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Jim Hays
Works at The ASPIRE! Group, LLC
Attended University of Miami
Lives in Gold River, California
4,023 followers|238,521 views
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Jim Hays

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"For the foreseeable future (the rest of this decade and probably much of the following one), enterprises across the globe will be spending the bulk of their budgets deploying systems of engagement to digitize their business models. These systems must both delight their end users and integrate securely and reliably with legacy systems of record. That’s a lot of work, as in trillions of dollars, not billions." - +Geoffrey Moore
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+Jim Hays good morning. I wonder how many manageing partners would even know what a lean startup methodology was? Thanks for the share, and I love both books but at the rate lawyers read, I fear it will be a long time until they get around to these books. Have a great day.
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Jim Hays

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"Research shows that innate qualities or talent have no relevance when it comes to high performance. Developing leaders and high performing teams requires a rigorous routine of Deliberate Practice."

"On one hand, this is very liberating and should provide corporate leaders and human resources development experts with relieve in the "war for talent": When high performers can be developed, the pressure to identify and hire this scarce and elusive resource is somewhat mitigated. At the same time the focus shifts to accountability within the organization and to the actions that can be taken to continuously develop high performance."
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Jim Hays

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"I believe businesses should now focus directly on moving to community-led business structures and processes as a first class citizen. The force multiplier of social technology here has simply proven far too great not to put at the core of our businesses, and not doing so has begun to have significant competitive and sustainability implications." - +Dion Hinchcliffe 
As we've watched digital networks reshape just about every aspect of business these days, I've found that we've struggled to come up with the right words and ways to describe a very different way o...
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Jim Hays

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"We may not move clouding all the way up the enterprise resource stack right away to humans as a service, but companies that move furthest and fastest into clouding up the stack will engineer the agility and on-demand operating models needed to win. In other words if you aim for human as a service and a cloud of human talent, you will find it easy to think past only compute and storage clouds."
Business leaders interested in the future of enterprise technology should stop thinking of "the cloud" as a noun and start thinking about "clouding" as a verb.When we talk about cloud computing in
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Jim Hays

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"A thinking person must read, study, question, evaluate, and not let the bullshitters bullshit you." - George Lois
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Jim Hays

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Jim Hays

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"Courage is rightly esteemed the first of human qualities...because it is the quality which guarantees all others." - Sir Winston Churchill
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"I like to replace the notion of IQ with a balance between IQ, SQ, or social intelligence, and EQ, or emotional intelligence. All three are important, yet schooling tends to focus only on IQ. I deal a lot with CEOs, and I can tell you the number of them that never finished college is astounding. But guess what, they’re masters of EQ and SQ. It’s easy to hire a “smart” person. But we need people who can read the context of a problem—and that takes more than IQ. Emotional intelligence and social intelligence are worth a fortune." -  +john seely brown 
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In his circles
1,691 people
Have him in circles
4,023 people
Work
Occupation
connector of dots, talent, ideas, and outcomes; collaborative co-creation junkie; speaker, writer, and consultant focused on helping clients leverage the two most effective types of innovation: business model innovation and collaborative partnering
Employment
  • The ASPIRE! Group, LLC
    CEO & Principal Instigator, 2002 - present
  • Outcome Integrators, LLC
    CEO & Principal Connector, 2012 - present
  • Cisco Systems, Inc.
  • Octel Communications
  • IBM Corporation
  • United States Air Force
    Captain
Places
Map of the places this user has livedMap of the places this user has livedMap of the places this user has lived
Currently
Gold River, California
Previously
Sydney, Australia - Miami, Florida - RAF Mildenhall, UK - Abilene, Texas - Kansas City, MO
Contact Information
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+1 (916) 947-1007
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Story
Tagline
connector of dots, ideas, talent, and outcomes; co-creating enterprise innovation by helping CEOs bring the "meaningful Outside" in
Introduction
"Because the purpose of business is to create and keep a customer, the business enterprise has two - and only two - basic functions: marketing and innovation. Marketing and innovation produce results; all the rest are costs. Marketing is the distinguishing, unique function of the business."  
Peter Drucker (1909-2005) in The Practice of Management

If Peter Drucker had this one right (and lots of very bright people seem to think he did), then why is it that so many companies struggle to achieve breakaway success in the two areas that clearly matter most?

While the specific challenges will vary between each individual business, the primary issue is the natural tendency for each functional area within the organization to become overly focused on its own internal day-to-day issues and cross-functional machinations.  Although this is a natural tendency, that doesn't necessarily mean it is a healthy one.

So how does a CEO keep this naturally-occuring trend towards an inward focus from negatively impacting those results on the outside?

As always, Drucker's insights are simple, yet profound.

In his last article that was written for Wall Street Journal Online back in December of 2004, Drucker stated that, “The CEO is the link between the Inside that is ‘the organization,’ and the Outside of society, economy, technology, markets, and customers. Inside there are only costs. Results are only on the outside.”

Being a an effective CEO is one of the most challenging jobs on the planet.

CEOs have to be capable of juggling a mind-boggling level of complexity within the constraints of a never ending list of competing priorities that are constantly nipping at their heels for attention.

For that reason, determining what might even constitute that "meaningful Outside" is a job that is frequently put on the back burner by the pressing demands of more urgent issues.  Even if a CEO can carve out the time needed to establish what those relevant shifts on the outside are, the next challenge is to determine exactly which aspects of that "meaningful Outside" ought be brought in to the company and integrated across the various "costs on the inside".

Assisting CEOs with that all-important job of identifying that "meaningful Outside" and then capitalize on it through collaboratively innovation within their organizations and across their partnering ecosystem is why we exist.

Bragging rights
Survived hurtling at the ground in freefall from 18,000 feet up, made the long ascent up from 1,000 feet deep under the sea, and lived to tell the tale while fitting in a whole bunch of other crazy cool, adrenaline-filled adventures in between!
Education
  • University of Miami
    BA in Communications, 1974 - 1977
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