Rhea OngYiu

Ask yourself the question "how many times have we done this exact thing, with these exact people, in this exact context"? If the answer is never, optimise for emergence (unknowability). Small multidisciplinary teams, clear outcome goals, high autonomy, experimentation, optionality, psychological safety, customer proximity, fast feedback loops and so on. If the answer is thousands of times a day, you don't need the above. Pursue continuous improvement. That might take the form of standardisation, automation, minimising variability in repetitive tasks, and so on. In both cases, there should be Respect For People and making use of the intellect of everyone: humane, engaging, ways of working #BVSSH

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New leaders often think their most important priority is getting their people to do more, work harder or deliver faster. But while managing output is often an unavoidable part of the job, it should never be the most important part. In fact, my advice to new leaders is always this: be fanatical about not slipping into management mode.   Because driving effort will never drive performance. It will only get compliance. I’ve seen firsthand that the leaders who have the deepest impact, on their people and their organisations, aren’t obsessed with output – they’re obsessed with conditions. They ask: Do my people feel safe enough to speak? Clear enough to act? Trusted enough to stretch? The best leaders don’t push harder – they make it easier for others to move with purpose. And they don’t measure performance by speed or volume. They measure it by how well their teams think, how quickly they learn, and how confidently they decide. If you’ve worked with (or for) a leader who understands the difference, you’ll know how powerful this is.

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Meeting Paradox at Company Boards The smartest boards aren’t the ones that meet most often—they’re the ones that meet with purpose. - More meetings don’t always mean better governance. Research shows: - Boards often meet more after poor performance, not before. - In strong governance environments (like Germany), too many meetings can reduce effectiveness. - In weaker governance contexts (like Indonesia), more frequent meetings do improve oversight. What matters most isn’t the number of meetings, but their focus: strategy, risk, and culture—not just routine compliance. 👉 The real question for directors isn’t “How often should we meet?” but “Are our meetings creating real strategic value?”

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For most of human history, learning was vertical - passed down through families and traditions. Then came horizontal learning, spreading knowledge across peers, schools, and institutions. Now, a third phase may be emerging: ambient learning. Knowledge surrounds us - embedded in daily life, supported by AI, sensors, and connected environments. This shift doesn’t just transform education - it revives polymathic thinking, freeing us to connect ideas across fields. Learning is no longer an event - it’s an atmosphere. https://lnkd.in/euEuBGJE #Learning #Education #Universities #Degrees #Credentials #Skills

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If You Want To Build Genuine Transformation, Follow The Evidence Research shows that most transformational initiatives do not succeed. No matter who does the study or what methodology they use, the failure rate always comes out around 70% or 80%. That’s just tragic. Many say that change is hard—and that is often true—but so are a lot of things, like putting a satellite up in space or performing brain surgery and we certainly wouldn’t accept a similar failure rate with those things. Throughout human history we have progressed by learning how the world works and then building strategies based on that knowledge. The good thing is we actually know a lot about change. Hundreds of studies over many decades have established that: 1.Transformational ideas come from outside the community and incur resistance. 2. There is a common and persistent “KAP-gap,” in which shifts in KNOWLEDGE and ATTITUDES do not necessarily result in a change in PRACTICES. 3.Transformations follow an “S curve” pattern, meaning they start out slowly, hit a tipping point and then accelerate exponentially. 4. Ideas are socially transmitted from peer-to-peer. Yet when we look at what common change management frameworks advise: CREATE A SENSE OF URGENCY AROUND CHANGE: But if change follows an s-curve, starts out slowly and then accelerates, why would that be necessary? In fact, trying to start with a bang likely to trigger resistance prematurely than to speed things along. CREATE AWARENESS, DESIRE AND KNOWLEDGE ABOUT THE CHANGE INITIATIVE: Yet the evidence clearly shows that shifts in knowledge and attitudes do not necessarily result in shifts in practices. USE EMOTIVE, RATHER THAN ANALYTICAL LANGUAGE: Okay, not necessarily a bad idea, but study after study shows that change is socially transmitted from peer-to-peer. So communication strategy is a secondary, not a primary issue. The truth is that change is not about persuasion, but empowerment. It’s driven by small groups, loosely connected, united by a shared purpose. As leaders, it's our job to help those groups connect and to inspire them with purpose.

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