2014年1月 のアーカイブ

January 2014 – “Why leadership-development programs fail” – a McKinsey article

In its article published January 2014 and based on interviews with hundred of chief executives: “Why leadership-development program fails”, McKinsey reveals the 4 most common mistakes leading to failed leadership development programs.

  1. First mistake: Overlooking context
  2. Second mistake: Decoupling reflection from real work
  3.  Third mistake: Underestimating mind-sets
  4. Fourth mistake: Failing to measure results

DELTANOMIX has read this article with the utmost attention and confirms that its approach as described in the “Services” page already cover those 4 points for the delivery of an optimum development program.

Do not hesitate to contact us at deltanomix@gmail.com for any further details.








ミッコ・コイヴマー氏(駐日フィンランド大使館 報道・文化担当参事官)

  • 「男女や年齢違い生かす」
  • 「家族か仕事か選ぶ必要ない国に」



杉田勝好氏(すぎた・かつよし)(アストラゼネカ株式会社 執行役員 人事総務本部長)

  • 「新しい働き方めざそう」
  • 「公平な評価働きやすさと両立」



岩瀬大輔氏(いわせ・だいすけ)(ライフネット生命保険株式会社 代表取締役社長兼COO)
小池百合子氏(こいけ・ゆりこ)(衆議院議員 自民党広報本部長)
夏野剛氏(なつの・たけし)(慶應義塾大学大学院 政策・メディア研究科 特別招聘教授)
藤森義明氏(ふじもり・よしあき)(株式会社LIXILグループ 取締役 代表執行役社長兼CEO)

  • なぜ必要か
    • 強み異なる人材で成果(岩瀬)
    • 達成すれば経済も動く(小池)
  • 問題は
    • 男性だけの経営陣が壁(夏野)
    • 鈍い政治覚悟無かった(小池)
  • リーダーとは
    • 一つの機能でしかない(岩瀬)
    • 教育すれば全員なれる(藤森)
  • クオータ制
    • 取りあえずの登用反対(夏野)
    • 広げるには有効な制度(藤森)



  • 1位 アイスランド
  • 2位 フィンランド
  • 3位 ノルウェー
  • 4位 スウェーデン
  • 5位 フィリピン
  • 105位 日本


How do you define “diversity”? What does ”promoting diversity” mean to your company? Why? Share your views with DELTANOMIX!



朝日新聞 http://www.asahi.com/articles/DA2S10893313.html



ダイバーシティーといえば、デルタノミクスのブログポスト「Three words to sustain team performance: Competency, Direction and Diversity」(英語のみ)が助かるかもしれない。


“The Focused Leader” by Daniel Goleman

December 2013 Harvard Business Review featured an interesting article by Daniel Goleman (psychologist known for his research introducing and highlighting the importance of Emotional Intelligence in the management and leadership field) called “The Focused Leader” and dubbed “How effective executives direct their own -and their organization’s- attention”.

Looking at the start of the article itself, we could read:

” A primary task of leadership is to direct attention.To do so, leaders must learn to focus their own attention. When we speak about being focused, we commonly mean thinking about one thing while filtering out distractions. But a wealth of recent research in neuroscience shows that we focus in many ways, for different purposes, drawing on different neural pathways—some of which work in concert, while others tend to stand in opposition.

Grouping these modes of attention into three broad buckets—focusing on yourself, focusing on others, and focusing on the wider world—sheds new light on the practice of many essential leadership skills. Focusing inward and focusing constructively on others helps leaders cultivate the primary elements of emotional intelligence. A fuller understanding of how they focus on the wider world can improve their ability to devise strategy, innovate, and manage organizations.

Every leader needs to cultivate this triad of awareness, in abundance and in the proper balance, because a failure to focus inward leaves you rudderless, a failure to focus on others renders you clueless, and a failure to focus outward may leave you blindsided.”

Going through the entire article, we were excited and proud to see that the focus areas for effective leadership suggested by Daniel Goleman were one-to-one matching the 3-cornerstone approach of DELTANOMIX: know, manage and align yourself, your teams and your broader environment. What an indirect recognition of our work!

For busy leaders, simply consult our DELTANOMIX blog post titled “Leader Checkpoint: 9 simple -but not easy- questions” for key questions helping you to grab our core 3-cornerstone concept (English only)

Read the full December 2013 HBR article at: http://hbr.org/2013/12/the-focused-leader/ar/1