Tao Yue 🟥

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“Third-generation successors of large family empires are typically under tremendous pressure,” said Marleen Dieleman, professor of family business at IMD Business School in Singapore. “In particular, if they face economic headwinds, high expectations from family members and significant visibility in the business community.” With many large family businesses in Asia going from 2nd to 3rd generation and the economic situation rapidly shifting, we see tensions emerging in some of Asia's largest business families. To manage succession, here are few pointers: ➡️ Not all businesses in the group have to be led by family members. In older family businesses, we typically see a mix of non-family and family leaders. More often, the legacy businesses are led by outside CEOs while next gens build new businesses ➡️ Even if there is an outside CEO, family members still play a crucial role as owners, ambassadors and stewards of the family legacy ➡️ All great ideas need the right timing and luck. Sometimes the constellations are simply not right for a third generation leader. Failure in a role points to a lack of fit, not evidence of being a misfit. ➡️ Solid governance is essential for 2nd to 3rd generation transitions to avoid tensions and to improve the quality of decision-making in the business and in the family. Research has shown that having a family constitution and a good shareholder agreement positively impacts survival, profits and valuation. Sadly, many of Asia's families have not sufficiently progressed in this, which probably means we will see more family crises spilling over to the media in the next few years. ➡️ Research shows that treating succession as a competitive "tournament" among potential successors can cause faultlines. It's important for next generations to work together to take the family level to the next level. This means thinking about legacy not as something from the past, but as an aspirational future. Next gens need to take ownership of the legacy, aspire to make it better, and collaborate towards achieving it. (doing lots of research on legacy narratives at the moment 😀 ) 🙏 Thanks to Bloomberg for quoting me again! Below is a syndicated version of the Bloomberg article without the paywall. #familybusiness #succession #nextgen IMD Global Family Business Center https://lnkd.in/gB-YZQ6H

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Today it is even more clear than when I wrote this book 8 years ago: Positive change is more likely to come from businesses than from governments. Now we need to understand 'how' business can become instruments for societal change.

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🔥 To be published soon in Management Learning Journal: "What's next? (Un)learning nothingness and non-events in management education". About the importance of what did not/does not/will not happen in organizational processes. A neglected part of Paul Ricoeur's and A.N. Whitehead's thoughts ⤵️ ➡️ Draft version here: https://lnkd.in/ex9VhMjY ➡️ Abstract: Most management and organization theories focus on the full existence and finitude of things. They deal with fullness and the full happening of things. Both organizing and managing mean fully producing something, doing something, or giving value to something. A good manager should follow what is happening and, even better, make things fully happen. But in everyday life, our managerial capitalism makes the world more and more impatient, problematic and incomplete, full of more and more holes, interruptions and voids that permeate experience. This is true both emotionally (as frustration), narratively (as cliffhangers and suspense) and materially (as creative destruction scars our earth). In this essay for ML's 55th anniversary, I argue for a process-oriented perspective on managerial emptiness and incompleteness based on three core interwoven negative processes - representation, narration and materialization. I explain how each of these processes contributes to a nexus of incompleting events at the heart of managerial processes. Paradoxically, I also suggest that different kinds of emptiness and incompleteness might be part of a more resonant experience of the world. Embracing patience, waiting, deep letting go, and the nuanced exploration of non-events within events could foster what Whitehead called a “culture of possibilities”. This perspective on possibilities - considering what might have been and what might yet be - could lead to a more harmonious relationship with nature. Finally, I encourage business schools and the corporate world to (un)learn nothingness and non-events in the context of the negative ontology discussed here. ➡️ Keywords: Nothingness; Interruptions; Incompleting events; Non-events; Negative ontology; Culture of possibilities; Whitehead; Managerial education.

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New study out! Organizations are increasingly managing people through algorithmic performance metrics. That can help productivity, but may also involve some risks. In this new study, led by Professor Martin Edwards, we examined how people experience these algorithmic HR systems. We find that the impact of algorithmic performance metrics depends on whether employees think these systems are used to control them or to provide them useful feedback. This paper is freely available via Human Resource Management. Read full paper here: https://lnkd.in/gv2cxkGk

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Our paper "How do Inclusive Leaders Emerge? A Theory-Based Model" coauthored with Michalle Mor Barak, Kim Brimhall and Gil Luria has been accepted for publication in Management Learning Journal! This research addresses a significant gap in the literature by exploring the emergence of inclusive leaders, integrating theories of leadership emergence and inclusion. Our proposed conceptual model highlights the paradox that, despite the proven effectiveness of inclusive leadership, it is often overlooked in leader selection processes. We identify key practices that can support the emergence of inclusive leaders and improve organizational effectiveness and employee well-being. This work underscores the importance of intentional interventions to disrupt traditional biases in leader selection and foster a truly inclusive leadership environment. We hope this model will serve as a foundation for future research and inform policies promoting inclusive leadership. Preprint version of the paper is in ResearchGate: https://lnkd.in/dVtsdMVQ #InclusiveLeadership #LeadershipResearch #DiversityAndInclusion #ManagementLearning #LeadershipEmergence #ResearchPublication #OrganizationalEffectiveness #EmployeeWellBeing Cite as: Mor Barak M; Brimhall K; Luria G & Ozbilgin M (2024) How do Inclusive Leaders Emerge? A Theory-Based Model. Management Learning.

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Happy National Author's Day! :) One book changed my life. It created a hunger in me to invest in my personal development. Later on, I wrote my first book to share an important message. Since I was not a writer then and I was more of a Math person, I created a formula for writing a book. To date, I've written 15 books. I've also successfully coached 200+ non-writers to write, publish, and launch their books. Writing a book doesn't require a writer. It requires a messenger. You are the messenger and the message at the same time. If you can write a sentence, you can write a book. Sentences make up a paragraph. Paragraphs make up a chapter. Chapters make up a book. Here's a quick snippet from the Global Authors Summit 2019 which I and my team organized. P.S. If you have a dream to write a book, this is me telling you, "You got this!" https://lnkd.in/g5bCzrhv

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Beyond the Bottom Line: How Business Schools are Shaping a Better World - The Academic Minute In this segment, I discuss the evolving role of business schools in shaping a better world. As institutions increasingly prioritize societal impact, it’s essential to ask: how do we measure these efforts effectively and meaningfully? This topic is at the intersection of education, leadership, and sustainability—areas that are critical for navigating the challenges and opportunities ahead. #HigherEducation #SocietalImpact #Leadership #Sustainability #BusinessEducation #EFMDBSIS

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This prompt can provide deep insight into your organization's why. #AI, #Management, #innovation, #simonsinek #findyourwhy

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In an era marked by rapid change, being 'future-ready' is not just an option but a necessity. My latest piece on #IbyIMD delves into this critical topic. Reflecting on the once-glorious, now cautionary tale of Angry Birds, it’s clear that resting on laurels isn’t an option in today’s fast-evolving world. Being future-ready means continuously innovating and adapting. It's about maintaining an edge and changing the game before the game changes you. https://lnkd.in/exyqReKv For those looking to navigate these complex waters, our 'Strategy for Future Readiness Program' at IMD equips leaders with the necessary foresight, agility, and strategic acumen. Interested in leading the charge? Learn more about the program here - https://lnkd.in/eaYddNqB We're excited to unveil the 2024 Future Readiness Indicator on May 21, covering sectors like Consumer Package Goods, Banking, and Automotive. This tool uses rigorous, data-driven metrics to assess who is genuinely prepared for the future. Stay tuned for insights that could redefine your strategic approach! #IMDImpact #FutureReady #FutureReadiness #Leadership #Innovation #Strategy

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In leadership, we discuss the importance of cultural intelligence, and this engaging and wonderful conversation with Dr. Nadir Zafar and Dr. Michael Yap is a perfect example (https://lnkd.in/eSVxxJM7). I learned so much about how these two develop leaders in Singapore - a country that is a crossroads between East and West in many ways. Enjoy! International Leadership Association #leadershippodcast #leadershipskills #leadershipdevelopement #leadershipinaction #leadershipcoaching #leadershiptraining #leadership #leadershiplessons #leadershiptips #leaders #leadershipjourney 

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In more #workplaces, important #decisions aren’t made by #managers but by #algorithms which have increasing levels of access to and control over workers. While #algorithmic management can boost #efficiency and #flexibility, critics warn of heightened #surveillance and reduced #autonomy for workers. #Ethics #leadership

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Play acts as a crucial stress buffer, providing a break from routine and allowing teens to engage in activities that bring joy and relaxation Read more 👉 https://rll.bz/3UvPAts #IntegratingPlay #ChildrenGrow #PlayRemainsCrucial #SidelinePlay #ComplexWorld #OlderYears #DevelopingCriticalCognitive #MakeQuickDecisions #SolitaryOnlineGaming #ProvideInvaluableOpportunities

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🌟 Staying Employable in the Face of Demographic Shifts 🌟 In today's advanced industrial economies, continuous competence development is crucial for sustaining employability. But how do demographic changes affect this need? A recent study explores how employees' perceptions of their future influence their motivation to engage in learning activities and, consequently, their employability. Conducted in two Austrian consultancies (n=167), the research reveals that viewing the future as full of opportunities significantly enhances engagement in learning from others, leading to better employability. This perspective might be a more effective measure than chronological age. Discover how a positive outlook on the future can drive professional growth and adaptability in the workforce. Read the full article here: https://lnkd.in/d64zS9Qf #Employability #ContinuousLearning #ProfessionalDevelopment #FutureOpportunities

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I'm about to deliver a keynote for young professionals at PwC. The topic is on how to build more meaningful connection at work. What would you say if you were to advise an early career professional on building workplace connections? I would like to know if my messages align with your advice! Go!

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Digitization and digitalization are constantly mixed up. Even the spelling corrector at LinkedIn doesn't recognize the difference, as it tells me that "digitalization" is spelled wrong. But the two are fundamentally different things. Digitization is the technical step of changing analogue information into digital information - using zeros and ones to code the information. Digitalization is the organizational step of changing manual processes into digital processes - using IT software and hardware to transform processes. If we don't even get our terminology clear, then clear thinking becomes very difficult. So, let's start differentiating these two very different changes. #strategicleadership #organizationalleadership #digitalization #digitalstrategy #digitization

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