Leadership Lessons from the Trenches
There are management models aplenty from prominent researchers and thinkers available to today’s business leaders. But often, real-life advice is worth more than anything you will learn in a classroom. Terry – credited with turning the small-scale supermarket into U.K.’s largest retailer through such strategies as implementing a loyalty program, monitoring shopping habits of the program’s members and acting on that data, and visiting one store each week – shares some of his most important management lessons. He also stresses that customer experience is core to nearly every business, and offers recommendations to help transform it. In a nutshell, data alone doesn’t cut it.
Turnarounds Are Tough: Don’t Be Afraid
Being a chief executive is hard. It’s even harder when corporate survival is at stake. Terry, lauded for his leadership of Tesco supermarket’s remarkable turnaround, offers one overarching message: don’t be afraid. Drawing from his personal experiences, he provides deep insights into the hard – and soft – skills needed to overcome difficult odds. He explores several key leadership and strategy “secrets” including, start with an audacious goal, know trust and confidence often trump all else, learn your competitors, and defy industry logic.
The Intersection of Big Data and Leadership
Big Data is not a buzzword or a fad; it’s a movement and a business growth strategy – and it’s not going away. Big Data, and particularly its role in bolstering customer relationships, will continue to be one of the most impactful business drivers over the next decade, predicts Terry. But, as the former Tesco CEO warns, organizations must transform both their structures and their leadership approach to reap the rewards. He says it requires radically different thinking, new organizational structures and processes, and new leadership skill sets to interpret and connect data in more creative and meaningful ways. Terry discusses how to find the right combination of data and technology to change customer relationships and the business trajectory, and emphasizes that Big Data on its own is not enough; values, culture and purpose matter just as much, if not more