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Jim Hays
Works at The ASPIRE! Group, LLC
Attended University of Miami
Lives in Gold River, California
4,366 followers|353,335 views
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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
    Managing Partner & Principal Instigator, 2002 - present
  • Cisco Systems, Inc.
  • Octel Communications
  • IBM Corporation
  • United States Air Force
    Captain
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Gold River, California
Previously
Sydney, Australia - Miami, Florida - RAF Mildenhall, UK - Abilene, Texas - Kansas City, MO
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Speaking, Writing, and Consulting on Business Outcome-based Sales and GTM Model Innovation; Author of the forthcoming new book. "Outcome-based Selling"; Travel Junkie, Private Pilot, and PADI SCUBA Instructor
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
Hurtled down at the ground in freefall from 18,000 feet up, ascended up from 1,000 feet deep in the ocean, and survived and thrived from a whole bunch of other adventures in between.
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  • University of Miami
    BA in Communications, 1974 - 1977
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Jim Hays

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+Stephen Denning asks Clayton Christensen, "Are we at a turning point?"

“We are at a fork in the road,” says Christensen, “and it’s a big fork in the road. The role of finance in our economies will diminish very significantly in the next ten years… The cost of capital is negative… Banks, many of them, won’t exist ten years from now. Their functionality will be taken over by IT companies who don’t have the same assets and income statement challenges.”

If finance is no longer the kingpin, “the only viable alternative is talent,” says Christensen. “Managers must learn better how to help people become more capable… There is no other lever that managers can pull or tweak or open or close that will have a dramatic influence on their future. And managers should welcome that, because that makes management fun again.”
Three speakers at the Drucker Forum 2014 show the way: Roger Martin & Rick Wartzman
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I hope you are feeling joyfully unreasonable today!
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"Tolerance is the virtue of the man without convictions." - Gilbert K. Chesterton
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More wisdom of the ages from my friend and mentor, August Turak.
Sooner or later every executive realizes that 99 percent of the people she depends on for success don't report to her. The success of every CEO depends far more on vendors, stockholders, board members, regulators, politicians, strategic partner [...]
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Excellent advise... One challenge that I see here are people who push others to make commitments that are difficult to keep. This includes also asking for information that is not available in any reliable way, typically forecasts into the future. They make it difficult for others to appear trustworthy under such leadership. People get pulled into situations where it may seem they promised something when in fact they did not. I see this as a very common and unfortunate pattern.

The article itself was a great read. How to best handle the above pitfall would be interesting to discuss as well.
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"...Peter Drucker called for a human centered view of management with a different mindset toward productivity and the best use of technology. Drucker’s early insistence that the corporation is a social institution, which can harness the capacity and potential of its people only when it respects them, becomes increasingly valid every year as more of the work of the global economy becomes knowledge work." - +Stephen Denning
Are these the central issues for achieving "The Great Transformation" with lasting prosperity for our society?
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"Yes, customer focus has been the dominant mantra in business. Up to now, business has focused on the customer as an audience for products, services and marketing communications. In the world of digital networks, the customer will be transformed from being an audience to an actor." - +Esko Kilpi
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"You're going to have some very amazing capabilities in the economy. When we have computers that can do more and more jobs, it's going to change how we think about work. There's no way around that. You can't wish it away." - Larry Page
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Innovation is about thinking differently.
Nicely done Amazon! Google, are you paying attention here?
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Our first clue should have been the voice control remote, on the Fire TV. 
Imagine if this was on the Nexus Player?
Google has got to be kicking themselves right now . . . 
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"Any company designed for success in the 20th century is doomed to failure in the 21st.” - David S. Rose
Earlier this year, I had the privilege of convening a couple of dozen executives from the Fortune 1000 for a series of meetings with Silicon Valley pioneers in social media. In canvassing the speakers, I was not surprised how many of them have evolved their thinking over the years. What [...]
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Fwiw, +Jim Hays , this gets very close to describing Glia, as an organization model, an ecosystem of businesses that fully exploit the exponential value in networks. 
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"Exceptional intelligence alone yields useful but unoriginal and unsurprising ideas."
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H/T to +John Hagel.
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'If we were motivated by money, we would have sold the company a long time ago and ended up on a beach." - Larry Page
Wouldn’t the world be a happier place if 90 per cent of the people with jobs put their feet up instead and left the robots to do the work? Why didn’t the last house you bought cost only 5 per cent of what you paid for it? And is there any reason why
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