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2024

  • 4 min read

The Power of Storytelling in Digital Business Case Development

In today’s fast-paced digital landscape, CxOs are often tasked with justifying large investments in technology to decision-makers. Yet, many struggle to effectively convey the value these investments bring to the business. A powerful way to overcome this challenge is by leveraging storytelling, turning data and complex ideas into a compelling narrative that resonates with stakeholders. Effective storytelling is essential for driving strategic business value, especially when communicating digital initiatives to the board and other key decision-makers.

Why Storytelling Matters

CxOs frequently face the challenge of presenting digital transformation initiatives in a way that aligns with organizational goals. According to a Gartner survey, many IT leaders fail to make their message relevant or clear, and they often lack sufficient data to back up their claims. Storytelling helps bridge this gap by transforming technical metrics into value-driven narratives that focus on outcomes, risk, cost, and, most importantly, value.

A strong story can grab the attention of your audience, highlight the impact of your digital strategy, and answer the all-important question: "Why should the business care?"

Building a Value-Driven Story

The value of any digital investment is not just in the technology itself but in its ability to drive key business outcomes. Whether the initiative is aimed at increasing revenue, improving customer experience, or boosting operational efficiency, storytelling allows CxOs to link these objectives to the business's strategic goals.

Here are some key components of a strong value-driven story, in the Business Case Development Framework:

  1. Align with Strategic Objectives: A value story must clearly align with the organization’s top priorities. For example, instead of stating that a new system will improve uptime, link this improvement to increased transaction capacity, leading to higher revenue or customer retention.

  2. Communicate the Full Picture: It’s essential to discuss cost, risk, and value. Rather than focusing solely on cost, show how the initiative will mitigate risks and create value in both the short and long term. Metrics like Return on Investment (ROI) or Net Present Value (NPV) can support the financial side of the story.

  3. Use the Right Metrics: As the slides indicate, not all metrics are created equal. Choose ones that resonate most with your audience. Quantify qualitative benefits wherever possible and provide a mix of leading and lagging indicators to show both immediate and long-term impacts.

  4. State Assumptions Clearly: Transparency in your assumptions builds credibility. If your projections are based on specific market conditions or customer behavior, make this clear so stakeholders understand the rationale behind your numbers.

Storyboarding: The Framework for Effective Communication

To build a coherent narrative, the Digital Investment Storyboard Framework offers four guiding principles:

  • Less is More: Focus on what’s important and avoid overwhelming your audience with too much technical detail. Highlight the key benefits and value drivers.
  • Clear & Simple: Avoid jargon and keep your message straightforward, ensuring that even non-technical stakeholders can understand the impact of your proposal.
  • Credible: Always back up your claims with quantitative evidence. Metrics like time saved, increased transaction volumes, or cost reductions are more persuasive than abstract promises.
  • Show, Don’t Tell: Use visuals or prototypes to demonstrate how your initiative will work. A well-designed chart or mockup can often convey more than words.

Practical Tips for Presenting Your Story

Finally, when it comes time to present your story to the board, remember to:

  • Know Your Audience: Tailor your story to what matters most to your audience. For example, if you’re presenting to the CFO, emphasize cost savings and ROI. For a CEO, focus on how your initiative will drive business growth.
  • Start with a Hook: Grab attention with a strong opening that answers the question, "Why should they care?" This can be an alarming statistic, a customer success story, or a bold claim backed by data.
  • Unpack the Details: Once you’ve captured your audience’s attention, delve into the specifics. Use the right language and metrics to illustrate why your initiative is worth the investment.
  • Make the Ask: Be clear about what you want from your audience, whether it’s funding, approval, or resources. Don’t leave them guessing.

Conclusion

In the world of digital governance, telling a compelling value story is crucial for securing buy-in from decision-makers. By aligning your narrative with business objectives, using clear and credible metrics, and following a structured storyboard framework, CxOs can overcome the common challenges of conveying the business value of digital investments. Storytelling is more than just a presentation technique—it’s a strategic tool that can turn complex data into a persuasive case for digital transformation.

  • in book
  • 1 min read

深度剖析數碼轉型：策略、挑戰與成功秘訣

歡迎嚟到我哋嘅頻道！今日，我哋會深入探討數碼轉型嘅世界——呢個話題喺每個領域嘅領導者入面愈嚟愈重要。

我哋唔係淨係講緊採用新技術，而係講一種深層次嘅戰略方法。《哈佛商業評論》嘅《數碼轉型領導精讀10篇》啱啱好精準總結咗呢一點。唔論你係經驗豐富嘅高層管理者定新興嘅領導者，呢啲洞察力都可以幫你自信咁駕馭數碼化嘅環境。咁，我哋開始啦！

首先，我哋要減少干擾。有效嘅數碼轉型唔係要製造混亂，而係精準有目的地演變。實施變革時要確保核心業務運作穩定，甚至喺創新時都係咁樣。好似翻新屋企，你唔希望加建新房間嗰陣間屋頂會坍塌，啱唔啱？

跟住，我哋嚟講管理文化變革。任何組織嘅真正心臟都係佢嘅員工。培養一種唔淨係接受，甚至係擁抱新技術嘅環境至關重要。呢意味住要灌輸一種開放變革、持續學習同埋深層合作嘅心態同文化。你嘅團隊應該視技術為盟友，而唔係威脅。

成功嘅數碼轉型有一個重要支柱就係探索驅動嘅轉型。創造一種讚揚實驗，將從失敗中學習視為創新途徑嘅文化。鼓勵你嘅團隊嘗試新嘢，將挫折視為墊腳石，而唔係絆腳石。

另一個關鍵領域就係提升數碼智慧。畀你嘅團隊提供喺數碼為主嘅環境中茁壯成長所需嘅技能同知識。投資於縮小數碼技能差距嘅培訓計劃。有知識嘅團隊係有韌性嘅團隊，準備好應對任何數碼挑戰。

喺呢個快速變化嘅環境中，領先干擾者至關重要。保持靈活，畀你嘅策略靈活並掌握新興趨勢。你快速適應技術同市場變化嘅能力會成為重要嘅競爭優勢。

依家，雖然大規模變革可能令人望而生畏，但實施漸進式變革隨時間會產生顯著影響。逐漸引入重大轉變，畀你嘅團隊和利益相關者能夠順利適應和擁抱變化。

但記住，有時你需要做大膽嘅舉動。你要知道幾時需要激進變革。認識到啲只有劇變才能達成預期結果嘅關鍵時刻。唔好驚喺必要時採取果斷行動。

總結一下，引導成功數碼轉型嘅藍圖係：減少干擾、管理文化變革、推動探索驅動嘅轉型、提升數碼智慧、領先干擾者、實施漸進式變革，同知道幾時需要激進變革。

記住，數碼轉型唔淨係技術升級；係對你嘅組織運作方式嘅全方位重新想像。通過重塑組織文化和流程，你可以喺不斷變化嘅數碼世界中保持競爭力同創新。

多謝你哋今日嘅加入！如果你覺得呢個影片有幫助，請俾個贊，分享畀你嘅網絡，唔好忘記訂閱更多有關數碼轉型領導力嘅見解。

下次見，保持創新並領先潮流。多謝收睇！

  • in zh
  • 1 min read

故事敘述在數位業務案例開發中的力量

在當今快速變化的數位環境中，CxO（首席經營官）經常面臨向決策者證明大型技術投資合理性的挑戰。然而，許多人難以有效地傳達這些投資對業務帶來的價值。一種強而有力的方法是利用故事敘述，將數據和複雜的想法轉化為與利益相關者共鳴的引人入勝的敘述。有效的故事敘述對於推動策略性業務價值至關重要，特別是在向董事會和其他關鍵決策者傳遞數位計畫時。

為何故事敘述很重要

CxO 經常面臨以符合組織目標的方式呈現數位轉型計畫的挑戰。根據 Gartner 的調查，許多 IT 領導者未能讓他們的訊息變得相關或清晰，且常缺乏足夠的數據來支持他們的主張。故事敘述有助於通過將技術指標轉化為以價值為導向的敘述，聚焦於結果、風險、成本，最重要的是價值。

一個強有力的故事可以吸引觀眾的注意力，強調您的數位策略的影響，並回答一個關鍵問題：「為什麼企業應該關心？」

建立以價值為導向的故事

任何數位投資的價值不僅在於技術本身，而在於其推動關鍵業務成果的能力。無論該計畫旨在增加收入、改善客戶體驗還是提升運營效率，故事敘述都能讓 CxO 將這些目標與企業的策略性目標聯繫起來。

以下是強有力的以價值為導向故事的一些關鍵組成部分，基於業務案例開發框架：

  1. 與策略目標對齊：價值故事必須明確與組織的首要任務對齊。例如，與其說一個新系統將提高正常運行時間，不如將這種改進與更高的交易容量聯繫起來，從而導致收入增長或客戶留存率提高。

  2. 全面傳達信息：務必討論成本、風險和價值。與其僅關注成本，不如展示該計畫將如何在短期和長期內降低風險並創造價值。像投資回報率（ROI）或淨現值（NPV）這樣的指標可以支持故事的財務部分。

  3. 使用正確的指標：並非所有指標都具有相同的影響力。選擇那些最能引起您的觀眾共鳴的指標。盡可能量化質化收益，並提供領先和滯後指標的組合，以顯示即時和長期影響。

  4. 清楚陳述假設：透明的假設可以建立可信度。如果您的預測基於特定的市場條件或客戶行為，請清楚說明，讓利益相關者了解您數字背後的邏輯。

故事板：有效溝通的框架

為了構建連貫的敘述，數位投資故事板框架提供了四個指導原則：

  • 少即是多：專注於重要的內容，避免用過多的技術細節讓觀眾感到不知所措。突出關鍵收益和價值驅動因素。
  • 清晰與簡潔：避免行話，保持信息簡單明瞭，確保即使是非技術相關者也能理解您的提議的影響。
  • 可信：始終用量化的證據支持您的主張。像節省時間、增加交易量或成本降低這樣的指標比抽象的承諾更具說服力。
  • 展示而非敘述：使用視覺效果或原型來展示您的計畫如何運作。一個設計良好的圖表或模擬往往比文字更有說服力。

提案的實用技巧

最後，在向董事會呈現您的故事時，記住：

  • 了解您的觀眾：根據觀眾最關心的內容量身定制您的故事。例如，如果您是向 CFO 提案，強調成本節省和 ROI；如果是向 CEO 提案，則重點關注您的計畫如何推動業務增長。
  • 以吸引人的開場白開始：用一個有力的開場白抓住注意力，回答「他們為什麼應該關心？」這個問題。這可以是一個令人震驚的統計數據、一個客戶成功案例，或者是一個由數據支持的大膽主張。
  • 詳細解釋：一旦吸引了觀眾的注意力，深入到細節中。使用正確的語言和指標來說明為什麼您的計畫值得投資。
  • 清楚地提出要求：明確您希望從觀眾那裡得到什麼，無論是資金、批准還是資源。不要讓他們猜測。

結論

在數位治理的世界中，講述一個引人入勝的價值故事對於獲得決策者的支持至關重要。通過將您的敘述與業務目標對齊，使用清晰且可信的指標，並遵循結構化的故事板框架，CxO 可以克服傳達數位投資業務價值的常見挑戰。故事敘述不僅僅是一種演示技巧——它是一種策略性工具，可以將複雜數據轉化為數位轉型的有說服力的案例。

  • 3 min read

In the fast-evolving landscape of digital transformation, governance is no longer confined to traditional structures. The concept of Digital Governance emerges as a critical framework that encompasses the strategic alignment of digital initiatives with business goals, risk management, and performance measurement. As businesses increasingly rely on digital technologies to drive operations, leadership, and competitive advantage, effective governance becomes a cornerstone for success.

What is Digital Governance?

At its core, Digital Governance is the framework by which organizations oversee and manage their digital strategy, investments, and execution across all business domains. It is an evolution of traditional governance, addressing the unique demands of a digital-first world. According to Gartner, digital governance is a fusion of business and technology governance, focusing on real-time decision-making, agility, and innovation.

The essence of digital governance lies in its ability to adapt to rapidly changing environments, embracing the opportunities and managing the risks posed by digital technologies. This involves realigning corporate strategies to place digital at the core, shifting away from the traditional view where IT merely supports the business. In the digital age, governance becomes a driving force, ensuring that digital transformation efforts are aligned with broader business objectives.

The Role of IT in Digital Governance

IT governance plays a critical role in digital governance by ensuring that all digital functions within an organization are aligned with its overall business strategy. Traditional governance models often treated IT as a support function, but in the digital era, IT is seen as a key enabler for innovation and value creation. The integration of IT into digital governance requires organizations to rethink their approaches to risk management, resource allocation, and performance measurement.

In digital governance, the focus is on strategic alignment, ensuring that digital initiatives are directly linked to business goals. This involves continuous monitoring of IT’s contribution to business outcomes, whether through enhancing customer experiences, improving operational efficiencies, or generating new revenue streams.

Governance for Digital Enterprises

Digital enterprises operate in environments characterized by rapid technological advancements, intense competition, and complex regulatory landscapes. Governance in such organizations must be pervasive, meaning it permeates every level of the business, from boardroom decisions to operational teams. A key feature of digital governance is the real-time decision-making ability, which enables businesses to respond swiftly to market changes and technological disruptions.

Traditional governance structures, which rely on a top-down approach, often struggle to scale in digitally enabled businesses. Digital governance requires a shift in mindset towards agility, where governance mechanisms facilitate rather than control innovation. This approach allows businesses to embrace risks, leveraging them as opportunities for growth and learning.

Risk Management in Digital Governance

Risk management in the digital age requires a more nuanced approach compared to traditional governance models. While traditional governance views risks as something to be avoided, digital governance sees risk as an opportunity. The idea is not to minimize risks but to evaluate them in the context of potential returns. This shift from “governance of risk” to “governance for risk” encourages organizations to take calculated risks, driving innovation while ensuring resilience.

Effective digital governance also includes robust cybersecurity governance and data protection strategies. As organizations become more reliant on data and digital technologies, protecting these assets becomes paramount. Implementing governance frameworks that address cybersecurity risks and ensure compliance with data privacy regulations is essential for maintaining trust and safeguarding organizational assets.

Building the Future with Digital Governance

As businesses continue to pivot towards digital transformation, digital governance becomes a critical enabler for sustained growth and success. It ensures that digital strategies are not just about adopting new technologies but are deeply integrated with the organization’s broader business objectives. Boards and executive teams must be proactive in fostering a governance culture that is adaptive, collaborative, and aligned with the rapid pace of digital change.

In conclusion, digital governance provides the framework for navigating the complexities of a digital-first world. It addresses the challenges of aligning digital initiatives with business goals, managing risks, and ensuring that investments in technology deliver tangible value. As organizations embrace digital transformation, effective governance will be key to driving innovation, achieving competitive advantage, and ensuring long-term sustainability.

  • in book
  • 1 min read

提升職業生涯的關鍵策略

HI大家，歡迎返嚟我哋頻道！今日我哋會詳細講吓金武貴本書《世界一流菁英的77個最強工作法》入面嗰啲轉變性見解。呢本書簡直係我哋職業生涯成功嘅策略寶庫。

金武貴嘅精髓好簡單：我哋嘅職業成就係根植於我哋嘅習慣同心態，而唔單止係靠智力或者教育背景。佢將77個強大實踐仔細拆解，教我哋喺五個關鍵領域走向卓越。

首先講吓基礎技能，呢啲係我哋職業生活嘅基礎能力。想像吓，通過做好每日任務，我哋會變得更高效。不斷磨練呢啲基本技能，幫我哋應付更複雜嘅挑戰。

跟住講自我管理。呢個包括紀律、規劃同優先次序。主動管理我哋嘅時間同承諾，使我哋可以更加清晰同有目標地行我哋嘅職業路。呢本書強調由被動轉向主動，讓我哋對自己嘅職業旅程更加掌控。

再嚟係心理韌性。面對挫折時，精英嘅區別係佢哋嘅復原能力。培養心理韌性幫我哋將障礙變成成長嘅機會。金武貴提供咗實用嘅建議，教我哋點樣建立呢種韌性。

接住係領導力——呢個唔限於頭銜或者職位。真正嘅領導力係影響力同激勵力。呢個包括促進合作同激勵團隊向共同目標前進。呢本書提供咗增強領導力嘅策略，唔論我哋嘅角色係咩。

最後係自我實現。呢個領域教我哋將職業目標同個人價值同目的對齊。真正嘅滿足感唔在於爬上公司階梯，而係喺工作中搵到更多意義。通過反思我哋嘅動機，我哋可以喺職業抱負同內在滿足之間取得平衡。

總結一下，《世界一流菁英的77個最強工作法》提供咗一個全面嘅工具包，幫我哋喺職業生涯中出類拔萃。呢77個實踐教我哋點樣更聰明地工作，保持韌性，並實現我哋嘅全部潛力。

記住，我哋成功嘅旅程係由我哋日常習慣、韌性嘅心態同不懈追求改進所塑造。通過將呢啲原則融入我哋嘅日常工作，我哋可以將職業體驗轉化成為持續成長同滿足嘅過程。

多謝大家今日嘅參與！

  • in zh
  • 1 min read

在數位時代掌舵企業未來

在快速演進的數位轉型環境中，治理已不再侷限於傳統結構。「數位治理」的概念已然成為一個關鍵框架，它涵蓋了數位創新與業務目標的戰略對齊、風險管理和績效衡量。隨著企業越來越依賴數位技術來推動運營、領導和競爭優勢，有效的治理成為成功的基石。

什麼是數位治理？

數位治理的核心是，組織用來監督和管理其數位策略、投資和執行的框架，涵蓋所有業務領域。它是對傳統治理的進化，專門針對數位優先的世界的獨特需求。根據Gartner的定義，數位治理是一種融合商業與技術治理的模式，重點在於即時決策、敏捷性和創新。

數位治理的本質在於其適應快速變化環境的能力，抓住數位技術帶來的機遇，同時管理相關風險。這需要重新調整企業戰略，將數位置於核心地位，而非僅僅作為IT支持的業務活動。在數位時代，治理成為推動力量，確保數位轉型努力與更廣泛的業務目標保持一致。

IT在數位治理中的角色

IT治理在數位治理中扮演著至關重要的角色，確保組織內的所有數位功能與其整體業務戰略保持一致。傳統的治理模型往往將IT視為支持功能，但在數位時代，IT被視為創新和價值創造的核心驅動力。將IT整合到數位治理中，要求企業重新思考其在風險管理、資源分配和績效衡量方面的方法。

數位治理專注於戰略對齊，確保數位創新與業務目標直接相關。這包括持續監控IT對業務成果的貢獻，例如提升客戶體驗、改進運營效率或創造新的收入來源。

數位企業的治理

數位企業運營於技術快速發展、競爭激烈和監管複雜的環境中。在這類企業中，治理必須是全覆蓋的，即從董事會的決策到運營團隊的執行，滲透到業務的每個層面。一個關鍵特徵是即時決策能力，使企業能夠快速應對市場變化和技術干擾。

傳統的自上而下的治理結構通常難以在數位化企業中擴展。數位治理需要轉變為敏捷心態，通過促進而非控制創新來實現治理機制。這種方法使企業能夠擁抱風險，並將其作為增長和學習的機會。

數位治理中的風險管理

數位時代的風險管理需要比傳統治理模型更為細緻的方式。傳統治理將風險視為需避免的對象，而數位治理則將風險視為機會。其目的是評估風險與潛在回報的關係，而非僅僅將風險降至最低。這種從「治理風險」到「為風險治理」的轉變，鼓勵組織採取經過計算的風險，推動創新，同時確保韌性。

有效的數位治理還包括健全的網絡安全治理和數據保護策略。隨著組織越來越依賴數據和數位技術，保護這些資產至關重要。實施治理框架以應對網絡安全風險並確保符合數據隱私法規，對於維護信任和保護組織資產至關重要。

以數位治理建構未來

隨著企業繼續向數位轉型邁進，數位治理成為實現持續增長與成功的關鍵推動力。它確保數位策略不僅僅是採用新技術，而是與組織的更廣泛業務目標深度融合。董事會和高管團隊必須積極培養一種治理文化，使其具有適應性、協作性，並與數位變化的快速步伐保持一致。

總而言之，數位治理為在數位優先世界中導航提供了框架。它解決了數位創新與業務目標對齊的挑戰，管理風險，並確保技術投資能帶來切實的價值。隨著組織擁抱數位轉型，有效的治理將成為推動創新、實現競爭優勢和確保長期可持續性的關鍵。

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揭示1587背後的真相

歡迎返嚟我哋嘅頻道。今日，我哋會深入探討一部好吸引嘅歷史文學作品，揭示古代中國一個睇落平平無奇年份嘅隱藏層面。黃仁宇嘅經典《萬曆十五年》提供咗一個深入嘅角度，講解明朝衰落嘅潛在因素。雖然1587年睇落寒蝕，但黃仁宇嘅分析揭示咗鋪陳中國其中一次最重要政治衰退嘅系統性問題。

透過宏觀歷史嘅角度，黃仁宇好靚仔地描述咗呢個時期嘅事件同主要人物。1587年可能好似無咩大嘅歷史事件，但作者透過解析啲官員之間嘅小事件同互動，顯示咗明朝結構入面嘅深層問題。

喺黃仁宇嘅敘述中，萬曆皇帝同內閣首輔申時行等幾個重要人物嘅生活同行動係中心。透過生動嘅傳記描寫，黃仁宇揭示咗官僚體系入面更廣泛嘅功能失調。萬曆皇帝嘅優柔寡斷同過度疲憊嘅官員反映咗個人行為點樣放大制度上嘅弊端。

黃仁宇最引人入勝嘅批評之一係針對士大夫階層。佢哋對改革嘅強烈抗拒同整體低效能係朝代腐敗嘅重要因素。呢個分析提醒我哋，僵化嘅社會結構同精英階層嘅自滿點樣阻礙進步並威脅文明嘅穩定。

《萬曆十五年》唔單只因為其歷史見解受讚譽，更因為其文學價值而受尊重。黃仁宇嘅敘述令複雜嘅歷史分析變得易明同引人入勝，啟發無數讀者同學者。這本書係強調咗治理同個人行動嘅重要性，同埋睇似微不足道嘅年份點樣為後人提供重要教訓。

如果真係要欣賞黃仁宇作品嘅深度，我勸大家深入了解呢片豐富嘅歷史織錦。你可以喺Readmoo同聯經出版嗰啲出版物中搵到更多資源同詳細嘅研究。

多謝大家今次一齊探討歷史。唔好唔記得點贊、分享同訂閱我哋嘅頻道，收睇更多有見地嘅內容。去探索下《萬曆十五年》，發掘塑造中國過去嘅隱藏潮流。

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領導力嘅改革與突破性見解

歡迎返嚟我哋嘅頻道！今日我哋會深入探討Liz Wiseman修訂同更新嘅書《乘數：最佳領導者如何令每個人變得更聰明》入面嘅啲突破性見解。呢本書真係徹底改變咗我對領導嘅睇法，我好興奮可以同你哋分享下啲關鍵資訊。

Wiseman嘅作品核心係一個好深奧嘅問題：領導者點樣影響佢哋團隊成員嘅智慧同能力呢？佢詳細嘅研究發現咗兩種類型嘅領導者：乘數型領導者同減數型領導者。

乘數型領導者係啲好罕有嘅領導者，佢哋可以放大同增強周圍人嘅技能同才華。佢哋創造咗一個智慧同潛力蓬勃發展嘅環境。反而，減數型領導者有意或無意地消耗咗團隊嘅能量同能力。

咁我哋點樣成為乘數型領導者？等我哋一齊分解下Wiseman列出嘅五大核心學科。

首先係天才磁鐵。呢啲領導者通過識別同優化每個團隊成員嘅獨特優勢嚟吸引同利用人才。諗下喺一個你嘅才能不斷被認可同發揮嘅地方工作。呢個就係天才磁鐵嘅影響。

跟住，我哋有解放者。

解放者創造咗一個安全同高績效之間平衡嘅環境。佢哋培育但同時都推動團隊超越佢哋嘅舒適區。諗下喺一個你感到安全但同時間又不斷被鼓勵做到最好嘅地方。

第三係挑戰者。

挑戰者通過設置高期望並提供必要支持嚟推動團隊突破感知嘅限制。呢個創造咗一個創新同堅持不懈嘅氛圍。

第四係辯論家。

辯論家促進嚴格嘅討論以訪問多樣化嘅觀點。佢哋創造咗論壇，令想法可以被建設性咁挑戰，確保最佳嘅想法浮現。呢個培養咗批判性思維同合作精神。

最後係投資者。

投資者通過賦予團隊成員所有權並對佢哋負責促使佢哋成長。佢哋投資喺團隊發展度，提供自治並鼓勵主動解決問題。

Wiseman仲介紹咗一個“意外減數型領導者”嘅概念——呢啲領導者係無意中削弱咗團隊嘅能力。呢個洞察好重要，因為佢強調咗自我意識同持續發展作為領導者嘅重要性。

由減數型領導者轉變成乘數型領導者，Wiseman提供咗實際步驟同實驗。呢啲可執行嘅見解幫助領導者實踐乘數型領導嘅學科，培養高績效同創新嘅團隊。呢程旅途唔單止有益，而且對於維持增長同充滿活力嘅環境至關重要。

我鼓勵你哋深入研究下Wiseman嘅作品。啲平台好似Readingraphics、Toby Sinclair嘅博客同Soundview Book Summary都提供咗有價值嘅摘要同見解，可以指導你哋。

記住，作為領導者，我哋每日嘅行為同決策對團隊嘅潛力有重大影響。等我哋努力成為令周圍每個人變得更聰明嘅領導者。多謝你哋今日嘅收睇。如果你覺得呢個視頻有幫助，請撳like、訂閱同埋撳通知鈴，咁你就可以收到更多有見地嘅內容。一齊培養更聰明、更投入同更具創新力嘅團隊。

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在不公的世界立即做正確的事

歡迎返嚟我哋個頻道！今日，想同大家講一個比以前更加重要嘅話題：喺呢個複雜世界裡，正義同埋誠信。我哋會探討瑞安‧侯德（Ryan Holiday）嗰本勁正嘅書《正確嘅事，立即做：不公世界中的正義》。呢本書係佢「斯多葛美德」系列嘅第三部分，入面有唔少深刻嘅教訓值得我哋學習。

瑞安‧侯德嗰本書其實就係叫我哋要抱住正義，呢樣係過一個道德生活嘅基本必要。呢個唔淨係一個高尚嘅選擇，係必須嘅。佢用歷史同埋現代嘅例子，去展示正義、勇氣、智慧同自律點樣緊密相關，而正義就係所有美德嘅基石。

我哋睇吓生活中體現正義嘅關鍵人物。馬可‧奧里略（Marcus Aurelius）嘅《沉思錄》到今日仲激勵緊好多人，佢將正義擺喺首位。佛羅倫斯‧南丁格爾（Florence Nightingale）以佢嘅同情心同誠實革命咗醫療行業。當然，仲有弗雷德里克‧道格拉斯（Frederick Douglass），佢不停為廢奴同埋平等奮鬥。

喺今日呢個世界，我哋經常見到唔誠實同道德妥協嘅例子。侯德提醒我哋，堅持原則唔係選擇，而係必需嘅。當我哋將生活建立喺正義上，唔淨係可以搵到個人滿足感，仲可以為社會改善做出貢獻。

記住，過正義嘅生活需要勇氣、智慧同自律。無論喺私人互動定係專業努力，呢啲時刻都會考驗我哋嘅誠信，而斯多葛學派同侯德書中嘅那些光輝人物可以成為我哋嘅指路明星。

咁，我哋點樣喺日常生活中應用呢啲原則呢？呢度有幾點啟示：

1.體現善良：喺每一個行動中，讓善良成為你嘅指導原則。 2.實踐誠實：喺所有交往中保持誠實，唔論幾微小。 3.承諾誠信：做出同你嘅道德價值觀一致嘅決定。

遵從呢啲原則，你唔淨係可以提升自己，仲可以激勵身邊嘅人。記住，往往係嗰啲細小但一致嘅正義同誠信行為，最能產生深遠嘅影響。

總括嚟講，我哋要致力於令正義成為我哋生活中唔可或缺嘅一部分。呢啲唔係關於豪壯嘅姿態，而係關於我哋每日做出嘅決定。通過立即做正確嘅事，我哋可以創造超越我哋直接接觸範圍嘅積極變革波動。

多謝大家收睇。如果你喺呢條片中搵到價值，請按贊、訂閱，並分享俾其他可能受益嘅人。喺評論區話畀我哋知，你點樣計劃將正義融合入你嘅日常生活。一起嚟激勵一個更加公正同有德嘅世界。下次見，保重同保持靈感！

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組織發展嘅重要轉折點

我哋而家處於組織發展嘅一個好重要嘅轉折點，接住落嚟我要分享嘅見解，應該可以真係改變我哋點樣應對變革。我哋嘅靈感係嚟自《哈佛商業評論：變革管理嘅10篇必讀文章，第二卷》，呢本書集齊咗呢個範疇啲頂尖思想同策略。咁，我哋而家深入探討呢啲變革嘅理念，睇吓點樣應用佢哋去推動我哋嘅成功！

首先，我哋講下八個戰略變革加速器。將呢啲加速器想像成推動力同埋實現戰略目標嘅支柱。記住，轉型唔係一條直線嘅；佢需要靈活性同埋精確性。掌握呢啲加速器之後，我哋可以為變革奠定一個好穩固嘅根基。

接住落嚟，我哋講講文化。文化轉型唔只係表面上嘅調整，佢涉及到將變革友好嘅行為同思維融入我哋組織每一個角落。呢個需要我哋每一個人都承諾以身作則。一個支持性、可以適應嘅文化對任何成功嘅變革計劃都係好重要嘅，而呢啲係由我哋自己倡導呢啲新行為開始。

曾經遇過變革嘅阻力？梗係有啦，大家都試過㗎！要克服佢，我哋必須利用我哋喺組織內嘅網絡關係。通過建立強有力嘅關係並擴展我哋嘅影響力，我哋可以將阻力轉化為支持，爭取到我哋計劃所需嘅認同。記住，有效嘅變革管理唔係淨係關乎關係，亦都關乎流程。

而家，我哋用設計思維嚟實際啲。呢種以用戶為中心嘅方法確保我哋實施嘅變革符合受影響者嘅需求同體驗。設計思維可以培養同理心、創造力以及循序漸進嘅問題解決，呢啲都係實現有意義同成功變革嘅關鍵。

喺今日呢個咁快變嘅世界，敏捷性不再係可有可無；而係必須嘅！通過喺我哋嘅組織中推廣敏捷實踐，我哋可以更好反應挑戰同機會。敏捷方法論會幫助我哋迅速調整同保持我哋嘅戰略方向。

妥善執行嘅重組對持續進步至關重要。但要記住，重組唔係為改變而改變。佢係為咗令我哋嘅結構同我哋嘅戰略願景保持一致，以保證持續嘅動力同無縫運作。避免重組中嘅常見陷阱係我哋成功嘅關鍵。

最後，確保我哋追求嘅係正確嘅變革。好容易會對新計劃感到興奮，但我哋必須確保每一次變革都係同我哋嘅戰略目標同組織能力一致嘅。呢種紀律會幫助我哋避免誤導嘅變革，佢哋可能會令我哋嘅進度偏離正軌同消耗寶貴嘅資源。

總結一下，掌握變革管理需要紀律同多方面嘅方法，支援呢啲方法嘅係強有力嘅領導同有利嘅文化。隨著我哋前進，讓我哋承諾呢啲原則同實踐。一起，我哋可以將挑戰變成機會，將願景變為現實。

多謝大家嘅收睇。如果覺得呢啲見解有價值，唔好唔記得點贊、分享同訂閱，以便獲取更多關於推動變革同其他領導力策略嘅資訊。

讓我哋帶住信心和堅毅嚟擁抱呢段旅程，呢啲正係我哋嘅特質。下一次見，保重並繼續努力前進！