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Five Eyes on the Fence: Protecting the Five Core Capitals of Your Business is a six-chapter book published by Business Expert Press in 2014 and written by Tony A. Rose, founding partner of Rose, Snyder, and Jacobs. The book presents the author's theory that leaders must manage more than finances to produce successful, sustainable businesses and, instead, focus on the interplay of four core factors: the human, intellectual, social, and structural capitals. He argues that financial capital is created by managing these four factors and that a company's success in that effort will determine its financial success. The author illustrates his theory through practical insight and relevant real world examples from companies such as Uber, Netflix, and Lululemon. He also offers guidance for individuals to apply the principles of managing five core capitals to their own lives as the first and necessary step in understanding his model. Chapter 3, Structural Capital (18 pages), explores the systems, processes, and communication methods that enable a company to provide value to customers. The author explains how structural capital governs the other four capitals and his belief that it is the most important core factor. He presents analysis of Webvan as a real-world illustration of how the lack of structure negatively impacts a company. He also comments on the importance of continual re-evaluation and adaptation to a company's structure and process. He describes the three benefits of rich structural capital (consistency, efficiency, and focus). He reviews customer-facing and internal processes, offering guidance on what mangers should monitor. He explains the link between a company's values and processes and ends the chapter with a list of questions to guide managers in to guide managers in evaluating the structural capital of their companies.

Five Eyes on the Fence: Protecting the Five Core Capitals of Your Business is a six-chapter book published by Business Expert Press in 2014 and written by Tony A. Rose, founding partner of Rose, Snyder, and Jacobs. The book presents the author's theory that leaders must manage more than finances to produce successful, sustainable businesses and, instead, focus on the interplay of four core factors: the human, intellectual, social, and structural capitals. He argues that financial capital is created by managing these four factors and that a company's success in that effort will determine its financial success. The author illustrates his theory through practical insight and relevant real world examples from companies such as Uber, Netflix, and Lululemon. He also offers guidance for individuals to apply the principles of managing five core capitals to their own lives as the first and necessary step in understanding his model. In Chapter 4, Intellectual Capital (11 pages), the author considers a company's knowledge and offers guidance on creating a powerful advantage by combining different knowledge areas in unique ways make it hard for others to copy. He presents two strategies for creating powerful intellectual capital: either by making it unique or by translating one of the other core factors into intellectual capital. He presents positive and negative real world examples with analyses of Uber and Sony. He ends the chapter with a list of questions to help managers determine and strengthen their intellectual capital.

Five Eyes on the Fence: Protecting the Five Core Capitals of Your Business is a six-chapter book published by Business Expert Press in 2014 and written by Tony A. Rose, founding partner of Rose, Snyder, and Jacobs. The book presents the author's theory that leaders must manage more than finances to produce successful, sustainable businesses and, instead, focus on the interplay of four core factors: the human, intellectual, social, and structural capitals. He argues that financial capital is created by managing these four factors and that a company's success in that effort will determine its financial success. The author illustrates his theory through practical insight and relevant real world examples from companies such as Uber, Netflix, and Lululemon. He also offers guidance for individuals to apply the principles of managing five core capitals to their own lives as the first and necessary step in understanding his model. Chapter 5, Financial Capital (8 pages), explores how a company's physical assets and finances enable the other core capitals to function as well as provide a checkpoint to gauge management efficiency. The author explains how deficiencies in the first four capitals results in financial problems and provides insight into protecting financial capital by understanding three things: your company's financial history, goals for the future, and key performance indicators (KPIs).

Five Eyes on the Fence: Protecting the Five Core Capitals of Your Business is a six-chapter book published by Business Expert Press in 2014 and written by Tony A. Rose, founding partner of Rose, Snyder, and Jacobs. The book presents the author's theory that leaders must manage more than finances to produce successful, sustainable businesses and, instead, focus on the interplay of four core factors: the human, intellectual, social, and structural capitals. He argues that financial capital is created by managing these four factors and that a company's success in that effort will determine its financial success. The author illustrates his theory through practical insight and relevant real world examples from companies such as Uber, Netflix, and Lululemon. He also offers guidance for individuals to apply the principles of managing five core capitals to their own lives as the first and necessary step in understanding his model. Chapter 6, Keeping Five Eyes on the Fence (13 pages), addresses the importance of identifying and managing problems through the lens of the five capitals. The author offers insight into evaluating a business's core capitals as well as how they are linked together. He argues that the key to success is at the intersection of the five capitals, which captures the unique talents and abilities of a business. He ends by providing a list of questions to aid in evaluation of a company's five capitals.

To meet the challenges of a complex world, strategic planners need to understand the differences between the four elements of VUCA--volatility, uncertainty, complexity, and ambiguity. A guide to identifying, getting ready for, and responding to events in each category.

This is the "David and Goliath" story of Cooley Distillery, the world's only independent, Irish-owned distiller of Irish whiskey. Against long odds, it survived twenty-five years of brutal competition in the oligopolistic Irish whiskey category of the global spirits industry. Along the way, it began to turn a modest profit and achieved a stellar reputation for quality and innovation in its product offerings. Yet it remained only a niche player. Cooley, a non-listed public company with 290 shareholders, had never paid a dividend, nor seemed in a position to do so for years to come. As 2011 drew to a close, founder and chairman John Teeling, whose family controlled 36% of the outstanding stock in the company, was evaluating a variety of strategic options, which included selling out to a larger multinational player, taking the company private in a management buy-out, partnering in a joint venture with another firm, or continuing to go it alone. Each option had particular challenges. Students must put themselves in Teeling's shoes and decide on the optimal strategy

Telenor Group, based in Norway, experienced stagnating growth in average revenue per user (ARPU) at its 11 subsidiary cellular networks in Europe and Asia. Buying GSM licenses to expand to new markets was now too expensive. Having favoured Telenor Pakistan with more than $1.2 billion of capital expenditure, it was now especially in need of substantial profits from this wholly owned subsidiary. Given this context, Telenor Pakistan and several other subsidiaries were directed to explore diversification avenues. They sought a self-subsisting "growth story." In the case, we follow how the VP Strategy at Telenor Pakistan presented mobile financial services for the "unbanked" as the way forward. However, at the decision point in the case (March 2008), the central bank of Pakistan had sanctioned only a certain set of business models from which the telecommunications company (telco) had to choose one, if it was to provide mobile financial services. A basic constraint was that the venture should be "bankled." There were already various novel mobile financial service models in other emerging markets that were making headlines, such as SMART Money in the Philippines and Vodafones' M-PESA in Kenya. The VP Strategy at Telenor Pakistan had to prepare a presentation to the Board of Directors regarding how to proceed. The major issues and decisions were the following: (1) why and how Telenor Pakistan would achieve a "growth story" by diversifying into financial services; (2) given the peculiarities of the Pakistani market, what type of alliance with a bank should be pursued given the local legal restrictions and the benchmark models in other countries.

Strategy making forces executives to confront a future they can only guess at. It's not surprising, then, that they try to make the task less daunting by preparing a comprehensive plan for how the company will achieve its goal. But good strategy is not the product of endless research and modeling; it's the result of a simple process of thinking through how to hit a target and whether it's realistic to try. Discomfort is part of the process. If you are entirely comfortable, you're probably stuck in one or more of the following traps. (1) Strategic planning. Planning arguably makes for more thorough budgets, but it must not be confused with strategy. (2) Cost-based thinking. Costs lend themselves wonderfully to planning, because the company controls them. But for revenue, customers are in charge. Planning can't make revenue magically appear. (3) Self-referential strategy frameworks. Even managers who avoid the first two traps may end up using a framework that leads them to design a strategy entirely around what the company controls. A company can avoid those traps by focusing on customers, recognizing that strategy is about making bets, and articulating the logic behind strategic choices.

The search for new business ideas--and models--is hit-or-miss at most firms. Tackling the problem systematically, of course, will improve your odds of success. Traditional ways of framing this search examine competencies, customer needs, and shifts in the landscape. This article proposes adding a new IT-based framework. It involves asking, How can data and analytic tools be used to create new value? The authors have explored that question with many clients. In their work, they've seen IT create new value in five patterns: using data from sensors in objects to improve offerings (think smart energy meters); digitizing physical assets (such as health records); combining data within and across industries (to, say, coordinate supply chains); trading data (as mobile providers do with information on users' whereabouts); and codifying best-in-class capabilities (such as online expense management) as services. Drawing on examples from their own experience and their clients', the authors walk readers through each of the five patterns and how to apply them. They also provide advice and questions that will help executives get started on their own searches.

Peter Drucker once said that the most effective executives disregard conventional wisdom about reaching consensus and instead work to create disagreement and dissention. As Drucker hints, opposing models are only a problem if we choose to treat them as such. The authors describe the four phases of Integrative Thinking, an approach to model creation developed at the Rotman School of Management that has evolved through research and practice. Even once you reach your 'integrative solution', the authors note that the challenge isn't over: all solutions will eventually be made obsolete, and as a result, integrative thinkers treat their solutions as 'provisional': as new information emerges in opposition to the 'solution', the process begins anew. However, when applied thoughtfully, they show that integrative thinking can give executives a fighting chance at tackling the wicked problems they face.

When most people think of the word, 'creativity', their mind immediately leaps to artistic endeavours like sculpture, drawing or music. You may believe that architects and designers are paid to be creative, but CEOs, lawyers and doctors are not. The authors-brothers who have worked for 30 years at the forefront of innovation at IDEO-call this misconception 'the creativity myth.' They describe two strategies (there are six more in their latest book) to help you get from 'blank page' to insight, and show that by embracing this challenge yourself, you will influence those around you to do the same. The article is excerpted from Creative Confidence: Unleashing the Creative Potential Within Us All (Crown Business, 2013) by Tom Kelley and David Kelley.

Have you been 'nudged' recently, to behave in a more environmentally or economically-sustainable way? While you might not know it, chances are, you have. A nudge is any aspect of the 'choice architecture' that alters people's behaviour in a predictable way, without removing any options or changing economic consequences. The authors complement the existing literature on Nudging-based on seminal research by Richard Thaler and Cass Sunstein-by providing practitioners with several guidelines for developing nudges of their own. They describe 12 possible types of nudges-a 'taxonomy' of nudging-and show that developing nudges is an interdisciplinary process that is project-based and experimental in nature. As they indicate, nudging is a powerful approach that is now being applied effectively in both for-profit and individual welfare domains.

In an excerpt from their book, Thinking in New Boxes: A New Paradigm for Business Creativity (Random House, 2013), the authors describe the power of embracing doubt to move beyond the status quo to value-added solutions. Both leaders at the Boston Consulting Group, they describe a process for innovation that begins with questioning your 'boxes'-the mental models you are currently operating with. In the end, they show that embracing doubt is a critical element of a new paradigm for creativity that recognizes that no idea is good forever. In the end, surviving success can be just as challenging as succeeding in the first place.

No matter what your circumstances or goals, the authors assure us of one thing: we will be better off if we are skilled thinkers. Critical thinking, they say, is the disciplined art of ensuring that you use the best thinking you are capable of in any set of circumstances; but to maximize the quality of your thinking, you have to make learning about thinking a priority. They present four recommendations which, when applied, result in a mind practicing skilled thinking. These include 'clarify your thinking' and 'question questions'. In the end, they say the best thinkers are those who understand the development of thinking as a process occurring throughout many years of practice.

Mental models-beliefs about causality and what is true-are passed down to each and every one of us through education, work and family life. Some of them seep deep into our core to become an established foundation for our thinking. The author argues that we spend too much of our lives asking finalistic questions -what is right and wrong, what is true? It is time to ask different questions, she says: knowing that truth is an elusive destination, how can we be effective? How can we build ever better models without getting overly attached - even when one seems just right? In the end, she shows that we're stuck with the incomplete mental models we learned through education and experience - unless we keep testing the models we're using and exploring alternatives.

Based on their research on information-sharing processes at 20 multinational firms from a broad range of sectors, the authors describe some of the hidden barriers to innovation. These fall under three headings, they argue: knowing what's going on in the market; understanding the market; and using market information. Along the way, they propose some practical ideas for managers to innovate more successfully.

If you spend some time studying the kinds of decisions people make and the outcomes of those decisions, you'll find that humanity does not have a particularly impressive track record. In an excerpt from their book, Decisive, the authors describe four 'villains' of good decision making, including 'narrow framing' and 'overconfidence'; then then provide a four-step model for overcoming these biases and making better decisions.

In an excerpt from his book of the same title, the author urges readers to address the problematic tendencies of a happy brain, which include many automatic reactions and biases that do little to spur effective action. Elevating our awareness of these reactions and biases, he argues, is the key to more productive behaviour. Pointing to findings from Cognitive Science and Neuroscience, he presents 15 rules of thumb gleaned from that can help us think in more productive ways.

We increasingly hear the alarm siren signaling that organizations can no longer survive - much less thrive - by continuing to use frameworks developed during the Industrial Revolution. In recent years, one framework that has emerged to illuminate how networked systems function optimally centers on ecological thinking and its application to organizations. The implication is that an 'organizational ecosystem' functions much as a biological ecosystem does, exhibiting both desirable and undesirable properties that are similar to what we see in nature. The authors discuss four meaningful similarities and four fundamental between organizational and biological ecosystems and in so doing, deconstruct this popular metaphor.

In this interview the renowned psychologist and Emotional Intelligence (EI) pioneer describes the importance of focus for leadership excellence. He explains in detail the three types of focus that leaders must possess to perform optimally: self-awareness, awareness of others and outer focus. Focus, he argues, is a pre-requisite for Emotional Intelligence.