Category Archives: collaboration

Re-Thinking for a New Era

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Re-Thinking for a New Era

GUEST POST from Janet Sernack

In our last blog, we proposed, rather than living in a world where everyone hates to fail, why not adopt a rethink, respond, regroup, thrive pattern, and experience failure as an opportunity for change, unlearning, and re-thinking? Adopting this approach supports your human-centricity and enables you to become future-fit through developing your set of 21st-century superpowers in the face of the acute disruption of COVID-19. This is reinforced by Adam Grant, in his book “Think Again” (the power of not knowing what you don’t know) where he states that we are living in a time vital for re-thinking to help us become adaptive and agile and develop our future fitness to thrive in a disruptive, uncertain world.

Critical Art of Re-Thinking

The critical art of re-thinking involves being actively open-minded, hearted, and willed:

  • To learning, and possibly re-learning how to effectively question your own beliefs, mindsets, assumptions, opinions, and habits;
  • Through connection, association, detachment, and discernment to these qualities in other people’s minds and hearts;
  • And to then put our “mental pliability” and “emotional agility” to the test by creating the time and space for re-thinking with a new “set of goggles” and revising our views based on what we learn.

This potentially benefits everyone because it allows us to upgrade and update our points of view and expand our understanding of the world, we are all living in today and build our future fitness.

It also positions us for change innovation and excellence in the way we transform our approach to work and share our wisdom in life.

Making time and space for re-thinking

  • The vital role of unlearning

Embracing human-centricity and a future-fit focus involves unlearning and letting go of many of our old beliefs, mindsets, assumptions, opinions, and habits embedded in our habitual feeling and thinking systems.

Being able to discern which of these are now incomplete, ineffective, and irrelevant as we adapt, and serve people, teams, and organisations to survive, grow, and develop future fitness to thrive in the post-Covid-19 world.

Unlearning is not about forgetting, it’s about paying deep attention and developing the awareness to see, and safely and courageously step outside of our old thinking systems, mental models, biases, and paradigms.

  • Being intellectually humble

Being intellectually humble involves “knowing what we don’t know” and being inquisitive and curious enough to explore new discoveries, and pay deep attention, and be consciously aware of the rich and valuable rewards to be found in the “unknown”.

Most of us are unconsciously motivated to move away from change and learning as a result of “blindness” to our learning or survival anxieties (Schein), and the need to cover up our “learning incompetence” (when people pretend to know things they don’t).

The willingness to be actively open-minded, hearted, and willed and embrace intellectual humility helps us see things clearly and moves us towards overcoming our blind spots and weaknesses.

Re-Thinking in a Disconnected and Disruptive Era

  • Thinking, fast and slow

Daniel Kahneman, in his book “Thinking Fast and Slow,” describes the “machinery of … thought,” dividing the brain into two agents, called System 1 and System 2, which “respectively produce fast and slow thinking.”

For our purposes, at ImagineNation™, in our group, leadership, and team coaching programs, these can also be thought of as intuitive and deliberate thought.

  • Introducing System 3 thinking

My colleague, Peter Webb (www.peterjwebb.com), has added to this work by researching and validating a System 3 which he describes as considerative, which is complementary to our approach to thinking differently at ImagineNation™.

  • System 1 operates automatically and quickly, with little or no effort and no sense of voluntary control. it is intuitive, quick, and emotional.
  • System 2 allocates attention to the effortful mental activities that demand it, including complex computations. The operations of System 2 are often associated with the subjective experience of agency, choice, and concentration. It is deliberative in that is rational and calculated.
  • System 3 thinking is more considerative, thoughtful, and consequential in that it enables you to focus on what really matters, discern what makes common sense, make small decisions and take small actions to find out what works best, be compassionate, regulate your emotions and develop a tolerance for divergent values.

You can explore more these three thinking systems, and initiate your own re-thinking process by contacting Peter at https://www.peterjwebb.com/

Initiating Your Re-Thinking Strategy

  • Developing a habit of reflective practices

Our innovation coaching, leading, and teaming learning programs involve developing a regular reflective practice –which according to Turner, Lucas & Whitaker, in the learning and coaching context is:

“the ability to step away from your work and identity patterns, habits, strengths, and limitations in your work, and/within the system you work in.”

  • Pause-retreat-reflect cycle to catalyse re-thinking

At ImagineNation™ to initiate the re-thinking process, through partnering with clients to be actively open-minded, hearted, and willed through our “pause-retreat-reflect-reboot” cycle.

To support the development of the new habit, we include:

  • A personal reflection practice involves initiating or continuing a mindfulness activity.
  • A set of regular reflection activities which include different sets of reflective and generative questions.
  • Journaling processes, incorporating the CCS Cards for play and critical reflection for our clients to experiment with.

This involves practicing a set of regular retreat and reflection activities involving safely and intentionally enabling people to deeply listen and question and paradoxically dance across the 3 thinking systems simultaneously.

Enhancing your own and your team’s capability to do this will transform your approach to work, harness people’s collective intelligence to share their wisdom in life with the world, and develop future fitness to master challenges and solve problems as they arise.

  • Shifting to re-thinking
  1. Interrupt their habitual “do-feel-think” cycles (doing stuff that may not deliver the results you want, feeling the awful emotions that result from mistakes, imperfection, and failure, then thinking what to do about it).
  2. Create “stop signals” to affect a pause, long enough to stop doing stuff and become present to the range of emotions to calm down their nervous system.
  3. Connect, associate with and acknowledge how they might be feeling at this unique and specific moment in time.
  4. Pay deep attention to observing their operating thought patterns, with detachment and discernment.
  5. Intentionally choose a desired future state or outcome.
  6. Consider the impact of their feelings and thoughts on the results they are getting.
  7. Deliberate, consider and quickly choose more resourceful visceral and feeling states that compels (pulls) and mobilise them to achieve the desired future state or outcome.
  8. Finally, deliberate, consider and quickly choose more resourceful thought and feeling patterns to choose the most intelligent actions to take to achieve the desired future state or outcome.

The result is usually the development of a re-thinking process that has evolved from “do-think-feel” to “feel-think-do” (connecting to a desirable outcome, feeling present, thinking about the most intelligent thoughts and actions to embody and enact to get there, saving both time and money on wasted activities, avoiding mistakes and failures, to get to their desired future state.)

A Final Word on the Benefits of Re-Thinking

Taking just a moment to pause-retreat-reflect catalyses our rethink, respond, regroup, thrive pattern and creates opportunities for change, unlearning, and re-thinking. It is also a vital ingredient towards developing peoples’ future fitness.

Enabling us to appreciate the value of tuning into ourselves and into others, to leverage our emotional and mental muscles, towards actively creating the space for evoking and provoking different options and creative choices.  Which better enable and empower us to re-think about being, thinking, and acting differently in a new age, impacted by the technologies created by accelerated digitization.

We can then perform at higher levels, achieve our desired outcomes and goals, interact, lead and team more effectively and develop functional and highly valued collaborative relationships with others, as well as with stakeholders and customers.

To leverage the current turning point, and develop our 21st-century superpowers, to co-create a more equitable, resilient, sustainable, human-centric, and future-fit environment, within an ever-changing landscape.

Join Our Next Free “Making Innovation a Habit” Masterclass to Re-Engage 2022!

Our 90-minute masterclass and creative conversation will help you develop your post-Covid-19 re-engagement strategy.  It’s on Thursday, 10th February at 6.30 pm Sydney and Melbourne, 8.30 pm Auckland, 3.30 pm Singapore, 11.30 am Abu Dhabi and 8.30 am Berlin. Find out more.

Image credit: Unsplash

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Case Studies: Successful Innovations Driven by Collaboration

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Case Studies: Successful Innovations Driven by Collaboration

GUEST POST from Art Inteligencia

In today’s fast-paced and rapidly evolving world, successful organizations understand that innovation is crucial for staying ahead of the competition. However, innovation is not a one-person job. It requires collaboration and the ability to bring together diverse perspectives, skills, and experiences. This is where case studies of successful innovations driven by collaboration come into play.

Case Study 1: Apple and Nike Partnership

One such example is the partnership between Apple and Nike that led to the creation of the Nike+ running sensor. Apple, known for its sleek design and innovative technology, collaborated with Nike, a leader in athletic apparel and footwear, to create a product that revolutionized the way people track their workouts. By combining Apple’s expertise in technology with Nike’s knowledge of the fitness industry, the two companies were able to create a product that seamlessly integrated into users’ lives and provided valuable data to help them improve their performance.

Case Study 2: IBM and Memorial Sloan Kettering Cancer Center

Another example of successful innovation driven by collaboration is the partnership between IBM and the Memorial Sloan Kettering Cancer Center. By combining IBM’s artificial intelligence technology with the healthcare expertise of Memorial Sloan Kettering, the two organizations were able to develop a cognitive computing system that assists doctors in diagnosing and treating cancer more effectively. This collaboration has led to faster and more accurate diagnoses, ultimately improving patient outcomes.

Conclusion

These case studies showcase the power of collaboration in driving successful innovation. By working together, companies can leverage their respective strengths to create groundbreaking products and services that have a positive impact on society. As we continue to navigate a world that is increasingly interconnected, it is essential for organizations to embrace collaboration as a key driver of innovation. The success stories of Apple and Nike, as well as IBM and Memorial Sloan Kettering, serve as powerful examples of what can be achieved when companies come together to solve complex problems and drive positive change.

Bottom line: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Unsplash

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The Power of Collaboration

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Creating Cross-Functional Teams for Innovative Ideas

GUEST POST from Chateau G Pato

In today’s fast-paced and rapidly changing business environment, collaboration has become more important than ever. No longer can organizations survive by staying siloed in their respective departments. Instead, successful companies are embracing the power of cross-functional teams to foster innovative ideas and drive growth.

What is a cross-functional team?

A cross-functional team consists of individuals from different departments or areas of expertise within an organization who come together to work on a specific project or problem. These teams are typically diverse, with members bringing a range of perspectives, skills, and knowledge to the table. By blending expertise from various disciplines, cross-functional teams are able to tackle complex challenges and drive creative solutions.

The Benefits of Cross-Functional Teams

One of the key benefits of cross-functional teams is their ability to break down communication barriers within an organization. By bringing together individuals from different departments, teams are able to bridge gaps and foster a culture of openness and collaboration. This can lead to increased productivity, improved decision-making, and more innovative ideas.

Additionally, cross-functional teams are better equipped to tackle complex problems that require diverse skill sets. By leveraging the expertise of team members from different areas, organizations can develop more comprehensive solutions that take into account a variety of perspectives.

Case Study 1: Apple Inc.

A prime example of the power of cross-functional teams can be seen at tech giant Apple Inc. Known for its innovation and sleek design, Apple relies heavily on cross-functional teams to drive product development. For example, the development of the iPhone involved collaboration between engineers, designers, marketers, and supply chain experts. By bringing together individuals with different backgrounds and expertise, Apple was able to create a groundbreaking product that revolutionized the smartphone industry.

Case Study 2: Google X

Another example of successful cross-functional team collaboration can be found at Google X, the company’s secretive research and development lab. Google X is home to some of the company’s most ambitious projects, including self-driving cars and internet-beaming balloons. These projects are the result of cross-functional teams composed of engineers, scientists, designers, and business experts working together to push the boundaries of technology and innovation.

Conclusion

The power of collaboration through cross-functional teams cannot be understated. By breaking down traditional departmental barriers and fostering a culture of openness and collaboration, organizations can drive innovation, improve decision-making, and drive growth. As demonstrated by companies like Apple and Google X, the benefits of cross-functional teams are clear. As businesses navigate an increasingly complex and competitive landscape, investing in cross-functional teams is essential for staying ahead of the curve and driving success in the long run.

SPECIAL BONUS: The very best change planners use a visual, collaborative approach to create their deliverables. A methodology and tools like those in Change Planning Toolkit™ can empower anyone to become great change planners themselves.

Image credit: Pexels

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The Role of Communication in Effective Change Management

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The Role of Communication in Effective Change Management

GUEST POST from Chateau G Pato

Change is a constant in today’s business environment. Whether it’s implementing new technologies, restructuring teams, or shifting strategic directions, effective change management is crucial. At the core of successful change management is communication. The role of communication cannot be overstated, as it facilitates understanding, minimizes resistance, and builds a collaborative atmosphere. In this article, we will explore the role of communication in change management through conceptual analysis and case studies.

The Role of Communication in Change Management

Communication serves as the lifeblood of change management. It is necessary for:

  • Creating awareness about the need for change
  • Conveying the vision and objectives
  • Building stakeholder engagement and participation
  • Addressing concerns and mitigating resistance
  • Providing clarity on new roles and processes
  • Ensuring continuous feedback and improvement

Case Study 1: Transforming a Global Manufacturing Enterprise

Background

Global Manufacturing Co. (GMC) was facing critical operational inefficiencies, leading to high production costs and prolonged delivery times. To remain competitive, GMC decided to undergo a comprehensive digital transformation aimed at streamlining operations and increasing productivity.

Challenges

The enterprise was highly decentralized, with multiple facilities operating independently across different countries. Each facility had its well-entrenched way of doing things. Resistance to change was high due to a lack of understanding and fear of job displacement.

Approach

The leadership at GMC recognized that communication was key to overcoming these challenges. They developed a multi-faceted communication strategy that included:

  • Initial Town Hall Meetings: To inform employees about the reasons for the transformation and the expected benefits.
  • Regular Newsletters: Keeping everyone updated with the latest developments, successes, and upcoming milestones.
  • Feedback Channels: Establishing open lines for employees to express their concerns and suggestions anonymously or openly.
  • Training Programs: Providing information and skill-building sessions to prepare employees for new technologies and processes.

Results

The comprehensive communication strategy facilitated a smoother transition by reducing resistance and increasing engagement. Employees felt informed and valued, which led to faster adoption of new practices and technologies. Within two years, GMC saw a 20% reduction in production costs and a 35% improvement in delivery times.

Case Study 2: Cultural Change in a Tech Startup

Background

RapidInnovate, a tech startup, was scaling quickly. Initially, the company thrived on a culture of freewheeling innovation and minimal hierarchy. However, as the company grew, this very culture started to create inefficiencies and misalignments. The leadership realized the need for a more structured yet agile cultural framework.

Challenges

The startup’s team was extremely diverse, featuring a broad spectrum of cultures, experiences, and working styles. The initial announcement of the cultural shift created anxiety among many employees who valued the existing open culture.

Approach

To ensure the new cultural framework was accepted and integrated effectively, RapidInnovate employed a robust communication plan:

  • Small Group Discussions: Leaders engaged in intimate discussions with smaller teams to explain the vision behind the cultural shift and how it would benefit everyone.
  • Storytelling: Using real-life examples of how the new culture could solve existing inefficiencies and misalignments.
  • Workshops: Conducting interactive workshops where team members could voice their opinions and contribute to developing the new cultural elements.
  • Visual Aids: Creating infographics and videos to easily communicate complex concepts and keep everyone aligned visually.

Results

The approach allowed for transparency and inclusiveness, which were instrumental in the success of the initiative. The new cultural framework was implemented smoothly and led to a more aligned, efficient work environment while retaining the innovative spirit. Employee satisfaction improved, and the company saw a 25% increase in overall productivity.

Conclusion

Effective communication is not just a component but the backbone of successful change management. It ensures that all stakeholders are on the same page, reduces resistance, and fosters an environment of collaboration and continuous improvement. The case studies of GMC and RapidInnovate illustrate that, regardless of the nature and scale of change, a well-thought-out communication strategy is indispensable for achieving desired outcomes.

SPECIAL BONUS: The very best change planners use a visual, collaborative approach to create their deliverables. A methodology and tools like those in Change Planning Toolkit™ can empower anyone to become great change planners themselves.

Image credit: Pexels

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Tapping into the Sharing Economy

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How Collaborative Consumption Drives Sustainability

Tapping into the Sharing Economy: How Collaborative Consumption Drives Sustainability

GUEST POST from Art Inteligencia

In recent years, the concept of the sharing economy has gained significant traction, with many individuals and businesses embracing the idea of collaborative consumption. This shift towards sharing resources, goods, and services is not only changing the way we consume, but also driving sustainability efforts across various industries. By redefining traditional notions of ownership and promoting a culture of sharing, collaborative consumption is proving to be a key driver in the fight against environmental degradation and resource depletion.

Case Study 1: Uber and Lyft

One of the most well-known examples of collaborative consumption is the rise of ride-sharing platforms such as Uber and Lyft. These services have revolutionized the way people commute in urban areas, providing a more efficient and cost-effective alternative to traditional taxi services. By connecting riders with drivers who are already heading in the same direction, ride-sharing platforms reduce the number of cars on the road, leading to decreased congestion and lower carbon emissions. In addition, the sharing of rides helps to optimize the use of existing resources, making transportation more sustainable in the long run.

Case Study 2: Airbnb

Another compelling case study of collaborative consumption driving sustainability is Airbnb, the popular accommodation-sharing platform. By enabling individuals to rent out their spare rooms or entire homes to travelers, Airbnb promotes the efficient use of existing housing stock and reduces the need for new hotel developments. This not only benefits hosts financially but also helps to alleviate the strain on local infrastructure and resources. Additionally, Airbnb encourages a more personal and authentic travel experience, fostering connections between hosts and guests and promoting cultural exchange.

Conclusion

Overall, the sharing economy presents a promising avenue for promoting sustainability and reducing the environmental impact of our consumption habits. By embracing the principles of collaborative consumption, individuals and businesses can contribute to a more sustainable future while also benefiting from increased efficiency and cost savings. As we navigate the challenges of climate change and resource scarcity, tapping into the sharing economy may just be the key to creating a more resilient and equitable society for generations to come.

Bottom line: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Pixabay

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10 Clever Ways to Stop Ideation Bullies from Hogging Your Brainstorming Sessions

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10 Clever Ways to Stop Ideation Bullies from Hogging Your Brainstorming Sessions

GUEST POST from Howard Tiersky

Whether you’re responsible for digital transformation or just trying to improve a product, process or marketing program, coming up with ideas is almost always an important part of success.

And one way you can create ideas is by bringing everyone together in some sort of brainstorming activity.

But sometimes you find that you’ve invited someone who’s not going to let anyone else talk — someone who is so certain they have the right answers that they take all the oxygen in the room — the ideation bully.

The Ideation Bully has an idea of how “it” should be done and they are so insistent about it that it’s almost not worth having a session because nobody has the energy or the desire to fight with this person.

Fortunately, there are certain tactics that you can use to diffuse the problem and prevent those troublemakers from throwing a monkey wrench into everything you’re trying to do.

Here are 10 ways to Handle Ideation Bullies

1. Choose your Brainstormers

One option is to simply not invite somebody who is known to be a troublemaker if you predict that that person is going to tank the effort to bring people together and generate ideas.

If their ideas are important, there’s always an opportunity to give them input in another way, such as asking them to send you a list of their ideas.

But there can be downsides to this as your primary approach. If that person is politically very important, then excluding them may not be wise.

Additionally, that individual may actually have good ideas to contribute, it’s just that they have a habit of “over-contributing.”

And lastly, sometimes you don’t know in advance who will show up as an “ideation bully.”
Someone who is otherwise quite reasonable and collaborative may get “triggered” by a given topic and transform into a problem.

2. Align on the Goals of the Meeting

Sometimes people who are trying to throw out ideas and who are behaving like bullies aren’t on the same page of what you’re there to ideate about.

Focus on what you want to accomplish and make sure everyone understands what the definition of victory is.

Set some ground rules so that if people start to pull you off topic, you can call them out while still being respectful of the point that they’re making.

3. Leave Rank at the Door

It’s best if the most senior person in the room lets everybody know that we really want everyone’s ideas and definitely doesn’t use their rank to influence the discussion (once all the ideas are on the table they can always later use their position of authority to determine which ideas will be implemented).

In fact, we have a fun acronym we use to highlight this challenge: HIPPO (Highest Paid Person On-hand).

Of course, not just because you’re the highest paid person doesn’t necessarily mean you’re a bully.

But you can be if you come in there and prevent your team from generating a lot of ideas.

It’s a good idea if the HIPPO speaks last because once they’ve spoken, it can be hard for people to feel like they should contradict.

Another strategy is to have the senior person wait for everyone to finish the session and then just bring them the results of the meeting to assess.

4. Insight Before Ideas

You want to seed people with information beforehand.

One way that people bully during ideation is they come in with supposedly their own set of facts, which may or may not really be facts.

It’s very easy to bully people with fake facts when others don’t have them.

You’re not going to have every insight, every piece of information, but nevertheless thinking about what’s the key information that the group should be fed in advance will help neutralize the ideation bullies.

5. Define the Goal of Generating a Set Number of Ideas

Acknowledge that your goal is to create a whole bunch of different ideas so that you can later assess them.

So when the ideation bully comes, they won’t be able to drown out everybody else because you are compelled to keep going until you get your target number of ideas.

You can always assure the bully that if their ideas are really the best, then you’ll probably wind up picking it.

6. The Possibility Frame

You can always say to somebody, is it possible there’s another idea?

Is it possible there’s a better idea?

Is it possible there’s a way of improving on this idea?

And it’s very difficult even for a bully to say absolutely not.

They just have to basically be willing to down-and-out insult every single person in the room if they want to say there’s no one there that could possibly come up with an idea that’s better than that.

Usually in most corporate environments, someone is not going to go that far.

When you can acknowledge that it’s always possible that there’s another idea, a better idea, or a way of improving the idea, then you have diffused the bully’s ability to crowd out other ideas.

7. The Hypothesis Frame

Any idea is just a hypothesis. It’s just a theory that it might be the solution to a problem.

So whatever idea you have, you don’t know for sure that it’s going to work until you test it through some kind of market research.

When you accept the hypothesis frame, the bully will not be able to shut down other ideas without presenting informational points that suggest their own idea is the best solution.

8. Evidence Quantity per Idea

Identify all the data and see how much evidence we have for each idea.

Sometimes the bully has a strong opinion that their idea is the right answer even when they have no data to support that claim.

We have a fun acronym for those sub variety of ideation bullies as well. We call them the ZEBRAs (Zero Evidence But Really Arrogant).

We want to give ZEBRAs the opportunity to present their facts but also do the same for other ideas.

This helps you prioritize and evaluate the ideas that your team generates.

9. Use Breakouts to Avoid Filibusters

When you have 10, 15, 20 or even more people that are ideating, it can be good to break them into teams and let each team brainstorm separately.

They can later come back together and each team can share what they’ve come up with.

That can be a healthy way of ideating if you have somebody who tries to bully everybody not follow the rules.

At least if you put them in breakouts, they can only do that with part of the group.

It may not solve the problem 100%, but at least then you have groups which don’t have that person and therefore can be productive.

Hopefully, some of these other strategies will help manage that person in the breakout that they’re in.

10. Create Structures with Timing and Turns

Instead of just having a freewheeling conversation, there’s this structure where everyone waits their turn and has their say.
But then there’s a process of making sure that that’s timeboxed and we move on to the next person.

That’s another way of making sure that each person gets their time and that the person who otherwise would want to take over and dominate will find it harder to bully everybody because there are rules.

You don’t need all of those tactics. You can pick just a few, even depending on your situation.

And I’m confident that you will find that you can master handling ideation bullies so that they can potentially still have their say, but it doesn’t disrupt everything you’re trying to do in terms of coming up with great ideas.

Check out my Wall Street Journal bestselling book, Winning Digital Customers, where I go into great length on a wide range of ideation practices in the context of product development and the creation of great customer experiences. It will show you the step-by-step process for coming up with ideas that lead to successful products in the market. You can download the first chapter for free by clicking this link https://WinningDigitalCustomers.com.

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Creating 21st Century Transformational Learning

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Creating 21st Century Transformational Learning

GUEST POST from Janet Sernack

I was privileged to attend one of the first Theory U; Presencing Leadership for Profound Innovation and Change Workshops presented by the Sloane School of Management, in Boston in 2008. This means that I have been able to observe, engage with and participate, from both Israel and Australia, in the evolution of Presencing and Theory U as powerful resources and vehicles for effecting profound transformational change and learning.

Intentional Change and Learning

I have seen and experienced the growth of the global Presencing community, as it transformed from a small, diverse, thought-leading group in the USA, seeding a range of deeply disruptive core concepts, as described in their groundbreaking book – Presence: Human Purpose and the Field of the Future into a global movement.

Where they introduced a radical new theory about change and learning, I also participated in its evolution into its current manifestation, as a global movement for profound transformational change. Which seeks to create, within the whole system, intentional shifts that break old patterns of seeing and acting that continually create results, on a planetary level, that are no longer needed or wanted. Achieving this by encouraging deeper levels of attention and intention, as well as deep and continuous learning, to create an awareness of the larger systemic whole, ultimately leading to us to adopt new and different mindsets, behaviors, actions, and systems that can help to shape our evolution and our futures.

A Turning Point

It is suggested by many, that we are at a turning point, a critical moment in time, where all of us, individually and collectively, have the chance to focus our attention toward activating, harnessing, and mobilizing transformational change and learning to shape our evolution and our futures intelligently. To maximize the emergence, divergence, and convergence of new patterns of consumer and business behaviors that have emerged at extraordinary speed and can be sustained over long periods of time because digitization, coupled with the impact of the global pandemic, have accelerated changes faster than many of us believed previously possible.

Paradoxically, we are facing an uncertain future, where according to the World Economic Forum Job Reset Summit – “While vaccine rollout has begun and the growth outlook is predicted to improve, and even socio-economic recovery is far from certain” no matter where you are located or professionally aligned.

Leveraging the Turning Point

This turning point, is full of possibilities and innovative opportunities potentially enabling organizations, leaders, teams, people, and customers to embrace the opportunity to change and learning in creative and inventive ways to shape our evolution and to co-create our futures, in ways that are:

  • Purposeful and meaningful,
  • Embrace speed, agility, and simplicity,
  • Scale our confidence, capacity, and competence through unlearning, relearning, and innovation.

Resulting in improving equity for all, resilience, sustainability, growth, and future-fitness, in an ever-changing landscape, deeply impacted by the technologies created by accelerated digitization, by putting ourselves into the service of what is wanting to emerge in this unique turning point and moment of time.

Forward-looking leadership

This is validated by the Boston Consulting Group (BCG), who outlined, in a recent article the key strategies employed by most innovative companies in 2021 that “forward-looking leaders soon looked to broader needs affecting their companies’ futures, such as resilience, digital transformation, and customer relevance”.

Realizing, like the authors of Presence: Human Purpose and the Field of the Future, the need to build the systemic ability to drive change, learning and innovation, by transforming their ambitious aspirations into real results through:

  1. Clarifying a clear ambition: that is meaningful and purposeful, compelling and engaging that aligns to people’s values and helps build “one team” mindsets.
  2. Building systemic innovation domains: that are strategically and culturally aligned, enabling people and technology to connect, explore, discover, design, and deliver the ambition through making changes and learning, collective and ecosystems approach that provides clear lines of sight to stakeholders, users, and customers.
  3. Performance management: that acknowledges and rewards collaborative achievements, results in transformational change and learning through smart risk-taking, experimentation and drives accountability, and celebrates success.
  4. Project management: that provides rigor and discipline, through taking a human-centered, and agile approach that allows people and teams to make the necessary shifts in assigning and delivering commercially astute, ambitious, radical, and challenging breakthrough and Moonshot projects.
  5. Talent and culture: by exercising leadership that brings people and teams together, collaborating by fostering openness, transparency, permission, and trust so people can safely unlearn, relearn, adapt and innovate. By supporting and sponsoring change initiatives, by harnessing and mobilizing collective genius, by granting prestige to innovation roles and valuing radical candor, generating discovery and challenges to the status quo.

A Moment in Time

Some thirteen years later, in a recent Letter, Otto Scharmer, one of the original authors of the Presence book, shared with the global Presencing community, that it:

“feels as if we have collectively crossed a threshold and entered a new time. A time that was there already before, but more as a background presence. A time that some geologists proposed to refer to as the Anthropocene, the age of humans. Living in the Anthropocene means that basically all the problems, all the challenges we face on a planetary scale are caused by… ourselves”.

He then stated that “Being alive at such a profound planetary threshold moment poses a critical question to each and every one of us: What is my response to all of this, what is our response to this condition, how am I – and how are we – going to show up at this moment?

Showing up at this moment

Change and learning today involve people, developing their knowledge, mindsets, and behaviors, skills and habits. So, making a fundamental choice about how you wish to show up right now, as a leader or manager, business owner or employee, consultant, trainer, or coach, is crucial to making your contribution and commitment to shaping your own individual, and our collective evolution and our futures.

Taking just a moment

It may, in fact, be beneficial, to take just a moment – to hit your pause button, retreat into reflection, stillness, and silence and ask yourself Otto’s question – how am I, and how are we as a business practice, team or organization going to show up at this moment?

Drawing on my experience as an innovative start-up entrepreneur in Israel, people can either be forced to change and learn through necessity, conflict, and adversity in order to survive. Alternately, they can choose to change through seeing the world with fresh eyes, full of possibility, positivity, optimism, and self-transcendence, to innovate and thrive.

  • How might you develop the courage to make transformational and systemic changes and learning and innovation your key priorities to survive through necessity and adversity, or thrive through unleashing possibilities, optimism, and positivity?
  • How might you develop the compassion to focus on developing both customer and human centricity in ways that are purposefully meaningful and aligned to people’s values and contribute to the good of the whole (people, profit, and planet)?
  • How might you be creative in transforming your time, people, and financial investments in ways that drive out complacency, build change readiness and deliver the deep and continuous change and learning that equips and empowers people to deliver tangible results that are valued, appreciated, and cherished, now and in the future?

Not only to take advantage of the moment in time but to also use transformational change and learning to extend your practice or organizations future fitness and life expectancy, because, according to a recent article in Forbes –  “Half of the giants we now know may no longer exist by the next decade. In 1964, a company on the S&P 500 had an average life expectancy of 33 years. This number was reduced to 24 years in 2016 and is forecast to shrink further to 12 years by 2027”.

This is the final blog in our series of blogs, podcasts, and webinars on Developing a Human-Centric Future-Fitness organization.

Find out about our learning products and tools, including The Coach for Innovators Certified Program, a collaborative, intimate, and deep personalized innovation coaching and learning program, supported by a global group of peers over 8-weeks, starting Tuesday, October 19, 2021.

It is a blended and transformational change and learning program that will give you a deep understanding of the language, principles, and applications of a human-centered approach and emergent structure (Theory U) to innovation, within your unique context.  Find out more

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Re-Skilling and Upskilling People & Teams

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Re-Skilling and Upskilling People & Teams

GUEST POST from Janet Sernack

The pandemic has increased the pace of change in a digitally accelerated world, and at the same time, it is forcing organizations, leaders, and teams to become more purposeful, human, and customer-centric. Where managing both the future and the present simultaneously requires people to unlearn what has worked in the past and relearn new mindsets and behaviors as to what might be possible, useful, and relevant in the future.

This is crucial to enabling people to perform at their best, and it requires investment in reskilling and upskilling people to be future-fit to meet the needs of previously unheard-of occupations, newly emerging flexible job options. All of which are being transformed by the pandemic, coupled with technologies created by accelerated digitization. Where organizations, leaders, and teams can increase speed, agility and improve simplicity and strategically generate new ways of tapping into the power of and harnessing and mobilizing people’s collective intelligence.

To better enable them to balance and resource organizational digital, agile, or cultural transformational initiatives with the needs of its people, users, customers, and communities, and execute them accordingly.

Collective Intelligence

Collective intelligence is group intelligence that emerges from the collaboration, efforts, and engagement of diverse groups, tribes, teams, and collectives. Which poses a great opportunity, which is also critical to recovery, for organizations to attract, retain, manage and leverage talent  through reskilling and upskilling people to be future-fit by:

  1. Enhancing flexible work options

The recent World Economic Forum Job Reset Summit reported that – “in 2020, the global workforce lost an equivalent of 255 million full-time jobs, an estimated $3.7 trillion in wages and 4.4% of global GDP, a staggering toll on lives and livelihoods.”

McKinsey & Co in a recent article state that – as many as 25 percent more workers may need to switch occupations than before the pandemic.

This means that in a hybrid work environment, without the constriction of location, and with the ability to leverage connection digitally, at little, or no cost, there is a greater talent pool to draw from. Including, according to a recent Harvard Business Review article “What your future employees want most” untapped pools of talent such as the “home force” which includes bringing people back into the workforce including people who put their careers on hold due to raising children, caring for the elderly and retired baby boomers.

It also means that some people will be more likely to prioritize lifestyle (family and personal interests) over proximity to work, and will pursue jobs in locations where they can focus on both – even if it means taking a pay cut. Workers will be more likely to move out of cities and other urban locations if they can work remotely for a majority of the time, creating new work hubs in rural areas.

  1. Measuring the value delivered and not the volume

Designing people and customer-centric work experiences, roles gives people the space to unlock their full potential, maximize their impact by delivering transformative results that contribute to the common good and to the future of humanity.

It also encourages cross-fertilization of creative ideas through teaming and networking, maximizing the power of collaboration and collaborative technologies to create and capture value, through inventing new business models, services, and products that users and customers appreciate and cherish.

  1. Prioritizing continuous learning, reskilling and upskilling

At the same time, customer expectations and preferences are also constantly changing, giving rise and opening doors to new roles and opportunities, that may have never previously existed.

Organizations also need to discover and explore new ways of competing and future-proofing against uncertainty and disruption. They also need to invent new ways of boosting productivity and improving efficiency, through adapting and flexing to flow with the new reality and to ultimately grow and thrive within it.

There are also opportunities to solve complex problems by increasing reciprocity and collaboration through cross-functional partnerships, collectives, tribes, and ecosystems, designed to capture and deliver value co-creatively.

Continuous learning

Reskilling and upskilling people to be future-fit by maximizing collective intelligence require disrupting complacency and stagnation and creating an environment of continuous learning and trust.

Where people are focused on delivering a great customer experience and have the permission and safety and are “allowed” to:

  • Value and leverage differences and diversity in ways that evoke, provoke, and create new ways of being through unlearning, and through relearning to adopt a beginner’s mind, develop a paradox lens, and elastic thinking strategies to pivot quickly into new roles and structures as situations demand.
  • Challenge the status quo, by withholding judgment and evaluation, through developing vital generative questioning, listening, and debating skills to deep dive into and unleash creative and inventive ideas.
  • Continuously learn, to remain both agile and adaptive, collaborative and innovative, to discover, evolve, and grow talent in ways that are both nimble and sustainable.
  • Create lines of sight between strategy, structures, systems, people, and customers, identifying and maximizing interdependencies, through intentional collaboration where everyone knows that their efforts contribute to, and make a difference to the delivery of organizational outcomes.
  • Provide rigor, discipline by driving accountability and by constantly measuring and sharing feedback and results to allow for engaging people in continuous learning, iterative process, and real-life pivots.

Leveraging collective genius

Only by prioritizing reskilling and upskilling people to be future-fit organizations will leverage people’s collective genius and enhance their agility to survive and thrive, flow, and flourish in a VUCA world.

Organizations that are future-focused will create meaningful and purposeful hybrid workplaces that increase peoples’ job satisfaction and support.  That provides flexible work options, continuous learning, and focus on generating value delivery will build people’s loyalty and retention and lower hiring costs over time.

An uncertain future

According to the World Economic Forum Job Reset Summit – “While vaccine rollout has begun and the growth outlook is predicted to improve, and even socio-economic recovery is far from certain”.

Yet, with so much uncertainty about the future, there is one thing that we can all control and is controllable, are our mindsets – how we think, feel, and choose to act in any situation, especially in our communication, problem-solving, and decision-making processes.

All of us have the freedom to choose, to develop our independent wills, and create new ways of being, thinking, feeling, and doing – to meet the needs of a wide range of previously unheard-of occupations that are emerging, to provide more flexible, meaningful and purposeful job options.

To leverage the current turning point, which is full of possibilities and innovative opportunities for enabling organizations, people, and customers to be more equitable, resilient, sustainable, and future-fit, in an ever-changing landscape, impacted by the technologies created by accelerated digitization.

This is the next blog a series of blogs, podcasts, and webinars on Developing a Human-Centric Future-Fitness organization

Find out more about our work at ImagineNation™

Find out about The Coach for Innovators Certified Program, a collaborative, intimate, and deep personalized innovation coaching and learning program, supported by a global group of peers over 8-weeks, starting October 19, 2021. It is a blended learning program that will give you a deep understanding of the language, principles, and applications of a human-centered approach to innovation, within your unique context. Find out more.

Image credit: Pixabay

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Collaborative Tools for Virtual Innovation Projects

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Empowering Teams Across Borders

Collaborative Tools for Virtual Innovation Projects

GUEST POST from Art Inteligencia

In today’s globalized world, innovation projects often involve teams spread across different geographical locations. With the rising adoption of remote work and virtual collaboration, organizations must leverage collaborative tools to foster effective communication, idea exchange, and project management. This article explores the significance of such tools and presents two case studies that showcase how virtual teams can drive successful innovation projects.

Case Study 1: Enhancing Agile Development through Remote Collaboration

Scenario:

A multinational technology company aimed to develop a game-changing software product using Agile development principles. The team consisted of developers, designers, and product managers located in three different countries.

Collaborative Tools Utilized:

  • Project Management Software: To facilitate real-time task tracking, resource allocation, and project timeline management, the team implemented an advanced project management tool. It offered features like Kanban boards, sprint planning, and progress visualization, ensuring everyone was on the same page throughout the development process.
  • Video Conferencing: Regular video conferences enabled face-to-face interactions, fostering a sense of camaraderie and encouraging the team to collaboratively brainstorm solutions, overcome challenges, and prioritize tasks.

Outcomes:

  1. Enhanced Productivity: By adopting collaborative tools, the team reported improved clarity, accountability, and collaboration, resulting in increased productivity levels compared to traditional in-person projects.
  2. Transparent Communication: The shared workspace within the project management tool served as a single source of truth, allowing team members to access relevant information and communicate effectively. This transparency reduced misunderstandings and streamlined decision-making processes.
  3. Remote Collaboration Success: Despite geographical barriers, the team successfully launched the software product within the desired timeframe, meeting quality metrics and exceeding user expectations.

Case Study 2: Crowdsourcing Innovation in the Pharmaceutical Industry

Scenario:

A leading pharmaceutical company aimed to drive innovation by involving employees from various departments, including research and development, sales and marketing, and operations, located across multiple continents.

Collaborative Tools Utilized:

  • Idea Management Platform: The company leveraged a digital platform that allowed employees to share, discuss, and refine ideas. It provided features such as idea submission, commenting, and voting, enabling a transparent and inclusive innovation workflow.
  • Virtual Collaboration Spaces: To encourage cross-functional collaborations, the company created virtual collaboration spaces where employees from different departments could contribute their expertise and perspectives. This facilitated the generation of well-rounded and diverse ideas.

Outcomes:

  1. Enhanced Employee Engagement: By providing a platform for employees to contribute their innovative ideas, the company witnessed a significant boost in employee engagement. This positive impact on morale led to increased job satisfaction and retention rates.
  2. Accelerated Innovation: The crowdsourcing approach led to a higher volume of diverse ideas, which eventually led to breakthrough innovations in various areas, such as drug formulation, manufacturing processes, and customer engagement strategies.
  3. Global Knowledge Sharing: The virtual collaboration spaces enabled the exchange of knowledge and best practices across geographical boundaries. This cross-pollination of ideas resulted in accelerated learning and improved outcomes throughout the organization.

Conclusion

Collaborative tools play a crucial role in enabling virtual innovation projects by breaking down geographical barriers, fostering effective communication, and maximizing team collaboration. The case studies presented in this article demonstrate that organizations across industries can leverage such tools to enhance productivity, drive innovation, and achieve success in an increasingly virtual world. By embracing these tools, companies can harness the power of collective intelligence, fuel creativity, and unlock the potential of their global workforce.

Bottom line: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Unsplash

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The Key Steps to Fostering a Culture of Collaboration in Innovation

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The Key Steps to Fostering a Culture of Collaboration in Innovation

GUEST POST from Art Inteligencia

Innovation has become the lifeblood of successful organizations, enabling them to adapt, grow, and thrive in rapidly changing environments. However, fostering a culture of collaboration is crucial for effective innovation. In this thought leadership article, we will explore the key steps to cultivating a collaborative culture and illustrate their application through two compelling case studies.

1. Establish a Shared Vision and Purpose:

To foster collaboration in innovation, organizations must define a common vision and purpose that resonates with each individual involved. A shared purpose inspires diverse teams to work together towards a common goal. One exemplary case study is Google’s 20% time policy, where employees are allowed to dedicate 20% of their work time to personal projects that align with their passion. This initiative not only promotes collaboration but also empowers individuals to contribute innovative ideas and solutions. The shared purpose and autonomy granted by Google’s policy have resulted in breakthrough products such as Gmail and Google Maps.

2. Create an Open and Inclusive Environment:

Collaboration thrives in an atmosphere of openness and inclusivity. By promoting psychological safety, where individuals feel comfortable sharing ideas and engaging in constructive debates, organizations can unlock the full potential of their teams. One illustrative case study is IDEO, a global design consultancy. IDEO champions a culture that embraces diverse perspectives, encouraging collaboration across disciplines. Their multidisciplinary teams work closely together to design groundbreaking products and services, such as Apple’s first mouse and the One Laptop per Child initiative. By actively fostering an environment where every idea is valued, IDEO has effectively nurtured a culture of collaboration.

3. Encourage Cross-functional Collaboration:

To drive innovation, organizations must break down silos and foster collaboration across teams and departments. Bridging functional boundaries brings together different expertise, insights, and perspectives, leading to more holistic and impactful solutions. Procter & Gamble (P&G) provides an enlightening case study in this context. P&G’s Connect + Develop program encourages cross-functional collaboration by inviting external partners and experts to contribute to their innovation processes. This approach has allowed P&G to tap into a diverse pool of ideas and resources, resulting in successful products like Swiffer and Febreze.

4. Promote a Learning Culture:

Collaboration thrives when there is a constant thirst for knowledge and growth. Organizations that foster a learning culture empower individuals to develop new skills, share knowledge, and support each other’s professional growth. Airbnb, a disruptor in the hospitality industry, exemplifies this approach. They have established a learning and development platform called Airbnb University, where employees can access training resources and connect with internal mentors. By prioritizing learning and providing opportunities for continuous development, Airbnb has nurtured a collaborative culture that fuels their innovation efforts.

Conclusion

Cultivating a culture of collaboration is essential for organizations striving for innovation and sustained success. By following the key steps outlined in this article and drawing inspiration from case studies such as Google, IDEO, Procter & Gamble, and Airbnb, organizations can foster collaboration, unlock the full potential of their teams, and drive transformative innovation. Embracing collaboration as a core value and nurturing it throughout the organization paves the way for breakthrough ideas, increased employee engagement, and ultimately, a competitive edge in today’s rapidly evolving business landscape.

Bottom line: Futurology is not fortune telling. Futurists use a scientific approach to create their deliverables, but a methodology and tools like those in FutureHacking™ can empower anyone to engage in futurology themselves.

Image credit: Pexels

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