Hello and welcome to these exciting series of intuitive intelligence and business.
Thank you for joining us.
I'm Dr. Manj Subiah, Executive Coach,
Author, Business Advisor and MBA tutor.
In talk one, we looked at the evolutionary links to
intuitive intelligence and we touched on how leaders who
use this in practice were experienced by
others as having an extraordinary decision-making,
sense-making and a visionary ability to act right on time,
bringing a kind of game-changer quality to the business table.
Also in talk one,
we looked at the signs of times,
the volatile uncertain complex and
ambiguous business landscape in which leaders operated.
We found that their context was typically
characterized by decreased levels of linear logic
and reduced rationality and increased levels of complexity and uncertainty.
We also looked at how responding to such environments meant
calling forth new leadership responses due mainly to the impact of
decreased rationality and ineffectiveness of
strictly linear logic in meeting the demands of these complex uncertain environments.
Strategy too became less and less linear as complexity deepened.
These pressured times typically called for
adaptive leadership responses inherent in intuitive intelligence.
So looking at the slide from a macro as well as an organizational context,
and reflecting on our IBM case study,
we're reminded that the extent to which leaders are
able to draw upon the intuitive intelligence both from
an individual and organizational since is what enables the organization to come up with
that something more which makes
all the difference in standing out from the competitor crowd.
This is not only with successfully meeting multiple challenges,
but also to evolve into a complex adaptive organization.
This approach has an organic impact on its strategy, the structure,
the systems, the resources and capabilities as well as on leadership and culture.
Using its collective intuitive intelligence,
the organization is thus successfully mapped onto a sustainable path.