Executives Peer-to-peer Groups And Their Benefits: Asia Pacific
At peer groups, you meet with leaders who match your level of management to utilize one another experience and convert knowledge to business value in everyday business life.
You learn, share and apply your knowledge in a professional peer group, and inspire each other with new perspectives, whatever the industry.
Members of a peer group are likely to influence other’s behavior and beliefs. They discuss, comment on and help other members of the group make their business better.
Peer-to-peer groups are a great way to get inexpensive and quality advice. Peer-to-peer groups can be intensely bonding and can provide solutions to long-standing business problems that you might be trying to overcome. At TheNewHandshake, the leaders come together to support each other’s professional development.
Keeping a watchful eye on technical innovation is vital to develop a clear vision for the future of any business. But effective strategies for success depend on managers and executives avoiding hidden blind spots and investment decisions that obscure the way forward. Last year, according to World Economic Forum figures, private sector global spending on digitizing business operations exceeded $1.2 trillion dollars, yet just 5% of executives reported being satisfied with the results. In most industries the transition from analog to digital is one of the biggest challenges facing business leaders today. There are 8 common mistakes executives make.
Finding the best way: As with most human activity, planning is everything. The digitization process is a unique opportunity for executives to take a good hard look at their enterprise and ask some important questions:
What digital activities are already underway?
What will the industry look like in 5, 10 or 20 years?
What strategies can the company employ to succeed in a digital future?
What is the end goal of the transition from analog to digital?
Understanding where the business is attempting to go should help avoid some of the following bumps and wrong turns in the journey. Most of the common mistakes executives make with the digitization process relate to investment. Nearsighted investments focus too heavily on the short term, giving insufficient consideration to an organization’s long-term needs. While, farsighted investments focus on future needs with scant attention given to immediate development, which undermines current performance and impacts future goals.
Even when the current and future needs of a business are given equal consideration blind spots can occur, as parts of the business are overlooked by investment and turn into points of weakness that disrupt overall performance. Putting a coherent strategy in place directs funding to areas of the business most in need. As well as scheduling where and when to invest, this strategy prevents executives making “scattershot” small investments without an overall funding plan.
Mind your own business As each organization is unique, no two paths to a digital future are the same. The structure of a business can influence its digitization journey, with heavily centralized companies at risk of suffering from a rigid chain of imposing policy from on high. Similarly, command structures that encourage parts of the business to operate as independent units, or islands, can duplicate investments which also duplicate costs. Every six months the management should ask these questions:
How the digitization of work affects us all?
Why a futuristic digital healthcare system, might not be out of reach?
How can we build a workforce for our digital future?
Enabling change Aside from investment decisions, another common area where mistakes are made relates to the balance of resources and their application. A company’s data, technology, operating model and talent either work to enable digital progress or hinder it. Some companies focus too heavily on building up these enablers, without considering if additional staff, technology and data capacity add value to the business. Whereas, the digital transformation of other companies suffer from a lack of resources to accommodate spending on new business applications.
The new digital reality Image: WEF The pace of technological change is impacting the business and social worlds faster than ever before. A new digital reality is emerging where 85% of customer interaction will take place without humans and where 65% of today’s young will grow up and work in industries or jobs that don’t yet exist. Companies that successfully bridge the gap from analog to digital are in prime position to fully embrace the opportunities offered by a digital future.
Two kinds of peer-to-peer groups are: moderated group, where the members moderate meetings themselves, and facilitated groups, where a trained facilitator runs the meetings.
There are organizations who help put together these groups with a very formalized structure.
While putting together a peer-to-peer group, the important steps are:
- Confidentiality. Trust is likely the most important thing the group must have. Everything that happens in the group must stay in the group.
- Keep the group membership small. It’s important that everyone in the group has time to speak.
- Mandatory meeting attendance. Commitment to the group is one of the keys for group’s success. Meet face-to-face. Meet atleast four times a year; better is to meet once a month.
- Agenda. Time is important and make sure its well spent.
- Frank and honest discussion. You need to be honest and ask open-ended questions. No personal attacks in group. Peer-to-peer groups help you find your own answers.
- Limit Advice. Give advice only when asked. First, learn to listen. Peer-to-peer groups need to understand an issue before anyone starts to give advice.
- Different people. Have people from different industries in your group, and you’ll get different points of views. Respect others.
- Learning plan. Members must create a learning plan. A good plan sets performance goals.
Peer learning groups in TheNewHandshake accelerate growth for leaders and managers. Peer-to-peer coaching in groups is a powerful approach to leadership development. Peer groups provide a more formalized outlet for learning from the experiences of peers.
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Start with trust – work to create trust within the peer relationships. Curate membership – create a group with shared core values and an environment for growth. Work on relationships.
Peer groups are a fast track to better management. In a peer group everything gets shared and everyone is accountable to each other. Be sure to have an open mind as you enter a peer group. Set some goals on what you want to get out of the experience.
TheNewHandshake is more than just a Business network