AppMeadows

Luis Gallardo is a conscious leader who is not afraid of , , .

Luis is not stuck in his head. He is not a hostage of all encompassing theories and diagrams that seek to explain everything and resolve all the riddles and mysteries of who we are and can be.

Luis's start-up lit up global organisations such as Deloitte, Atento, Alcatel, and Microsoft so much that that Deloitte absorbed his start-up into their business.

Having served successfully as Deloitte's Global Chief Marketing Officer encompassing Brand Marketing, Communications and Corporate Reputation for over TEN years, Luis moved onto Burson-Marsteller/ Young and Rubicam.

Luis developed and executed consumer marketing practice across 25 EMEA countries at the BAV Group, generating millions in value.

Some like to crone on about the abstract, theoretical and mind-trapped models of their own making. Some people like to dream about a utopian world of idealism and perfection. Some get stuck in making money at any costs.

Luis Gallordo rises above all of these reductionist conceptions.

Luis is fearless. He has transcended the business world. He has transcended the academic and spiritualsts. Luis brings us back to our humanity.

Luis transcends and therefore is able to create the fusion between personal agility (at an individual), team agility (in the space offered by the agile manifesto), business or organisational agility that abstract models are trying to scale, through to societal agility, our humanity.

We are honored to host Luis's presentation "Happytalism: The Key to Reconnection" at the Requisite Agility, 7th - 9th December, 2021.

Please join Luis Gallardo and 20 global thought leaders at: https://www.requisiteagility.org/attend/ra-unleashed-conference.

Maladaptation has severe consequences for the clients of maladaptive organisations.

Philip Boxer asks: 'Who should be caring about maladaptation?'

Resistance or the conservation of identity, is about the way individuals use organisations through the way an organisation supports their preferred ways of ignoring, ‘strategy’ being about managing what is to be ignored in the interests of sustaining competitive advantage .

At issue here is the level at which the strategy ceiling of an organisation can afford to remain set, given the requirement for sustainability and the nature of the competitive environment .

The maladaptation arises if the ceiling cannot be lifted as needed to maintain the necessary balance.

Maladaptation shows itself as dogmatism, splitting and stalemate, the latter arising from privileging a focus on process above any focus on outcomes.

We need to to understand the costs and effects of maladaptation and leads us to become the most apparent under turbulent competitive conditions, which demands an organisation to become edge-driven.

An existing corporate culture can be impervious to such challenges, however subtle and sophisticated the analysis of the competitive environment and the imperatives it imposes for an organisation’s survival.

If the sole function of an organisation is to support the identities of its managers and stakeholders – ‘going out of business on budget’ This is not a matter of finding the right leader to exercise appropriate forms of top-down power.

Philip shares how resistance is systemic, rooted in all the small details that maintain the cohesion of an organisation’s behaviors, each one of which contributes in some way towards existing ways of using the organisation to support identifications.

Philip is providing a keynote presentation at the Requisite Agility Unleashed Conference between 7th - 9th December, 2021.

https://www.requisiteagility.org/attend/ra-unleashed-conference