第 六 届 CCL领 导 力 论坛
The 6th CCL Leadership Forum
数字化时代的辫结网组织
Braided Organizations for the Digital Era
Driving Digital Transformation:
推动数字化转型：
4 Leadership Skills for Making It Work
四大领导力技能 成功实现转型
John R. Ryan 约翰·瑞恩
President and CEO 全球总裁、CEO
Center for Creative Leadership 创新领导力中心
Driving Digital Transformation: 4 Keys
推动数字化转型：四个关键
Growth Mindset 成长型思维
Curiosity 好奇心
Vertical Development 纵向发展
Urgency 紧迫感
©2019 Center for Creative Leadership. All rights reserved.
Leadership is a social process that enables
individuals to work together as a cohesive group to
produce collective results.
领导力是一个人际过程，能够将一群一起工作的
个体形成有凝聚力的群体，并创造以个人之力难
以企及的集体成果。
The leadership process is effective when it generates
three crucial outcomes:
Direction, Alignment and Commitment
CCL Leadership Framework
CCL领导力框架
Direction:
Alignment:
Framing the digital
opportunities and focusing
strategic decisions
Working together to
create a digital
organization
明确方向：
产生协同:
创造数字化机遇，
聚焦战略决策
共同打造数字化组织
当取得以下三个重要成果时，领导力过程就是有
效的：
明确方向、产生协同、激发承诺。
Central to that process are the interactions and
exchanges among all members of the group.
这个过程的核心是在转型过程中小组成员之间的
互动和交流。
Commitment:
Engaging leaders across the
organization to change
激发承诺：
调动整个组织的领导者进行变革
Nine digital leadership
behaviors have been
identified and mapped to the
DAC framework.
我们总结了九种数字化领导者
角色，并将它们与DAC框架相
结合。
The results of your selfsurvey will help you identify
your digital leadership
behavior role.
你的自我测评结果会帮助你明
确你的在数字化领导力中扮
演的角色。
9 Digital Leadership Behaviors
九种数字化领导者角色
Customer Champion
客户代言人
Innovation Accelerator
创新加速者
Organization
Transformer
转型组织者
Business Shaper
业务塑造者
Ecosystem
Builder
生态系统营造者
Future Seeker
未来探索者
数字化领导力
Talent Maker
人才培养者
Engagement
Energizer 敬业度激发者
Culture Catalyst文化催化者
面对挑战
遇到阻碍
逃避挑战
迎接挑战
僵固型思维
智力是
固定不变的
总想让自
己显得很
聪明，因
此会倾向
于……
成长型思维
努力
面对批评
轻易放弃
视努力为
徒劳或有害
忽视有用的
负面反馈
智力是
可以培养的
面对挫折时锲而不舍
激发学习
的热情，
因此会倾
向于……
笃信“熟能生巧”
从批评中学习
他人的成功
将别人的
成功视为
威胁
因此：他们早早步入平台期，
没能充分发挥自身潜力。只因
所有这些都让他们相信：“这
世上一切都是决定好的”。
从别人的成功
中吸取经验和
启发
因此：他们能不断获得更高的
成就
所有这些让他们拥有更强大的
能动性和自主性
Curiosity 好奇心
Rising importance of Curiosity Quotient for executives.
高管的好奇商越来越重要。
Regularly invite new perspectives.
定期引入新视角。
Ask “what if?” questions, seek unfamiliar situations.
问“如果……，会怎么样？”，寻求不熟悉的情境。
Model curiosity for our teams and organizations.
保持好奇心，为团队和组织做出表率。
©2019 Center for Creative Leadership. All rights reserved.
Vertical Development 纵向发展
Level of Development 发展程度
Stages of Vertical Development
纵向发展三阶段
依从型——服从者
Dependent—Conformer
Team player 具有团队合作精神
Faithful follower 忠实的追随者
Reliant on authority 倚仗权威
Seeks direction 寻求指引
Aligns with others 与其他人协同一致
独立型——成功追逐者
Independent—Achiever
Independent thinker
独立思考者
Self-directed 自我导向
Drives an agenda
推动进程
Takes a stand for what they believe
坚持自己的信念
Guided by an internal compass
引导自己的行为
共生型——协作者
Interdependent—Collaborator
Interdependent thinker 共生思考者
Sees systems, patterns, connections
能洞悉系统、模式、内在连接
Longer-term thinker 目光长远
Holds multiframe perspectives
拥有多元化思维角度
Holds contradictions
保留会引发冲突的意见
Vertical Development: Core Principles
纵向发展：核心原则
Focus more on development, less on content.
更多聚焦发展，更少聚焦内容。
Make the development and the work inseparable.
让发展和日常工作紧密结合。
Make leadership development a process, not an event.
领导力发展应该是一个过程，而非一次培训就能达到。
Leverage colliding perspectives.
撬动互相冲突的观点。
©2019 Center for Creative Leadership. All rights reserved.
2. Colliding Perspectives
(The Who)
视角碰撞
（谁）
The Vertical
Sweet Spot
纵向发展
黄金区域
1. Heat Experiences
(The What)
3. Elevated Sense Making
(The How)
冲击性体验
进阶领悟
（什么）
（如何）
VERTICAL Development 纵向发展
Vertical Development: 纵向发展：
Place less emphasis on the content to be poured into the
leader and more on the cup itself
(the mind-set, identity, and mental models of the leader).
将重心更多地放在杯子（领导者的思维、身份、心智模
式）上，而不是向杯子里倾倒的内容上。
Rather than adding more to the cup,
Vertical Development grows the size of the cup.
纵向发展不是向杯子里加入更多东西，
而是增大杯子的容量。
HORIZONTAL Development 横向发展
Horizontal Development: 横向发展：
the adding of more knowledge, skills, and
competencies. Horizontal development is about what
you know.
(Filling the cup.)
横向发展：
增加更多的知识、技能、胜任力。横向发展是关
于你知道什么。
（注满杯子。）
Merging Vertical & Horizontal Development: 4 Levers
融合纵向和横向发展：4个杠杆
Intense stretch experiences (the what).
高强度的极限挑战经历（什么）。
New ways of thinking (the how).
新的思维方式（如何）。
Strong developmental networks (the who).
强大的自我发展的人脉网（谁）。
Building your “personal bubble.”
建立你的“个人空间”。
©2019 Center for Creative Leadership. All rights reserved.
The Final Ingredient: Urgency
最后一个要素：紧迫感
First step in driving transformation.
转型的第一步。
It’s not the change itself that matters but how we respond.
重要的不是变化本身，而是我们怎样应对变化。
View change as an opportunity.
将变化视为机遇。
Cultivate “urgent patience.”
培养“紧迫中的从容”。
©2019 Center for Creative Leadership. All rights reserved.
《今天不必以往：
成功人士如何获得更大成功》
Leadership 领导力
+
Technology 技术
+
Organization 组织
=
Braided Organizations
辫结网组织
Bill Pasmore, Ph.D. 比尔·帕斯莫尔博士
SVP Center for Creative Leadership CCL高级副总裁
What If?如果你可以做到以下事项，会怎么样？
•
You could put the world’s best minds to work for you?
你可以让世界上最优秀的人才为你工作？
•
You could easily reorganize to respond to opportunities?
你可以在机遇面前很容易地进行组织重组？
•
Any authorized person could lead a global team?
任何得到授权的人都可以领导一个国际团队？
•
Your suppliers and customers were a part of your organization?
你的供应商和客户是你组织的一部分？
©2019 Center for Creative Leadership. All rights reserved.
Welcome to the Braided Organization!
欢迎来到辫结网组织！
A braid is an intertwined network of
contributors with different
capabilities, usually supported by a
software platform, not controlled by a
formal hierarchy, who work together
to invent ways to accomplish a
common purpose.
辫结网是一种由不同的参与者相互
交织而成的网，每个人贡献不同的
才能，通常由软件平台支持，不受
正式等级制度的管控，成员一起创
造出新的共事方式，实现共同目标。
©2019 Center for Creative Leadership. All rights reserved.
Key Concepts 关键概念
From This 从这种
Sampl
e text
To This 到这种
Sam
ple
text
©2019 Center for Creative Leadership. All rights reserved.
Key Concepts 关键概念
From This 从这种
To This 到这种
©2019 Center for Creative Leadership. All rights reserved.
Key Concepts 关键概念
From This 从这种
To This 到这种
©2019 Center for Creative Leadership. All rights reserved.
Key Concepts 关键概念
From This 从这种
To This 到这种
©2019 Center for Creative Leadership. All rights reserved.
有吸引力的目标
流程和平台
Special
Features
of Braids
生态系统整合
辫结网
组织
的
特征
乐高型组织
去中心化
领导力
©2019 Center for Creative Leadership. All rights reserved.
辫结网
工作方式
How is a Braid Different Than a Conference Call?
辫结网和电话会议有哪些不同？
•
•
•
•
•
•
Sustained collaboration 持久的协作
Real work 真正的工作
Interdependence 共生
Distributed expertise 分布式专长
Asynchronous interaction 异步交互
Shared tools in a virtual working space
在虚拟的工作场所分享工具
©2019 Center for Creative Leadership. All rights reserved.
Some Organizations Using Braids
运用辫结网的组织
©2019 Center for Creative Leadership. All rights reserved.
Today’s Business Challenges
How Braids Can Help
Critical Contributions of Braids
Support and Evidence
当今企业面临的挑战
辫结网的独特作用
辫结网的主要贡献
依据
INCREASING COMPLEXITY;
FUTURE IS HARDER TO PREDICT
复杂度不断提升；未来更难预测
FASTER SPEED OF CHANGE
变化越来越快
DISCONNECTED CUSTOMERS
客户的心声“无人倾听”
OVERLOADED LEADERS
领导力负担过重
RESISTANCE TO CHANGE
抵触变革
GLOBALIZATION
全球化
SILOS
各自为营
DEPENDENCY ON A FEW CRITICAL PARTNERSHIP S,
SOURCES OF SUPPLY OR FUNDING 高度依赖于少
数几个主要的合作关系、供应渠道或资金源
INNOVATION
创新
UNHEALTHY
CULTURES
THAT
STIFLE
INNOVATION 不健康的组织文化扼杀创新
Braids provide access to a broader range of expertise combined with superior
information processing 辫结网能丰富组织的专长，赋予组织胜人一筹的信
息处理能力
- Access 外部资源接入
- Knowledge processing 知识处理
Johansen (2017); Pentland (2015);
Surowiecki (2005)
Braids offer greater organizational malleability and more aligned execution,
enabling faster change 辫结网能赋予组织更强的可塑性，统一执行步调，加
速变革
Braids can include customers, enhancing their level of influence. This results in
greater customer centricity, deeper customer insights and more responsiveness
at the customer interface 辫结网能够让客户参与进来，提升客户的影响力。
让企业在能够更加以客户为中心，更深入了解客户洞见，更积极响应客户
诉求
Braids allow leadership and leadership capabilities to evolve as the work evolves;
braids enable ambidexterity 辫结网不仅能让组织的领导力和领导力能力与
组织工作同步发展，还能提升组织的二元性
- Agility 敏捷
- Coordination 协调
Kotter (2014); Lawler & Worley (2006)
- Access 外部资源接入
- Knowledge processing 知识处理
Brown (2009); Martin, (2010)
- Agility 敏捷
Lawrence & Lorsch (1967); Tushman &
O’Reilly (2002); Cross, Ernst & Pasmore
(2013); Lawler & Worley (2006);
Braids enable the creative self-destruction and rapid replacement of business
models due to less reliance on full-time employment strategies and shared
decision authority 由于辫结网更少依赖全职员工，共享决策权，组织因此能
够促进创造性的自我更新，加速商业模式的变换
- Access 外部资源接入
- Agility 敏捷
- Coordination 协调
- Motivation 激励
Foster & Kaplan (2011); Pasmore (2015)
Braids enable greater global-local connectivity at multiple levels
辫结网能够增强全球和地区在各种层级上的联系
- Coordination 协调
Galbraith (2000)
Braids span boundaries horizontally as well as vertically
辫结网能跨越横向边界和纵向边界
- Access 外部资源接入
- Coordination 协调
Ernst & Chrobot-Mason (2011)
Braids expand the number and diversity of potential partners without creating
- Access 外部资源接入
exponential complexity 辫结网能增加潜在合作伙伴的数量和多样性，而且
复杂度不会呈指数级增长
Braided organizations tap into the ecosystem to bring needed resources and
expertise to innovation efforts 辫结网组织能充分利用生态系统，带来创新工
作需要的资源和专长
The temporary nature of braids allows them to operate differently and outside of
the traditional 因为辫结网暂时性的特质，在实际运作中往往能超然于组织
的传统文化，自成一格
©2019 Center for Creative Leadership. All rights reserved.
- Access 外部资源接入
- Knowledge processing 知识处理
- Agility 敏捷
- Motivation 激励
Gattorna (2015); Pfeffer & Slancik,
(1978).
Whitehurst (2015); Chesbrough,
Vanhaverbeke, & West, (2006); Huston
& Sakkab, (2006)
Christensen, (1997); Kotter (2014);
Bushe & Shani( 1991); Zand (1974)
How Do You Get A Braid Started?
从哪里着手建立辫结网？
• Membership builds over time
随着时间的推移成员数量不断壮大
• Experts know experts
专家认识专家
• Leadership is essential
领导力至关重要
• The magnetic purpose attracts people
以具有吸引力的目标吸引人们
• Membership “editing” occurs formally and informally
既可正式也可非正式地“编辑”成员
• Select the right platform (custom vs. off the shelf)
选择正确的平台（定制化的或已有的）
©2019 Center for Creative Leadership. All rights reserved.
Implementing Braids 实施辫结网
Time
时间
GETTING STARTED
DESGNING THE BRAID
TRIGGERING THE BRAID
OPERATING THE BRAID
TERMINATING THE BRAID
准备
设计
启动
运作
终止
• Learn about braids and their
application
学习辫结网知识及其应用
• Study similar braids
研究同类型辫结网组织
• Select or create the digital
• Consider opportunities to apply
platform
braids
挑选或打造数字平台
考虑应用辫结网的机会
• Design the architecture of the
• Prioritize opportunities
braid
排列这些机会的优先顺序
设计辫结网架构
• Set braid purpose and
objectives
设定辫结网的目的和目标
• Set braid parameters
设定辫结网参数
• Create the business case
制作业务案例
• Designate braid design team
指派辫结网设计团队
• Describe braid membership
描述辫结网的成员条件
• Develop agreements regarding
contractual work, IP
制定有关约定工作内容和IP的协议
• Create role descriptions for key
positions in the braid
定义辫结网主要职位的岗位职责
• Specify processes
明确具体流程
• Internal staffing
内部招募人员
• Participate actively
积极参与
• Signal termination
发出终止信号
• Communications
沟通宣传
• Shape conversations
塑造对话
• Share accomplishments
分享成就
• Targeted invitations
邀请目标人员
• Support informal leaders
支持非正式领导者
• Preview coming attractions
预告接下来具有吸引力的项目
• Engage external partners
引入外部合作伙伴
• Continue to broaden ecosystem
involvement
不断拓宽生态系统的参与面
• Prioritize ecosystem
relationships over time
逐步甄选出高优先级的生态系统
关系
• Rapid prototyping of solutions
快速制作出解决方案的原型
• Publicize progress
公布进展状况
©2019 Center for Creative Leadership. All rights reserved.
Eight Key Digital
Transformation Challenges
Identified by the STARLabs
Project
STARLabs项目
明确了8个关键的
数字化转型挑战
This is a
Change
sample
Capabilities
text.
变革能力
ThisEfficiency
is a
sample
& Innovation
text.
效率与创新
This is a
sample
Front-Back
text.
This is a
sample
Talenttext.
前-后
人才
Digital
Transformation
This is a
sample
text.
Scaling
数字化转型
Networks
等级与网络
扩张
挑战
互相交织
正式因为这八种
挑战相互交织，
数字化转型才不
同于其他的转型
Challenges are
connected
Digital transformation is
different because of the
combination of these 8
challenges
This is a
sample &
Hierarchies
text.
This is a
Leadership
sample
领导力
text.
Integration&
This
is a
coordination
sample
整合与协调
text.
Organization
组织需要
redesign is required 重新设计
The key barrier to
digital transformation
is today’s organization
数字化转型
的主要障碍
是当今的组
织
领导力的数字化能力
数
字
化
敏
锐
度
数
字
化
人
才
利用生态
系统人才
更广泛的应用
初步涉足
有限的应用
所有业务部门都
有数字化人才
革命性
完全网络
交织
数字化再设计
数字化CEO
转型引领者
数字化
战略变
得重要
几个首要的
数字化重心
数字化首席
信息官与
重点人群
孤立、
狭窄、
演进性
数字化重新整合
数字化分拆
数字化购并
现状
完全数字化
整合观点
数字化战略
数字化组织
重新定义者
成功追逐者
专家权威
纵向领导力/
变革
LEADING DIGITAL TRANSFORMATION
领导数字化转型
Digital Leadership Survey
数字化领导力问卷调查
5 Biggest challenges organizations face in their digital transformation
组织在数字化转型中面临的五大挑战
内部技能不足
缺乏清晰愿景
整合新技术
*CCL and CorporateLeaders surveyed 100 VPs and Directors in HR, L&D, Leadership Development and Talent Management from November 2017 to January 2018.
©2019 Center for Creative Leadership. All rights reserved.
抵触变革
数据收集低效
Technology Lead, Social System Lag 技术领导，社会系统滞后
Leadership’s digital capacity
is perceived as the key
moderator in the adoption of
new digital business models
领导力的数字化能力被认为是
适应新的数字化商业模式的关键
CHANGE
变化
TIME 时间
PAST 过去
TODAY 现在
Source: STARlab Alliance, INC
FUTURE未来
Digital Leadership = Old + New 数字化领导力=旧+新
The New Digital Leader
新的数字化领导者
Integrates traditional and
completely new digital capabilities
整合传统的和全新的数字化能力
New Digital Capabilities
新的数字化能力
Digital acumen + New ways to think
+ New ways to lead
数字化敏锐度+新的思考方式+新
的领导方式
Existing Leadership Skills
现有的领导力技能
Qualities and capabilities of good
leaders
优秀领导者的品质和能力
©2019 Center for Creative Leadership. All rights reserved.
Source: STARlab Alliance, INC
Digital Leadership Survey
数字化领导力问卷调查
©2019 Center for Creative Leadership. All
rights reserved.
43
Digital Leadership Framework
数字化领导力框架
客户代言人
生态系统营造者
业务塑造者
转型组织者
创新加速者
未来探索者
数字化领导力
激发承诺
人才培养者
©2019 Center for Creative Leadership. All rights reserved.
文化
催化者
敬业度激发者
©2019 Center for Creative Leadership. All rights reserved.
©2019 Center for Creative Leadership. All rights reserved.
Resources
资源
Resources资源
www.ccl.org/futurefluency
Playing the Digital Transformation Game: How Leading with Innovation and
Design Can Transform Everything
赢得数字化转型游戏：用创新和设计进行领导如何能够促进一切转型
To accelerate organizational transformation and play the new digital game to win, leaders must focus on developing
areas of excellence across the digital transformation trifecta. 为了加速组织转型，赢得这场新的数字化游戏，领
导者必须在数字化转型的博弈中聚焦发展优势领域。
Download White Paper
下载白皮书
Leadership, Disrupted: How to Prepare Yourself to Lead in a Disruptive World
被颠覆的领导力：在充满颠覆的世界进行领导，你该如何做好准备
Leading in a disrupted world is a new game — and it’s changing the way we live and work. Learn from the
experiences of multinational companies who have undertaken successful digital Leadership transformation journeys
在充满颠覆的世界进行领导，是一场全新的游戏——这也在改变我们的生活方式和工作方式。向那些已经
在数字化领导力领域成功转型的跨国公司学习转型经验。
Download White Paper
下载白皮书
Resources资源
How to Lead Effectively in a Disruptive World
如何在一个充满颠覆的世界中有效领导
For organizations to survive and thrive, their leaders must be adept at adopting new roles, crafting new
identities, and finding new meaning for themselves and those they lead.
如果组织想要生存下来，并蓬勃发展，领导者必须能灵活适应新的角色，制造新的身份，为他们自
己以及他们领导的下属发现新的意义。
Access Article
获取文章
Navigating Disruption: A VUCA Alternative
在颠覆中领航：VUCA升级版
The acronym “VUCA” is often used to describe challenges of Volatility, Uncertainty, Complexity, and
Ambiguity. But that doesn’t really capture disruption, nor how to lead through it. We propose an
alternative. “VUCA”这个缩写常常用来描述动荡、不确定、复杂、模糊的挑战。但是这个词并没
有抓住颠覆的精髓，也没有言明该如何领导，才能渡过难关。所以我们提议用VUCA的升级版。
Access Article
获取文章
Resources – Webinar 资源——网络研讨会
Digital Transformation Leadership:
Welcome to a New Game
数字化转型领导力：欢迎来到一场新的游戏
Leading in a disrupted world is a new game — and it’s changing
the way we live and work. Learn from the experiences of
multinational companies who have undertaken successful digital
leadership transformation journeys.
在充满颠覆的世界是一场新的游戏——而且这正在改变我们
生活和工作的方式。向那些已经在数字化领导力领域成功转
型的跨国公司学习转型经验。
Access recording
获取网络研讨会视频
Resources – Research 资源——研究
Report: How European Leaders Are
Adapting in the Digital Age
报告：欧洲领导者如何适应数字时代
Digital transformation isn’t about riding out a storm and
hoping it will pass. Here’s how we found leaders in Europe
are embracing change – and accelerating it – in the digital
era. 数字化转型并不是一场能安然度过的暴风雨。报
告中讲述了我们关于欧洲领导者如何在数字时代拥抱
变化（并且加速变化）的发现。
Access Report
获取报告
Thank You
谢谢大家
Executive Outlook 高管展望录
CCL 2019 Summary of Leadership Development Research
CCL2019年领导力发展研究总结
6th Annual CCL Leadership Forum CCL第六届领导力年度论坛
Kevin Briody | Vice President | Center for Creative Leadership 凯文·布莱迪|副总裁|创新领导力中心
Evidence based. 求真务实。
Unparalleled Insight. 洞若观火。
1
4
Artificial Intelligence as
Digital Coach 人工智
能——你的数字教练
Equity, Diversity and
Inclusion-More than
“Check the Box” 平等、
多样性、包容——不
只是“完成任务”
©2018 Center for Creative Leadership. All rights reserved.
2
5
Advances in Leadership
Development ROI
提升领导力发展投资回报
Societal Advancement
through Leadership
发展领导力，推动社会进
步
3
6
New Perspectives on
Cultural Transformation
关于文化转型的新视角
Hidden Levers
for Improving
Leadership 提升领
导力的隐形利器
7
Action Research
Communities
行动研究社群
©2014 Center for Creative Leadership. All rights reserved.
Artificial
Intelligence
as Digital Coach
人工智能
——你的数字教练
©2018 Center for Creative Leadership. All rights reserved.
©2014 Center for Creative Leadership. All rights reserved.
Exploring Voice
Analytics in Leader
Development
探索声音分析在领导
力发展中的应用
©2018 Center for Creative Leadership. All rights reserved.
©2019 Center for Creative Leadership. All rights reserved.
©2014 Center for Creative Leadership. All rights reserved.
Research to Validate Digital Transformation Tools
证明数字化转型工具价值的研究
Digital Readiness
Assessment
数字化准备度测评
©2018 Center for Creative Leadership. All rights reserved.
Digital Leadership
Assessment
数字化领导力测评
©2014 Center for Creative Leadership. All rights reserved.
EMBRACING
DISRUPTION
拥抱颠覆
Use Network
Equipping leaders to welcome
Analytics
todevelop
Explore
innovation and
their
learning agility
Organizational
提升领导者能力，
Agility
使之乐见创新，勤思善学
运用网络分析
探索组织敏捷度
©2018 Center for Creative Leadership. All rights reserved.
Vertical Interfaces
纵向界面
Horizontal Interfaces
横向界面
©2014 Center for Creative Leadership. All rights reserved.
Active Research Projects Open to Participation
目前可以参加的研究项目
能够提升绩效表现
的人脉关系
©2018 Center for Creative Leadership. All rights reserved.
领导力发展氛围
©2014 Center for Creative Leadership. All rights reserved.
Evidence based. 求真务实。
Unparalleled Insight. 洞若观火。
1
4
Artificial Intelligence as
Digital Coach 人工智
能——你的数字教练
Equity, Diversity and
Inclusion-More than
“Check the Box” 平等、
多样性、包容——不
只是“完成任务”
©2018 Center for Creative Leadership. All rights reserved.
2
5
Advances in Leadership
Development ROI 提升领
导力发展投资回报
Societal Advancement
through Leadership
发展领导力，推动社会进
步
3
6
New Perspectives on
Cultural Transformation
关于文化转型的新视角
Hidden Levers
for Improving
Leadership 提升领导
力的隐形利器
7
Action Research
Communities
行动研究社群
©2014 Center for Creative Leadership. All rights reserved.
Additional CCL Research Avenues
CCL其他研究
Benchmarking the State of Leadership
Development
(October 2019)
《领导力发展现状标杆报告》
（2019年10月）
Talent Reimagined 2020: Human Side of
Disruption
( January 2020)
《重塑人才发展机制2020：颠覆时代人的工作》
(2020年1月）
©2018 Center for Creative Leadership. All rights reserved.
©2014 Center for Creative Leadership. All rights reserved.
Additional CCL Research Avenues
CCL其他研究
BOLD 3.0: Future Fluent Board
Leadership in Asia
《BOLD 3.0：亚洲董事会未来领
导力》
©2018 Center for Creative Leadership. All rights reserved.
©2014 Center for Creative Leadership. All rights reserved.
Thank You!
谢谢！
Kevin Briody 凯文·布莱迪
VP Global Marketing 全球市场营销副总裁
Center for Creative Leadership 创新领导力中心
©2018 Center for Creative Leadership. All rights reserved.
©2014 Center for Creative Leadership. All rights reserved.