ADK lands safely in China

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In order to try to keep up with the incredible growth and changes in the Aviation & Aerospace industry ADK International has added Hong Kong. Michael Lee – with many years of experience in mainly aviation manufacturing industry – has joined hands with the existing ADK team to serve you even better.

Many of you will either source products, maybe produce products in China or will be interested in delivering services or technology to China : As ACI member we’re able to give you immediate access to many of the key players in the market because of our exclusive focus on your industry: Aviation & Aerospace

Please find below an updated corporate presentation and please feel free to reach out to any of the team members from ADK for your next challenge!

Read the Presentation

What 11 CEOs Have Learned About Championing Diversity

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by Stefanie K. Johnson* – The Harvard Business Review 


The business case for diversity is clear. Diversity can boost innovation and employee engagement, and companies with greater gender and racial diversity financially outperform their peers. Yet progress within organizations has been slow – there is still a lack of women and minorities in leadership positions, and certain industries like tech and finance are lacking diversity at all levels. And many diversity programs fail. Based on evidence that diversity initiatives are more effective if they start at the top, I interviewed 11 CEOs who have made a public commitment to diversity about how they are creating more diverse workforces.


About the Interviews

I wanted to select a diverse group of CEOs from a range of companies that varied by size and industry. I chose eleven CEOs: Art Peck (Gap Inc., retail), Shira Goodman (Staples, retail), Kevin Johnson (Starbucks, food services), Marc Benioff (Salesforce, software), Susan Wojcicki (YouTube, internet media), David Cohen (Techstars, startup accelerator), Bernard J. Tyson (Kaiser Permanente, healthcare), Omar Ishrak (Medtronic, medical technology), Sallie Krawcheck (Ellevest, investing), Kathryn Maher (Wikimedia, encyclopedia), John Rogers (Ariel Investments, financial services).

The structured interviews were conducted by me over the phone, Skype, or in person, between February and June 2017. I asked three questions: Why do you care about diversity? What have you done to promote diversity? What benefits have you seen from having a more diverse company? Interviews were recorded and professionally transcribed. I read the transcripts and looked for common themes in the data.

The idea to do this study and connections with some of the CEOs came from a presentation I gave at the 2016 Billie Jean King Leadership initiative symposium.

The CEOs raised a variety of reasons for caring about diversity—the most common being that they believed greater diversity leads to greater diversity of thought, to the ability to attract and retain top talent, and to a better understanding of their customer base. Susan Wojcicki of YouTube said that diversity is necessary for preventing homogeneity, falling behind, and losing their competitive edge. And Marc Benioff of Salesforce said, “Diversity is an important part of our culture of equality. Our employees are telling us that they want to work for a company that cares about diversity, and it helps us recruit people whose values align to ours.”

Some of the programs the CEOs discussed include well-funded and executive-sponsored employee resource groups, women’s mentoring and leadership programs, cross-functional task forces, and equitable benefits. For example, Gap Inc. created a program called Women and Opportunity that aims to develop women for future leadership roles at Gap. Nearly 87% of their current female executives (versus 81% of the men) were promoted from within, and 18% of them got their start in a Gap store. YouTube offers paid parental leave to all of its employees as an effort to keep more women in tech. Staples requires its 35 senior vice presidents to sponsor high-potential female talent for leadership positions.

My interviews with the CEOs highlighted four key lessons that other leaders should keep in mind when trying to make their organizations more diverse and inclusive.

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Being the Boss in Brussels, Boston, and Beijing

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By Erin Meyer – The Harvard Business Review

Problems like this manager’s are widespread. In many years of researching, consulting, and teaching executives and managers in hundreds of global companies, I’ve found that it’s common for people from different countries to grapple with mutual incomprehension. Often that’s because managers fail to distinguish between two important dimensions of leadership culture.


The first of these is the one we’re most familiar with: authority. How much attention do we pay to the rank or status of a person, and how much respect and deference do we pay to that status? On this dimension, the Japanese are clearly more hierarchical than Americans. The positions are reversed, however, when we look at the second dimension: decision making. Who calls the shots, and how? Does the boss decide, or does the team decide collectively? On this dimension, which is often overlooked, the Japanese are more consensual than Americans.

The management approach that works in Lagos won’t be as effective in Stockholm.

Approaches to authority and decision making are not the only ways in which cultures differ, but they are arguably the most important in the leadership context. And if international managers confound the two, they will make mistakes in adapting their leadership styles to the cultures and situations at hand.

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The revenge of the executives: jobs on the rise by 2020

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Interview to Cristina Spagna – From “La Repubblica Affari&Finanza” 


According to a research carried out by Centro Formazione Management del Terziario established in 1994 on the initiative of ManagerItalia and Confcommercio, Italy is to expect a rise in the number of upskilled managers by 2020.


The report underlines that the growing need for managers will be driven by the greatly complex digital organization and by the creation of new businesses. While it rings as definitely good news to the ears of current and would-be managers, it does not mean one can afford to passively watch success go past. As a matter of fact, market outlets will open up solely for professionals meeting three chief requirements: relational and negotiating skills, vision and intuition, sharing and transfer of know-how. Therefore, although digitalization paves the way to new skills, eventually only the most flexible managers will make headways.

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The Elements of Value: Measuring What Consumers Really Want

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By Eric AlmquistJohn Senior, and Nicolas Bloch – The Harvard Business Review


When customers evaluate a product or service, they weigh its perceived value against the asking price. Marketers have generally focused much of their time and energy on managing the price side of that equation, since raising prices can immediately boost profits.


But that’s the easy part: Pricing usually consists of managing a relatively small set of numbers, and pricing analytics and tactics are highly evolved.

What consumers truly value, however, can be difficult to pin down and psychologically complicated. How can leadership teams actively manage value or devise ways to deliver more of it, whether functional (saving time, reducing cost) or emotional (reducing anxiety, providing entertainment)? Discrete choice analysis—which simulates demand for different combinations of product features, pricing, and other components—and similar research techniques are powerful and useful tools, but they are designed to test consumer reactions to preconceived concepts of value—the concepts that managers are accustomed to judging. Coming up with new concepts requires anticipating what else people might consider valuable.

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Pioneers, Drivers, Integrators, and Guardians

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By Suzanne M. Johnson Vickberg, Kim Christfort – The Harvard Business Review


Organizations aren’t getting the performance they need from their teams. That’s the message we hear from many of our clients, who wrestle with complex challenges ranging from strategic planning to change management. But often, the fault doesn’t lie with the team members, our research suggests.


Rather, it rests with leaders who fail to effectively tap diverse work styles and perspectives—even at the senior-most levels. Some managers just don’t recognize how profound the differences between their people are; others don’t know how to manage the gaps and tensions or understand the costs of not doing so. As a result, some of the best ideas go unheard or unrealized, and performance suffers.

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The Most Attractive Cities to Move to for Work

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By Kevin Randall – The Harvard Business Review 


Despite the current political headwinds blowing against globalization, companies continue to recruit talent from around the world and talented people continue to want overseas work experience.


For firms, it’s become imperative to look beyond geographic borders to attract and retain top talent. This is partly due to the fact that 77% of CEOs report being concerned about the availability of key skills, according to PwC. Seventy-seven percent also agree or strongly agree that they move talent to where they need it. Marshall Goldsmith, who has coached CEOs at dozens of global Fortune 500 companies, told me that the talent game is becoming geographically borderless. “What companies want is a leadership base that at least somewhat parallels their customer base. So you don’t have a group of leaders that doesn’t have anything in common with their customers.

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