[Re-blog from the Novantas Review. H/T to Richard Solomon, Adam Stockton, and Sherief Meleis]
Innovation inside a large company can be difficult. However, the same approaches that have been effective in venture capital can be deployed internally.
As a result of changes in society and how we communicate, established forms of command and control leadership are not working. New leadership requirements are changing the old model and replacing it with a new skill set that is successful when those who are led feel empowered, inspired, and indeed loved. Traditionally, companies organized themselves vertically out of necessity – vertical silos are useful and needed to operate. However, corporate leaders frequently spend the rest of their time trying to knock down silos and share information horizontally. Deanna summarizes her approach as 'leading on the diagonal'. Here is a presentation that she gave recently:
Video Blog: Using technology from companies like Finsphere can prevent erroneous payment card declines.
Video blog: Deanna speaking on the changing landscape of banking.
By Houston Frost On May 22, 2013
In the last quarter-century or so that has made up the digital revolution, one universal axiom has held true: evolve or die. Record labels were too busy suing pirates in the 1990s to adapt their business model to the digital world, newspapers were consigned to the recycle…
According to a multi-decade Gallup tracking poll taken in Sept 2010, only 18% of Americans have a 'great deal of confidence' in US banks. The well-respected Edelman Trust Barometer Survey taken in 2012 later verified this result. It is interesting to view how this ratio has changed over time: it started at 60% in 1979, dipped to 30% in the early 90s and then rose to 53% in 2005 before taking its current plunge.