achieved. To find a better creative solution to the current practice, force yourself to reframe the problem, to break down its components and assemble them in a different way.

 

Synergize Diversities

To be successful in today's complex, rapidly changing and highly competitive world, you must embrace, manage and synergize critical opposites. You can inspire innovation and find a strategic competitive advantage in an organizational and cultural context by seeking to leverage, rather than diminish, opposite forces. People with different cultural, educational, scientific, and business backgrounds will bring different frames of reference to a problem and can spark an exciting and dynamic cross-pollination of ideas... More

Creative Problem Solving: Switching Perceptions

 

Creativity of Groups

Interplay among individuals is essential to the innovation process. While individual creativity is important, and even crucial to business, the creativity of groups is equally important. The creation of today's complex systems of products and services requires the merging of knowledge from diverse disciplinary and personal perspectives. Innovation whether it be revealed in new products and services, new processes, or new business models is rarely an individual undertaking. Creative cooperation and cross-pollination of ideas is critical... More

Brainstorming: 10 Rules

Balanced Organization: 5 Basic Elements

Wood (Corporate Capabilities):

Entrepreneurial Success

Entrepreneurship is the art of finding 7 profitable solutions to problems. This requires diversified expertise.

According to Peter McArthur, "Every successful enterprise requires three men a dreamer, a businessman, and a son-of-a-bitch."... More

  

 

References:

  1. "Developing a Culture for Diversity in a Week", Chris Speechley and Ruth Wheatley

  2. "Jack Welch and the GE Way", Robert Slater

  3. "Extreme Management", Mark Stevens

  4. Jack Welch, Letter to Share Owners in General Electric 1990 Annual Report

  5. "Six Thinking Hats", Edward de Bono

  6. "How To Kill a Team's Creativity", Sethi R., Smith D. and Park W., HBR