Recently completed reading "Life Strategies" by Phillip McGraw. Sharing some of my notes.
* Ask yourself: Do you really have a strategy in your life, or are you just reactively going from day to day, taking what comes?
* Problems and challenges almost never resolve themselves; they don't get better with inattention.
* Forget about being right or winning the argument about who is right. If what you're doing is not working, change it.
* Sometimes, the hardest part in learning something new is unlearning the old way of doing it.
* You are accountable for your life...If you don't accept accountability, you will misdiagnose every problem you have...By convincing yourself that you are a victim, you are guaranteed to have no progress, no healing and no victory.
* Bottom line: You are not a victim. You are creating the situations you are in; you are creating the emotions that flow from those situations...You must be willing to move your position, and, however difficult or unusual it may seem, embrace the fact that you own the problem.
* It is at the very core of human nature to blame other people; it is fundamental self preservation to try to escape accountability.
* The bad news is that the burden is on you. The good news is that the choice is yours.
* Abstract thoughts have the power to produce tangible and dramatic physiological events...Your physiology determines your energy and action level.
* Our most active and consistent dialogue is the conversation we have with ourselves.
* The principle of reciprocity simply says that "you get what you give." The manner, style and level you use to engage people will determine how they respond to you.
* Break out of your habitual doldrums. Climb out of that rut and look around...The longer you have been trapped in an irrational and painful lifestyle, the harder it is to create a new one.
* Knowing what you need to know and knowing how to do it are two very different things.
* If you won't take ownership of your role in a situation-then you cannot and will not change it.
* Denial, is what kills dreams. It kills hope.
* You can know a hundredfold today than you knew a week ago, but if you don't do anything about it, you aren't any more effective than you were last week, in your unenlightened state..Life rewards action.
* Lives move by trends and momentum...If you begin to do different things,..your actions will gain momentum.
* Choose to give yourself the chance. It's normal to be anxious and afraid, but you can't be dominated by the fear.
* Identify the filters through which you view the world. Acknowledge your history without being controlled by it..If you continue to view the world through a filter created by past events, then you are allowing your past to control and dictate both your present and your future...You are undeniably accountable for how you react to it 'now'.
* Get to know your limiting beliefs so well that if one begins to show even a hint of its presence, alarms will go off and you will counteract it.
* Simply put, never in your life are you without problems and challenges.
* Long established fact of psychological functioning is that it is not so much the particular circumstance that upsets the person involved, as it is the violation of his or her expectations.
* You shape the behavior of those with whom you interact.
* Don't give in to your negative momentum. Require more of yourself physically, mentally, emotionally and behaviorally.
* You are your number one worldly resource. Manage it and manage it well.
Best wishes for a happy 2011.
Friday, December 31, 2010
Sunday, December 19, 2010
Six Ways HR Leaders Can Become More Effective Business Partners ("The Talent Masters")
From the book, The Talent Masters by Bill Conaty and Ram Charan.
1. Understand your business and industry dynamics
* Financials and key operating levers that affect your business
2. Build your HR vision and strategies around the business model
3. Become problem solvers versus problem identifiers
* Remove issues from the plate instead of adding to the existing pile
4. Take your work seriously, but don’t take yourself too seriously
* Stay cool/provide a sense of balance and calm in the storm
5. Have the personal independence, self-confidence, and courage to push back or challenge the system when necessary
* Don’t salute every command..But pick your spots.
* Stay true to your personal values and convictions, those moments can make or break your career.
6. Never forget why you’re at the table
* Obligation to balance strong business partnership role with employee advocacy role
* People implications of decisions
* Never forget the “human” in human resources
1. Understand your business and industry dynamics
* Financials and key operating levers that affect your business
2. Build your HR vision and strategies around the business model
3. Become problem solvers versus problem identifiers
* Remove issues from the plate instead of adding to the existing pile
4. Take your work seriously, but don’t take yourself too seriously
* Stay cool/provide a sense of balance and calm in the storm
5. Have the personal independence, self-confidence, and courage to push back or challenge the system when necessary
* Don’t salute every command..But pick your spots.
* Stay true to your personal values and convictions, those moments can make or break your career.
6. Never forget why you’re at the table
* Obligation to balance strong business partnership role with employee advocacy role
* People implications of decisions
* Never forget the “human” in human resources
Saturday, December 4, 2010
Important Common Truths from "Life Strategies"
I'm currently reading the book "Life Strategies" by Dr. Phil McGraw. Thought this would be useful food for thought:
"The ten most significant common characteristics fundamental to human functioning I have identified are:
1. The number-one fear among all people is rejection.
2. The number-one need among all people is acceptance.
3. To manage people effectively, you must do it in a way that protects or enhances their self-esteem.
4. Everybody approaches every situation with at least some concern about "What's in it for me?"
5. Everybody prefers to talk about things that are important to them personally.
6. People hear and incorporate only what they understand.
7. People like trust, and believe those who like them.
8. People often do things for other than the apparent reasons.
9. Even people of quality, can be, and often are, petty and small.
10. Everybody wears a social mask. You must look beyond the mask to see the person."
"The ten most significant common characteristics fundamental to human functioning I have identified are:
1. The number-one fear among all people is rejection.
2. The number-one need among all people is acceptance.
3. To manage people effectively, you must do it in a way that protects or enhances their self-esteem.
4. Everybody approaches every situation with at least some concern about "What's in it for me?"
5. Everybody prefers to talk about things that are important to them personally.
6. People hear and incorporate only what they understand.
7. People like trust, and believe those who like them.
8. People often do things for other than the apparent reasons.
9. Even people of quality, can be, and often are, petty and small.
10. Everybody wears a social mask. You must look beyond the mask to see the person."
Friday, July 16, 2010
Airports & Our Travel
Airports are increasingly becoming relevant to millions of people around the world as air travel becomes more accessible and infrastructure development picks up. I remember doing a study on airport management during my engineering days.
For most travellers, airports create the first impression of a location. Having a world class airport makes a big difference to the image and branding of a city and country. I've had the opportunity to travel through few airports in the U.S., Europe and Asia. It is sometimes surprising how some important basic elements are not given adequate attention even in large international airports. I'm sure some of you would have felt related frustrations.
1. Crowd/Queue Management
As simple as this may sound, this is sometimes the most frustrating aspect for many travellers. Even in airports that have great infrastructure, this sometimes can be an issue. Basic training on this topic would be useful for airline/airport staff and immensely beneficial for travellers.
2. Seating availability
Sufficient and ergonomic seating availability should be among the most basic requirements but surprisingly many airports lack quality seating facilities.
3. Automated Walkways and Elevators
Large airports and transfers that result from one terminal to the next, and the trek between two gates far apart can be very tiring for many.
4. Screens and Information boards
This can sometimes be surprisingly confusing for even seasoned travelers. There's got to be a better science of understanding how information for travellers is easily visible and understandable.
5. Airport Information Services
It is very useful to have direct customer service at the airports, to cater to the diverse groups of travellers who may not understand the language and services available. If one does not have enough time between connections as well, this is very helpful. Additionally, every airport should have a tourist information center with competent staff who should be able to address various questions about the city in multiple languages.
6. Spacing between baggage carousels and related information
The chaos around baggage carousels can be very frustrating. Information about the flights served should be conveyed through multiple large screens. Expected wait time for luggage arrival should be communicated to passengers - as the waiting times vary quite a bit. Quick, efficient and high quality lost baggage services should be present as these passengers can be expected to be impatient and frustrated.
7. Free wireless connectivity, Internet facilities and plug in ports
In today's connected world, this should be a basic expectation.
8. Good restaurants with multiple dietary options
9. Public and other convenient transportation connections to the city 24x7
The planning should take into consideration various flight times and frequencies. Quality of service and interaction should be assessed rigorously.
As in most services, the competencies of individuals providing customer service can influence and contribute heavily to a traveller's overall experience and perceptions about the local culture. Service quality and employee development should be assessed constantly with high expectations. An airport is a window to the city.
For most travellers, airports create the first impression of a location. Having a world class airport makes a big difference to the image and branding of a city and country. I've had the opportunity to travel through few airports in the U.S., Europe and Asia. It is sometimes surprising how some important basic elements are not given adequate attention even in large international airports. I'm sure some of you would have felt related frustrations.
1. Crowd/Queue Management
As simple as this may sound, this is sometimes the most frustrating aspect for many travellers. Even in airports that have great infrastructure, this sometimes can be an issue. Basic training on this topic would be useful for airline/airport staff and immensely beneficial for travellers.
2. Seating availability
Sufficient and ergonomic seating availability should be among the most basic requirements but surprisingly many airports lack quality seating facilities.
3. Automated Walkways and Elevators
Large airports and transfers that result from one terminal to the next, and the trek between two gates far apart can be very tiring for many.
4. Screens and Information boards
This can sometimes be surprisingly confusing for even seasoned travelers. There's got to be a better science of understanding how information for travellers is easily visible and understandable.
5. Airport Information Services
It is very useful to have direct customer service at the airports, to cater to the diverse groups of travellers who may not understand the language and services available. If one does not have enough time between connections as well, this is very helpful. Additionally, every airport should have a tourist information center with competent staff who should be able to address various questions about the city in multiple languages.
6. Spacing between baggage carousels and related information
The chaos around baggage carousels can be very frustrating. Information about the flights served should be conveyed through multiple large screens. Expected wait time for luggage arrival should be communicated to passengers - as the waiting times vary quite a bit. Quick, efficient and high quality lost baggage services should be present as these passengers can be expected to be impatient and frustrated.
7. Free wireless connectivity, Internet facilities and plug in ports
In today's connected world, this should be a basic expectation.
8. Good restaurants with multiple dietary options
9. Public and other convenient transportation connections to the city 24x7
The planning should take into consideration various flight times and frequencies. Quality of service and interaction should be assessed rigorously.
As in most services, the competencies of individuals providing customer service can influence and contribute heavily to a traveller's overall experience and perceptions about the local culture. Service quality and employee development should be assessed constantly with high expectations. An airport is a window to the city.
Friday, June 25, 2010
Flexibility in Management & Organisations
As the nature of work changes frequently (global with multiple time zones, virtual, diverse, varying levels of complexity), related efforts required from individuals also become complex and more demanding.
Organisations demand a higher level of commitment and flexibility from employees in order to deliver successful results. Smart organisations will realise that in order to get the best, sustained efforts from employees, they've got to be flexible to accommodate the unique needs of their employees. Needs and related priorities can be different for individuals. Flexibility has to be a two-way street.
The commitment and engagement levels of employees are much higher when the organisation is flexible to work with the unique needs of an individual. No policy or process can directly achieve this on its own. In my opinion, policies exist for a couple of important reasons - to adhere to the legal requirements and to maintain consistency/fairness across the organisation. The discretion of a manager or leader becomes the critical element here. The challenge is to find the right balance in maintaining fairness across the organisation within the framework of the policy and making it effective for an employee.
At the core, an organisation is a collection of individuals. For an employee, the organisation or company is represented by his or her direct manager and leaders. If managers and leaders can show that they genuinely care about their employees through their actions, in spite of the tough decisions that have to be made, it will go a long way in retaining the commitment and high emotional engagement.
Organisations demand a higher level of commitment and flexibility from employees in order to deliver successful results. Smart organisations will realise that in order to get the best, sustained efforts from employees, they've got to be flexible to accommodate the unique needs of their employees. Needs and related priorities can be different for individuals. Flexibility has to be a two-way street.
The commitment and engagement levels of employees are much higher when the organisation is flexible to work with the unique needs of an individual. No policy or process can directly achieve this on its own. In my opinion, policies exist for a couple of important reasons - to adhere to the legal requirements and to maintain consistency/fairness across the organisation. The discretion of a manager or leader becomes the critical element here. The challenge is to find the right balance in maintaining fairness across the organisation within the framework of the policy and making it effective for an employee.
At the core, an organisation is a collection of individuals. For an employee, the organisation or company is represented by his or her direct manager and leaders. If managers and leaders can show that they genuinely care about their employees through their actions, in spite of the tough decisions that have to be made, it will go a long way in retaining the commitment and high emotional engagement.
Sunday, February 21, 2010
Changing Jobs?
Almost everyone you speak with nowadays mentions some major change and related initiative happening within the industry or organisation.
Individuals are moving through different jobs with increasing frequency. The median number of years that wage and salary workers had been with their current employer in the U.S. was 4.1 years in January 2008.(1)
It therefore becomes critical that an individual understands the key elements for quick and effective transition across jobs and organisations, and develops the ability to learn and unlearn in shorter cycles.
Studies have repeatedly shown that the ability to learn from experience is what differentiates successful executives from unsuccessful ones. Successful executives have strong and active learning patterns from key job assignments. They learn faster, not because they are more intelligent, but because they have more effective learning skills and strategies.(2)
Peter Drucker wrote, "Knowledge becomes obsolete incredibly fast."
Almost all jobs have the following core learning components that are critical for effective delivery. I believe that strong awareness and mastery over these elements provide us with the agility to transition and succeed across jobs and organisations quickly.
* SUBJECT MATTER/BODY OF KNOWLEDGE
Every job involves some specific and core subject matter areas. These could most effectively be acquired and applied through a combination of on-the-job experiences and academic learnings.
* PROCESSES
Every organisation has a set of processes for most functional areas. Most of the work nowadays is defined through process flows. Building a good understanding of the organisational process flows allow us to determine what we need to do and how it impacts stakeholders.
* TOOLS/TECHNOLOGY
All organisations and jobs have specific tools and technologies that support work. Having a good understanding of how they work and are applied could substantially increase overall efficiency.
* PERSONAL NETWORKS
In my opinion, this is one of the most important elements. It includes both internal and external networks of personal relationships that allows us to function with a high degree of effectiveness. In many instances, the personal networks are critical for achieving the 'extra mile' of success and to managing crises. In most instances, people go beyond the specified requirements of a process if there is a strong existing relationship with the specific individual. These relationships are also critical links to tacit knowledge that're often unavailable on formal knowledge management systems or databases. Treating people with respect and empathy normally will get you valuable help and inputs on the organisational culture, especially during the tough transition phase. It also helps us to build our network quicker.
* USING EXPERIENCE/WISDOM
This is gained through the application of knowledge in a variety of situations and learning/adjusting from successes and failures (what has worked/not worked?) over time. This is very relevant and important for managers and leaders as a lot of judgment is involved in making important decisions. Many of those decisions would not have defined or single answers.
Understanding and focusing on the core elements of work transitions have a big impact on our effectiveness.
The elements mentioned above clearly relate to the concept of 'Learning Agility' (Eichinger & Lombardo), measured through four key facets: (a) Mental Agility (b) People Agility (c) Change Agility and (d) Results Agility.(3)
Please share your experiences and observations. This is a very useful and relevant topic for many individuals.
References:
(1) Bureau of Labor Statistics, Friday, September 26, 2008, EMPLOYEE TENURE IN 2008
(2)(3) The Korn/Ferry Insititute: Using Learning Agility to Identify High Potentials around the World by Kenneth P. De Meuse, Guangrong Dai, George S. Hallenbeck, King Yii Tang
Individuals are moving through different jobs with increasing frequency. The median number of years that wage and salary workers had been with their current employer in the U.S. was 4.1 years in January 2008.(1)
It therefore becomes critical that an individual understands the key elements for quick and effective transition across jobs and organisations, and develops the ability to learn and unlearn in shorter cycles.
Studies have repeatedly shown that the ability to learn from experience is what differentiates successful executives from unsuccessful ones. Successful executives have strong and active learning patterns from key job assignments. They learn faster, not because they are more intelligent, but because they have more effective learning skills and strategies.(2)
Peter Drucker wrote, "Knowledge becomes obsolete incredibly fast."
Almost all jobs have the following core learning components that are critical for effective delivery. I believe that strong awareness and mastery over these elements provide us with the agility to transition and succeed across jobs and organisations quickly.
* SUBJECT MATTER/BODY OF KNOWLEDGE
Every job involves some specific and core subject matter areas. These could most effectively be acquired and applied through a combination of on-the-job experiences and academic learnings.
* PROCESSES
Every organisation has a set of processes for most functional areas. Most of the work nowadays is defined through process flows. Building a good understanding of the organisational process flows allow us to determine what we need to do and how it impacts stakeholders.
* TOOLS/TECHNOLOGY
All organisations and jobs have specific tools and technologies that support work. Having a good understanding of how they work and are applied could substantially increase overall efficiency.
* PERSONAL NETWORKS
In my opinion, this is one of the most important elements. It includes both internal and external networks of personal relationships that allows us to function with a high degree of effectiveness. In many instances, the personal networks are critical for achieving the 'extra mile' of success and to managing crises. In most instances, people go beyond the specified requirements of a process if there is a strong existing relationship with the specific individual. These relationships are also critical links to tacit knowledge that're often unavailable on formal knowledge management systems or databases. Treating people with respect and empathy normally will get you valuable help and inputs on the organisational culture, especially during the tough transition phase. It also helps us to build our network quicker.
* USING EXPERIENCE/WISDOM
This is gained through the application of knowledge in a variety of situations and learning/adjusting from successes and failures (what has worked/not worked?) over time. This is very relevant and important for managers and leaders as a lot of judgment is involved in making important decisions. Many of those decisions would not have defined or single answers.
Understanding and focusing on the core elements of work transitions have a big impact on our effectiveness.
The elements mentioned above clearly relate to the concept of 'Learning Agility' (Eichinger & Lombardo), measured through four key facets: (a) Mental Agility (b) People Agility (c) Change Agility and (d) Results Agility.(3)
Please share your experiences and observations. This is a very useful and relevant topic for many individuals.
References:
(1) Bureau of Labor Statistics, Friday, September 26, 2008, EMPLOYEE TENURE IN 2008
(2)(3) The Korn/Ferry Insititute: Using Learning Agility to Identify High Potentials around the World by Kenneth P. De Meuse, Guangrong Dai, George S. Hallenbeck, King Yii Tang
Wednesday, January 6, 2010
Thoughts on Development for Developing Countries
I decided to tackle a different topic for my first blog post of 2010 due to its relevance and observations during recent travels. Various observations during my Christmas/New Year break travel to India (transiting through the Gulf country of Qatar) got me thinking about the topic of development for emerging economies. The underlying connectors of human capital/leadership development, effective management, decision making and innovation are clearly evident here as well. Many of the management principles that work successfully in private organisations can be effectively adopted by government bodies.
In my opinion, the three key basic ingredients for rapid development of any developing country are:
1. Financial capital
Availability of financial capital can have a huge impact on infrastructure development and public service systems. China's focused investment on infrastructure development has a high impact on its economic growth. Many of the gulf nations have been able to build strong infrastructures based on revenues from oil and natural gas assets. The scale/size of countries is one key factor to consider. Based on availability of resources, countries may first need to decide their most important locations to invest in, and develop for the short and long term.
2. World-class Infrastructure
Infrastructure development is not possible without financial capital. At the same time, the required expertise, know-how and commitment to execution is equally important. Infrastructure planning should not only include world class airports, roads, telecom infrastructure, public transportation facilities, ports etc. but also highly efficient and effective systems, technologies and processes. A basic example that has a direct impact on day-to-day living in India - with an extreme increase in the number of automobiles, traffic and parking management have become very challenging and frustrating elements.
Absence of total planning and comprehensive solutions package results in different government departments tackling their own issues in silos. Normally, all the requirements of a city are not taken into consideration together. This is also partly due to the ineffective structure of government bodies and organisations that have to be working together.
Emerging and developing countries have great opportunities to build innovative infrastructures for future environments rather than just copy systems that exist in developed nations. "Reverse Innovation" (a term referring to an innovation seen first, or likely to be used first, in the developing world before spreading to the industrialized world) is currently discussed widely. The best of existing systems in the developed world can be incorporated while innovating on future requirements and evolving needs (eg. energy evolution, technological advancements and changing human behaviors). All this can be possible only by having an open, learning approach and continuous interaction with the rest of the world.
At a basic level, the quality of public services including availability of drinking water (big issue for the future), energy, high quality healthcare/hospitals and computerised systems that're linked to all relevant networks, resulting in easy/quick transactions make a big difference to quality of day-to-day living. Corruption slows down development and destroys the trust of citizens. With the unpredictability element related to environmental/political scenarios and a closely connected world in all respects, the possibility of 'black swans' increase. Strong disaster management and emergency response services have to be instituted before it's too late.
3. Human capital
I believe this is the core element that makes development sustainable. Having the above two elements alone won't lead to sustainable development or ensure their successful implementation. How we effectively use and manage available financial capital is equally, if not more important than having them. Once the basic infrastructure is put in place, continuous development and competitiveness can only be sustained by having world class talent who're enabled and encouraged to innovate. Innovations in turn, can result in the creation of a virtuous cycle, attracting financial investment.
Talent becomes a key factor in almost every area of governance for developing economies. Strong education infrastructure that interacts with other global education systems is critical. Having the right talent alone is not sufficient. It is of utmost importance to have great leadership and processes in governments and organisations to enable execution, encourage through leadership behaviours - to challenge existing, slow governing cultures and drive initiatives to positive change. Speed of execution has to be a key focus.
Focused leadership development in government organisations will have to be prioritised due to the impact of governments on increasing global competitiveness (both in the developing and developed worlds). Even a handful of smart decision makers in key roles in government can have high impact on a country's future. Increased transparency due to the technological changes can also put pressure and accountability on governments to deliver quicker.
Countries focused on having a great future will need to figure out key elements to attracting world class talent from across the globe. Similar to organisations, countries will need to figure out their core capabilities and industries they intend to focus on and have related strategies in place. This is also an important constituent to the topic of continuous innovation.
No country can be a forerunner in the future by existing in its own silo, being arrogant about its natural resources (that will inevitably deplete at some point) or past achievements. Countries will have to adopt an open, global, continuously interactive and learning approach in all areas (social, cultural, economical, political, technological) to be among the leaders.
In my opinion, the three key basic ingredients for rapid development of any developing country are:
1. Financial capital
Availability of financial capital can have a huge impact on infrastructure development and public service systems. China's focused investment on infrastructure development has a high impact on its economic growth. Many of the gulf nations have been able to build strong infrastructures based on revenues from oil and natural gas assets. The scale/size of countries is one key factor to consider. Based on availability of resources, countries may first need to decide their most important locations to invest in, and develop for the short and long term.
2. World-class Infrastructure
Infrastructure development is not possible without financial capital. At the same time, the required expertise, know-how and commitment to execution is equally important. Infrastructure planning should not only include world class airports, roads, telecom infrastructure, public transportation facilities, ports etc. but also highly efficient and effective systems, technologies and processes. A basic example that has a direct impact on day-to-day living in India - with an extreme increase in the number of automobiles, traffic and parking management have become very challenging and frustrating elements.
Absence of total planning and comprehensive solutions package results in different government departments tackling their own issues in silos. Normally, all the requirements of a city are not taken into consideration together. This is also partly due to the ineffective structure of government bodies and organisations that have to be working together.
Emerging and developing countries have great opportunities to build innovative infrastructures for future environments rather than just copy systems that exist in developed nations. "Reverse Innovation" (a term referring to an innovation seen first, or likely to be used first, in the developing world before spreading to the industrialized world) is currently discussed widely. The best of existing systems in the developed world can be incorporated while innovating on future requirements and evolving needs (eg. energy evolution, technological advancements and changing human behaviors). All this can be possible only by having an open, learning approach and continuous interaction with the rest of the world.
At a basic level, the quality of public services including availability of drinking water (big issue for the future), energy, high quality healthcare/hospitals and computerised systems that're linked to all relevant networks, resulting in easy/quick transactions make a big difference to quality of day-to-day living. Corruption slows down development and destroys the trust of citizens. With the unpredictability element related to environmental/political scenarios and a closely connected world in all respects, the possibility of 'black swans' increase. Strong disaster management and emergency response services have to be instituted before it's too late.
3. Human capital
I believe this is the core element that makes development sustainable. Having the above two elements alone won't lead to sustainable development or ensure their successful implementation. How we effectively use and manage available financial capital is equally, if not more important than having them. Once the basic infrastructure is put in place, continuous development and competitiveness can only be sustained by having world class talent who're enabled and encouraged to innovate. Innovations in turn, can result in the creation of a virtuous cycle, attracting financial investment.
Talent becomes a key factor in almost every area of governance for developing economies. Strong education infrastructure that interacts with other global education systems is critical. Having the right talent alone is not sufficient. It is of utmost importance to have great leadership and processes in governments and organisations to enable execution, encourage through leadership behaviours - to challenge existing, slow governing cultures and drive initiatives to positive change. Speed of execution has to be a key focus.
Focused leadership development in government organisations will have to be prioritised due to the impact of governments on increasing global competitiveness (both in the developing and developed worlds). Even a handful of smart decision makers in key roles in government can have high impact on a country's future. Increased transparency due to the technological changes can also put pressure and accountability on governments to deliver quicker.
Countries focused on having a great future will need to figure out key elements to attracting world class talent from across the globe. Similar to organisations, countries will need to figure out their core capabilities and industries they intend to focus on and have related strategies in place. This is also an important constituent to the topic of continuous innovation.
No country can be a forerunner in the future by existing in its own silo, being arrogant about its natural resources (that will inevitably deplete at some point) or past achievements. Countries will have to adopt an open, global, continuously interactive and learning approach in all areas (social, cultural, economical, political, technological) to be among the leaders.
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