Ken Dovey

  • MBT EVENT: 10 May 2018
     

    The MBT Board sponsored event on Thursday 10th May 2018, held in the UTS Aerial Conference Centre, was very successful on several counts. Initiated by the MBT Board to recruit new […]

  • Fantastic contribution, Alex! The wisdom of experience, that has been deeply and critically reflected upon, ‘speaks’ loudly in this piece! Thank you!

  • Yes, good point, Jens. However, the organisation has to be open to critique and willing to act on the changes that are needed. This requires ‘intellectual humility’ – a leadership practice that we talked about in LPM. Such an attribute is rare in workplaces where the competitiveness breeds defensiveness and an attitude of knowing everything. If…[Read more]

  • Reflections on the Political Challenges of Innovation
    This ‘corner’ has been created to encourage conversations about our (the community’s) work and interests. Our assumption is that what is happening to so […]

    • Yes, good point, Jens. However, the organisation has to be open to critique and willing to act on the changes that are needed. This requires ‘intellectual humility’ – a leadership practice that we talked about in LPM. Such an attribute is rare in workplaces where the competitiveness breeds defensiveness and an attitude of knowing everything. If one knows everything, there is nothing to learn!

    • Hi Ken,

      I have seen a very similar ‘SonCo bought out by MotherCo’ scenario.

      In this case, it appeared to me that MotherCo’s primary motivation was to acquire a specialised software product written & owned by SonCo and their secondary motivation was to claim their customer base.

      Before the takeover, SonCo were a small, agile and customer focussed organisation. They had a great rapport with their customers, they would respond quickly and tailor their software for the customer needs if it seemed reasonable. You could ask questions and get basic assistance without being charged.

      After the takeover SonCo basically disappeared. They’d merged into MotherCo who were large and slow to respond. They were very bureaucratic, required the customer to log calls, jump through hoops and sometimes wait years for software modifications. They charged the customer for every minute they spoke to them even if nothing of value come out of the contact.

      The leadership issue was that the senior people at MotherCo did not seem to acknowledge or value any of the qualities that had made SonCo successful. They only wanted SonCo’s product and customer base, which has since diminished. Our organisation no longer deals with MotherCo or SonCo now.

  • Well done to Jens and his fantastic team of volunteers, who set a new benchmark for successful MBT Community events last night!!! The ‘Turn the Ship’ event with David Marquet was truly brilliant!!! Well done, too, […]

  • They’re starting to understand that leadership is contextual and contingent but there is still an attraction to identifying individual traits and if you can develop these four traits then you’ll be a good leader. For me, leadership is far more complex and requires collective analysis of what really matters (and this may change from time-to-time…[Read more]

  • A simple, but profound, truth about how to manage the contexts in which we live, work and play. The simple title enables the point to ‘kick-in’ when reaction threatens!

  • Many popular texts on leadership advocate obsessive focus as the way to achieve a desired outcome (see, for example, a recent best-seller entitled The One Thing). Whilst such blinkered commitment to goal […]

  • Ken Dovey changed their profile picture 2 years, 6 months ago

  • Ken Dovey became a registered member 2 years, 6 months ago