THOUGHT LEADERSHIPMIGNON VAN HALDEREN OWNER LEADING THOUGHTS

“Life in all its expressions, everytime changing,

everytime new”Emile Zola(1840-1902)

Modern times beginning 20th century

Modern times today

Thought leaders embrace and even encourage change

through their thought-provoking viewpoints on issues that matter to

them and their stakeholders

and through their commitment to act in line with their viewpoints!

Introduction into the concept thought leadership: two movies

© D

r. Mignon van H

alderen

What do these two movies have in common?

Thought leadership defined

Mignon van Halderen & Kym Kettler-Paddock (2010)

The action of promoting thought-

provoking viewpoints that reframe the

way stakeholders think about their

key issues, helping them toward new

insights and solutions.

What does the “thought” exactly relate to?

What thought leadership isn’t

“Our thought leadership”

“We pride ourselves on the caliber, breadth and scope of our thought leadership”

“…our thought leadership magazine”

“.. we are thought leaders and experts”

“We are active thought leaders”

“…access our latest thought leadership”

“Browse our growing library of mobile thought leadership pieces..”

Worryingly, thought leadership is overused to a point that it is

becoming meaningless.

Prevent yourself from falling in the “Twelvis” trap

WHAT, THEN, CHARACTERIZES THOUGHT LEADERSHIP STRATEGIES?

The most elegant forms of thought leadership are not claimed, but are the outcome of strategies driven by

thought provoking viewpoints

Thought leadership based on two pillars

Thought leadership

Novelty

(Schema theories)

Trust

(Trust, social exchange, network theories)

By studying successful (and less successful companies!) in pursuing thought leadership …

Diagnosis Thought leadership

Articulate Novel Point of View

Openly share knowledge &

expertise

Act in line with Novel Point of View

Analyze market-or societal trends

Assess opportunity for Novel Point of View on

these trends

Preferred partner to work with

Reflected in company-unique metrics, e.g. brand value, brand preference, active

business leads, sales, employee engagement.

Implementation

NoveltyStakeholders are

attracted to company

because of its novel insights into for them

relevant issues

TrustStakeholders

regard company as a trusted voice and

partner on these relevant issues

Outcomes

…we* developed the Thought Leadership FrameworkTM

*Developed by Mignon van Halderen & Kym Kettler-Paddock (2010). Presented in their forthcoming book (with Craig Badings) “How to differentiate your company and stand out from the crowd: Thought Leadership”.

Diagnosis

Analyze market-or societal trends

Assess opportunity for Novel Point of View on these trends

EnergyDigital interConnectedness

TrafficWater

IBM”s heritage: Think!

3000+ top scientists

Information technology

Technology answer to some of world’s most macro-economic problemsc

Explaining IBM’s NPOV : a systems perspective

Kandinsky, The Center (1924)

IBM’s system perspective reflected in concrete solutions: movies

Smarter traffic systems Smarter energy systems

Diagnosis Thought leadership

Articulate Novel Point of View

Openly share knowledge &

expertise

Act in line with Novel Point of View

Analyze market-or societal trends

Assess opportunity for Novel Point of View on

these trends

Preferred partner to work with

Reflected in company-unique metrics, e.g. brand value, brand preference, active

business leads, sales, employee engagement.

Implementation

NoveltyStakeholders are

attracted to company

because of its novel insights into for them

relevant issues

TrustStakeholders

regard company as a trusted voice and

partner on these relevant issues

Outcomes

The thought leadership frameworkTM

Developed by Mignon van Halderen & Kym Kettler-Paddock (2010). Presented in their forthcoming e-book (with Craig Badings) “How to differentiate your company and stand out from the crowd: Thought Leadership”.

Leading by articulating a Novel Point of View (NPOV)

Let’s us see the world differently… Re-orders our thinking… Gives new insight… Elicits AHA moments…

All important for realizing change and progress!

Articulate Novel Point of View

Openly share knowledge &

expertise

Implementation

The power of articulating a Novel Point of View (NPOV)

• “When used well, a point of view can help you develop a compelling corporate positioning and narrative, articulate a strong view on the issues that matter to your organization or your customers, and enable you to champion causes or take a position on the issues of concern.”

• “Once you have them, they are liberating: you will be able to use them on all sorts of occasions and you will look for occasions to use them.”

• “To do this, your point of view should always make clear what you believe in, how you behave and what benefits are derived from your actions. It should always call for people to support your cause.”

The power of articulating a Novel Point of View (NPOV)

Examples of Novel Points of View

We should look at the world’s problems from a system perspective to bring solutions for some of the world’s most pressing problems

Society’s perception of beauty is distorted

Cities don’t have to be unsafe and unhealthy Aging is not necessarily a process concerned with illness and

dependence.

Technology alone is not enough. It’s technology married with liberal arts, married with the humanities that makes our hearts sings

Philips novel viewpoints on “health & well-being”.

Aging WellLivable Cities

Upcoming Philips examples thanks to Katy Hartley, director of the Center for Health & Well Being (http://www.philips-thecenter.org/)

Challenging the conception of cities as unsafe and unhealthy

Challenging aging as a process concerned with illness and dependence.

Leading by sharing knowledge & expertise

Articulate Novel Point of View

Openly share knowledge &

expertise

Implementation

Not just any content but Content that links to the NPOVOffers new insightsIs preferably evidence based

www.jaumeplensa.com

Philips gained insight into “health & well-being” through research: what drives people’s health perceptions (in 32 countries)?

Source:Katy Hartley, Center for Health & Well Being (http://www.philips-thecenter.org/)

Philips shared findings and insights through digital and social media. No push, mostly looking for debate.

Source:Katy Hartley, Center for Health & Well Being (http://www.philips-thecenter.org/)

Philips’ sharing resulted in “content sharing partnerships”

Leading by initiating network platforms

Articulate Novel Point of View

Openly share knowledge &

expertise

Implementation

Center stage in an ecosystem of influencers… Extending meaningful relationships Sensing external developments Co-creation; sharpening NPoV and Ideas

Philips think tanks on each team

© Dr. Mignon van Halderen

Aging WellLivable Cities

Leading by acting in line with Novel Point of View (NPOV)

Demonstrating company is committed to NPOV Showing that company has the competence and

expertise to deliver positive outcomes related to NPOV

Articulate Novel Point of View

Openly share knowledge &

expertise

Implementation

“Acting in line” starts internally

Acting in line: long term strategies with successes but also failures or challenges…

BP: Contradictions NPOV (“Beyond Petroleum”) and practices.

What BP did to act in line with NPOVBold move by leaving the Global Climate Coalition; industry group skeptical about climate change

BP was perceived as “leaving the church”

First oil company setting clear targets to reduce greenhouse gas emissionsSetting up own Emission Trading System (ETS), ahead Europe’s. Investments in alternative energy (2-3% of capital expenditures)

Actions contradicting their NPOVDrilling in the Arctic Wildlife RefugeThree major crisis

2005: Explosion Texas Refinery (15 people killed)

2006: Oil spill from leaking pipeline in Prudhoe Bay

2010: Oil spill Gulf of Mexico

Remark from a BP employee is telling

“The values are real, but they haven’t been aligned with our

business practices in the field. A scream at our level is, if

anything, a whisper at their level”

(BP Employee, p. 13 of Putting Profits before Safety? ECCH case study).

Appreciation and controversy

Women have been telling researchers and advertisers for years that they would be more responsive to ‘real’ women and, finally, they’ve been heard Martha Berletta, expert on issues in marketing to women.

In a survey, 79% of respondents agreed with statement: “It’s great, finally some ads with everyday women”.

“Any change in the culture of advertising that allows for a broader definition of beauty and encourages women to be more accepting and comfortable with their natural appearance is a step in the right direction. But embedded within this is a contradiction. They are still saying you have to use this product to be beautiful”. Psychologist Mary Pipher

How Dove responded to critiques

“We are telling them we want to take care of themselves, take care of their beauty. That is very different from sending them the message to look like something they’re not.”

Deb Boyda, managing partner at Ogilvy and Mather, Chicago (Dove’s PR agency)

The product “is for women of all shapes and sizes, and a lot of women want firming products. It’s about feeling good about yourself. And that’s about bringing products that matter to women…Let’s face it, if you had a firming product, and you had a size 2 woman selling it, what would really be the contradiction.”

Stacie Bright, a Unilever spokesperson

What can we learn from these failures and challenges?

• Should BP have stayed away from voicing their “Beyond Petroleum” viewpoint? How far can companies stretch the gap between aspirations and operational realities?

• Will Dove succeed in earning a trustworthy position around its NPOV? Will Dove be able to sustain its NPOV over the long term? What is necessary to do?

Key take aways

In an era of rapid developments and fundamental change; stakeholders are keen to hear refreshing viewpoints that can help them advancing /solving the issues that matter to them.

Thought leaders pick up on these stakeholder desires by offering novel viewpoints that reframe the way stakeholders think about their key issues

By doing so, they not only raise their profiles but create meaningful stakeholder relationships and offer valuable insights or solutions to stakeholders

For thought leaders to be successful, organizations have to build trust around their novel viewpoints; they need to show that they are committed to their novel viewpoint; both in expression of voice and behavior

The Thought Leadership FrameworkTM may guide organizations in pursuing thought leadership that are grounded in both novelty and trust!

THANK YOU!

Mignon@leading-thoughts.com @Mignondelicia

“Our body is the home of the spirit. The place in which ideas live. Our body is a meeting place where our different experiences converge, mix and grow, creating a colossal archive.”

www.jaumeplensa.com

• With her company Leading Thoughts, Mignon supports organisations on making choices about thought leadership strategies. She supports them with developing or strengthening a novel viewpoint and to align this with their strategy, identity ,activities and performances. She helps with the development of a communication strategy, measuring the impact of the strategy and how to further improve.

• She also offers in-company presentations or consults to organizations that are keen on pursuing a thought leadership strategy, but first like to have a richer insight into its meaning and how it can be pursued.

• Mignon has further developed a 3-day Master Class on thought leadership at the Rotterdam School of Management, Erasmus University. She coaches executive students of the Rotterdam School of Management graduating in the field of strategic positioning or strategic communications.

• Mignon has a PhD in Corporate Communication and ten years of experience in research, teaching and consulting at the Corporate Communication Centre of the Rotterdam School of Management. She is skilled in taking an evidence-based approach to business problems (both qualitatively and quantitatively) and to make academic models useful for a business audience. She navigates between academic thinking and intuitive creativity and pragmatism.

• For her articles on thought leadership, see her Linkedin page.

Dr. Mignon van Halderen Owner of Leading ThoughtsThe Hague

+31 (0) 6 43 98 91 18Mignon@leading-thoughts.com

Mignon van Halderen

@Mignondelicia

APPENDIX

Thought leadership, innovation and building a visionary company

Process by which an idea or invention is translated into a good or service for which people will pay1

Translating the company’s vision (aspirations for the future) into the very fabric of the organization – into goals, strategies, tactics, programs, culture, people etc.2

1http://www.businessdictionary.com/definition/innovation.html, see also: The Oxford Handbook of Innovation, 20052Collins & Porras (1991) Organizational vision and visionary organizations, California Management Review, see reader.