John I. Todor, Ph.D. shares unique and timely insights related to adapting and thriving in today’s fast-paced, uncertain and complex business climate. He brings his background in psychology, business strategy, disruptive change and customer engagement to bear on these challenges.
Themes for Keynotes, Webinars and workshops
Get Beyond Coping – Adapt and Thrive
Forced to compete on price? Threatened by disruptive change? John spells out what it takes for a company to adapt and thrive in a fast-changing and increasingly complex business climate. He will discuss an organic process that progressively nurtures a co-adapting organizational and business ecosystem that is both sustainable and profitable.
At the core of the issue is getting people engaged and aligned in a manner that is both effective in creating value for customers and profitable. John provides a psycho-economic framework that is actionable and makes value creation and profits possible. His examples illustrate how companies in diverse industries are applying the underlying principles.
Organizational change is mandatory but is most often viewed as a daunting task. Hierarchical, command and control business models worked well for most of the 20th century, but they are not up to the challenges of today’s business climate. John shows how to jumpstart an organic process of change that stimulates optimism and gets people engaged.
In highly adaptive organizations, innovation is a shared concern. John discusses four key components of building organizational adaptive potential: (i) an outside-in approach that continuously seeks to create and deliver meaningful outcomes and experience for customers; (ii) engage employees in roles that adaptively create and deliver value to customers, rather than performing tasks or jobs; (iii) facilitate collaboration across organizational units and the ecosystem to innovate and align business practices; and (iv) create a culture and methods that embrace implicit learning – seeing the implications of innovation and change for creating value for customers.
Embrace the New Leadership Imperatives
Most business leaders agree that their major challenge is the disruptive innovation, uncertainty and complexity imposed by external forces. Yet, most do not believe their organizations are able to deal with these conditions. This puts a premium on leadership skills that stimulate employee engagement and organizational adaptive potential.
Today’s leaders must have a keen ability to see the implications and possibilities brought on by change and innovation. John will illustrate how adopting a process of implicit learning provides valuable insights and leads to sustainable and profitable customer relationships. It puts executives in the sense-making business for customers, which in turn leads to both desire and demand. New ideas can be sparked from the outside but sense making that leads to competitive differentiation depends on internal leadership.
This sense-making role also applies to employees and organizations. It underlies the leadership ability to foster a highly engaged organization that quickly adapts and collaborates in the co-creation, and effectively delivers value.
This form of leadership requires more than adopting new business concepts; it requires executives to embrace a new way of thinking and mobilizing their organization into action. John will illustrate how they can use social computing and a networked brain trust to turn information overload into insights and actionable strategies – to perpetually fuel leaders’ own adaptive potential.
Engaging High-Value Customers
In today’s fast-changing and uncertain business environment, enduring customer relationships are critical to sustainable profits and growth. But, as John will discuss, enduring relationships must be engaging and meaningful to customers. He illustrates how the process of making them meaningful to customers leads to high-value in the present but also becomes valued as customers face an uncertain and complex future.
However, marketplace conditions are stacked against high-value relationships. Customers are confronted by abundance, overwhelming choice, hyper-competition, declining trust and rapid obsolescence. To cope, many customers unconsciously default to buying on the best trade-off between price and convenience, time after time. In this approach product differentiation goes unnoticed and there is no inherent loyalty. Both parties lose.
John will discuss the psycho-economic principles of customer engagement and illustrate how companies can put them into action. He tackles a critical issue in customer engagement – trust. He will show how turn declining levels of trust and the rising influence of social media can be turned into vehicles for gaining competitive differentiation.
Fuel Organizational Adaptive Potential
Internal silos that compete and disengaged employees are two critical issues that plague traditional organizations. Both stymie adaptability and the ability to create and deliver value to customers. While making the shift from a command/control structure to a highly participatory and collaborative organization is critical to success, it can be a formidable challenge.
John discusses how and why collaboration, innovation, Social CRM and Enterprise 2.0 technologies are becoming essential business tools. But, most important, he shows how to make purposeful, effective and widespread adoption happen. Early adopting companies are finding that genuine participation in collaboration and innovation by employees is not guaranteed. Companies can insist that employees use the new tools but quickly discover that the results are disappointing. John discusses the psychology involved in making the mindshift real – in getting individuals engaged and people collaborating. He also shows how organizational practices can facilitate or impede the shift.
Contact us to discuss customization of any of these themes.