Category Archives: eLearning

Augmented Expertise

How XR is Redefining “In-the-Flow” Training

Augmented Expertise XR

GUEST POST from Art Inteligencia

In our relentless pursuit of innovation and efficiency, we often talk about automation, AI, and the promise of a future where machines handle the heavy lifting. But what about the human element? How do we empower our greatest asset – our people – to perform at their peak, adapt to rapid change, and master increasingly complex tasks without being overwhelmed? The answer, increasingly, lies not in replacing humans, but in augmenting human expertise through sophisticated, intuitive technologies.

One of the most compelling frontiers in this space is Extended Reality (XR) for “in-the-flow” training. This isn’t about traditional classroom learning or even simulated environments that mimic reality. This is about bringing learning directly into the operational context, providing real-time, context-aware guidance that enhances performance precisely when and where it’s needed. Imagine a technician performing a complex repair, seeing holographic instructions overlaid directly onto the machinery. Or a surgeon practicing a new procedure with anatomical data projected onto a mannequin. This is the promise of XR in-the-flow training: learning by doing, with intelligence baked into the environment itself.

Beyond Simulation: The Power of Contextual Learning

For decades, training has largely been a pull-based system: individuals seek out knowledge, or organizations push it through scheduled courses. While effective for foundational understanding, this model struggles in dynamic environments where information decays rapidly, and complexity demands immediate, precise application. The “forgetting curve” is a well-documented phenomenon; we lose a significant portion of what we learn very quickly if it’s not applied.

XR in-the-flow training flips this script. It leverages augmented reality (AR) and mixed reality (MR) to provide just-in-time, just-enough, just-for-me information. Instead of abstract concepts, learners engage with real-world problems, receiving immediate feedback and instruction that is directly relevant to their current task. This approach drastically improves retention, reduces errors, and accelerates skill acquisition because the learning is deeply embedded in the context of action.

“The future of work isn’t about replacing humans with machines; it’s about seamlessly augmenting human capabilities with intelligent tools that empower us to achieve more.”

This paradigm shift has profound implications for human-centered design. We’re moving from designing for a user who consumes information to designing for a user who *interacts* with information as an integral part of their physical workflow. The interface becomes the environment, and the learning experience is woven into the fabric of the task itself.

Case Study 1: Transforming Aerospace Manufacturing

Consider the aerospace industry, where precision, safety, and efficiency are paramount. As aircraft become more sophisticated, the complexity of assembly and maintenance tasks escalates, leading to longer training cycles and higher potential for human error. One leading aerospace manufacturer faced challenges with new hires in assembly operations, particularly with intricate wiring harnesses and component installation.

They deployed an AR-based in-the-flow training system using smart glasses. When a technician dons the headset, holographic overlays guide them through each step of the assembly process. Arrows point to specific components, digital models show correct placement, and textual instructions appear precisely where needed. The system can even detect if a step is performed incorrectly and provide immediate corrective feedback. The results were dramatic: training time for complex tasks was reduced by 30%, and error rates plummeted by 40% in pilot programs. More importantly, new employees felt more confident and productive much faster, leading to higher job satisfaction and retention.

Case Study 2: Revolutionizing Healthcare Procedures

In healthcare, the stakes are even higher. Doctors, nurses, and technicians constantly need to learn new procedures, operate complex medical equipment, and adapt to evolving protocols. Traditional methods often involve classroom sessions, practice on mannequins (away from the real patient context), or observation, which can be time-consuming and resource-intensive.

A major hospital network implemented a mixed reality training solution for surgical residents learning a minimally invasive procedure. Using an MR headset, residents could visualize a patient’s internal anatomy (from MRI or CT scans) as a 3D hologram directly superimposed onto a high-fidelity surgical mannequin. The system provided real-time guidance on instrument placement, incision angles, and potential risks, all without obscuring the physical tools or the training environment. This allowed residents to practice repeatedly in a highly realistic yet safe environment, receiving immediate visual and auditory feedback. The program demonstrated a significant increase in procedural proficiency and a reduction in the learning curve, leading to better patient outcomes and increased surgeon confidence.

The Ecosystem of Augmented Expertise

The innovation in this space is fueled by a dynamic ecosystem of companies and startups. Microsoft with its HoloLens continues to be a leader, providing a robust platform for mixed reality applications in enterprise. Magic Leap is also making strides with its advanced optical technology. Specialized software providers like PTC (Vuforia), Scope AR, and Librestream are developing powerful authoring tools and platforms that enable companies to create their own AR work instructions and remote assistance solutions without extensive coding. Startups like DAQRI (though recently restructured) have pushed the boundaries of industrial smart glasses, while others focus on specific verticals, offering tailored solutions for manufacturing, logistics, and healthcare. The competition is fierce, driving rapid advancements in hardware form factors, content creation tools, and AI integration for more intelligent guidance.

The Path Forward: Designing for Human Potential

The shift towards XR in-the-flow training is more than just a technological upgrade; it’s a fundamental rethinking of how we empower the human workforce. It’s about recognizing that expertise isn’t just accumulated knowledge, but the ability to apply that knowledge effectively in complex, dynamic situations. By integrating learning directly into the flow of work, we unlock unprecedented levels of productivity, safety, and human potential.

For leaders in human-centered change, innovation, and experience design, this presents a massive opportunity. We must move beyond simply adopting technology and focus on designing holistic systems where the technology seamlessly serves the human. This means:

Empathy Mapping: Truly understanding the challenges, cognitive loads, and pain points of front-line workers.
Iterative Design: Prototyping and testing XR solutions directly with users to ensure they are intuitive, non-intrusive, and genuinely helpful.
Ethical Considerations: Addressing concerns around data privacy, cognitive overload, and the psychological impact of constant augmentation.
Integration Strategy: Ensuring XR training solutions are integrated with existing learning management systems and operational data streams.

The future of work is not just augmented reality; it’s augmented human capability. By embracing XR for in-the-flow training, we are not just making tasks easier; we are making our people smarter, more adaptable, and ultimately, more valuable. This is true innovation, designed with humanity at its core.

Disclaimer: This article speculates on the potential future applications of cutting-edge scientific research. While based on current scientific understanding, the practical realization of these concepts may vary in timeline and feasibility and are subject to ongoing research and development.

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The Tool for Planning Your 2025 Changes – Flash Sale

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Wow! Exciting news for the new year!

My publisher is having a holiday flash sale that will allow you to get the hardcover or the digital version (eBook) of my latest best-selling book Charting Change for 50% off to arm yourself with the very best tools for 2025 change planning!

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I created the Human-Centered Change methodology to help organizations get everyone literally all on the same page for change. The 70+ visual, collaborative tools are introduced in my book Charting Change, including the powerful Change Planning Canvas™. The toolkit has been created to help organizations:

Beat the 70% failure rate for change programs
Quickly visualize, plan and execute change efforts
Deliver projects and change efforts on time
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Get valuable tools for a low investment

You must go to SpringerLink for this Cyber Sale:

The offer is valid until January 4, 2025 only using code FLSH50

Click here to get this deal using code FLSH50

Quick reminder: Everyone can download ten free tools from the Human-Centered Change methodology by going to its page on this site via the link in this sentence, and book buyers can get 26 of the 70+ tools from the Change Planning Toolkit (including the Change Planning Canvas™) by contacting me with proof of purchase.

SPECIAL BONUS: For a limited time you can also get a hardcover copy of my first best-selling book Stoking Your Innovation Bonfire on Amazon at a nice discount off the cover price – currently 44% OFF while supplies last!

*This offer is valid for English-language Springer, Palgrave & Apress books & eBooks. The discount is redeemable on link.springer.com only. Titles affected by fixed book price laws, forthcoming titles and titles temporarily not available on link.springer.com are excluded from this promotion, as are reference works, handbooks, encyclopedias, subscriptions, or bulk purchases. The currency in which your order will be invoiced depends on the billing address associated with the payment method used, not necessarily your home currency. Regional VAT/tax may apply. Promotional prices may change due to exchange rates. This offer is valid for individual customers only. Booksellers, book distributors, and institutions such as libraries and corporations please visit springernature.com/contact-us. This promotion does not work in combination with other discounts or gift cards.

Learning to Innovate

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Learning to Innovate

GUEST POST from Janet Sernack

One of my coaching clients shared with me recently how she was feeling insecure in her job role and lacking motivation. The company she works for is acknowledged as an entrepreneurial industry leader. Because it is currently being challenged by poor sales performance, it has hunkered down and frozen any change initiatives, learning programs or new projects until mid-2025. My client is in a substantial Research and Development function, crucial to innovation, so we aimed to explore new ways of helping the company use their existing equipment (capital investments) and resources (people and expertise) to design and deliver low-cost and sustainable innovations to the market. To create a focused, meaningful, purposeful role and a values-based motivating opportunity for my client to be proactive, that impacts the company by adding value to the bottom line by improving productivity and cost efficiency because anyone can learn to innovate.

Learning to innovate

As a result of our short time together, my client felt confident and empowered, motivated and energized, to invest time in learning how to apply her current skills and strengths, focus and attention to connect with key people and resources, explore options globally for identifying new business development opportunities, and in developing her technical skillset.

My client enrolled in an online innovation learning program to learn to innovate by acquiring the fundamentals of mindset and behavior changes to shift their thinking and act differently.

The innovation imperative has shifted

Productivity growth needs to accelerate

According to McKinsey and Co, in the article “Investing in Productivity Growth” it’s not only time to raise investment and catch the next productivity wave; the world needs to and can accelerate productivity growth.

“Productivity growth means getting more from our work and our investments. It is especially needed now as the world faces the many challenges of a new geo-economic era. Productivity growth is the best antidote to the asset price inflation of the past two decades, which has created about $160 trillion in “paper wealth” and even larger amounts of new debt”.

Adapting to the new net zero reality

The world is currently not on track to meet net-zero targets, yet many opportunities are available to accelerate efforts and help meet de-carbonization goals. Whilst some progress has been made to reduce global carbon emissions, under the current trajectory, the world won’t achieve net-zero emissions even during this century. Again, according to McKinsey and Co., in an article “Adapting to the new net-zero reality”, mitigation efforts alone are no longer sufficient – the world will need to adapt as well by going green, ramping up technologies and increasing investments.

Improving cost efficiencies

According to new BCG research, corporate leaders are making better cost management a priority as a hedge against ongoing economic, financial, and political uncertainties, stating that:

“Wholesale cuts are one way to manage costs. However, drastic measures such as sudden workforce reductions may lead to unintended consequences because they fail to address the root causes of inefficiencies. Nor do they position an organization for future success”.

Generative Ai is a critical enabler of innovation

Whether the organization focuses on developing new products, services, processes, or business models, Generative AI (GenAI) can enhance and challenge the work of leaders and teams across all phases of the innovation cycle and process.

By learning to innovate through knowing how to generatively question and listen, reveal and challenge operating beliefs and test assumptions to enable them to emerge, diverge, converge and prioritize high-quality creative ideas for change.

According to BCG in a recent article, “To Drive Innovation with GenAI, Start by Questioning Your Assumptions.”

“GenAI’s most prominent contribution is in idea generation and validation—innovation’s divergence and convergence phases. Yet, it can play an even more critical role in helping leaders confront and update the strategic assumptions at the foundation of their business and innovation strategies: the doubt phase of the cycle. Organizations that regularly question their beliefs are more resilient because they are more likely to see and position themselves to benefit from the shifts on which competitive advantage turns”.

The innovation imperative is paradoxical.

Suppose we combine the contradictory features or qualities of developing productivity growth while adapting to the new net zero reality and improving cost efficiencies. In that case, many organizations have reverted to their conventional, business-as-usual focus, relying on Generative Ai to solve their problems.

This demonstrates a typically faddish response to a revolutionary, transformative new invention whilst being avoidant and resisting the urgent need to change by building the fundamental foundations in learning to innovate.

Thinking and acting differently

Anyone can learn to innovate, and it starts with allowing, accepting and acknowledging that a business-as-usual focus, avoiding risk, making the tough decisions and resisting change are no longer effective, profitable, or sustainable because:

We all know that doing the same thing and expecting a different result is the definition of insanity.
We can no longer afford to keep producing the same results that no one wants.
We can’t solve the problem with the same thinking that created it; we have to learn how to be, think and act differently to deliver the sustainable and innovative solution we want to have.

Learning to innovate requires a radical strategic shift

Harnessing collective intelligence

Anyone can learn to innovate; it’s simply a matter of knowing, combining, leveraging and scaling people’s multiple and collective intelligence – heads/cognition, hearts/emotions and hands/actions.

Revealing and closing knowing-doing gaps

Then, we should align these to close the significant knowing-doing gap or disconnect between what people know and what people do.

Everyone knows that innovation is the most impactful lever to use to scale and leverage change, yet are primarily unwilling to pause, stop and take time to retreat from their short-term focus, pay attention and reflect on how to equip people with the innovation fundamentals by getting people’s:

Heads to make sense of innovation and what innovation means by defining and framing it in their organization’s unique context, setting a strategic focus, determining the level of risk involved in achieving it, and mitigating the roadblocks that may arise.
Hearts aligned to embody and enact what innovation means by setting and sharing a passionately purposeful reason for innovation, building change receptivity and readiness for designing and delivering a range of bespoke deep learning processes and equipping people to activate it.
Hands dirty by creating a safe environment where people are encouraged to emerge and share creative ideas and permission and be allowed to experiment by making small bets and mistakes and learning by doing to know what not to do.

Innovation requires a strategic and systemic focus

Innovation is subjective and contextual, so it must be defined and framed in an organization’s unique context. It requires a strategic and systemic focus, so an organization needs to agree on whether they will choose an incremental, sustainable or disruptive strategy and the level of risk.

The 21st century requires us to unlearn, learn, and relearn a different set of mindsets, behaviors, and skills, and anyone can learn to innovate.

Commitment and conviction to learn to innovate

It’s only through being committed and having the conviction that my coaching client now has – to explore new ways of helping their organizations use their existing capital investments, collective intelligence, people resources, and expertise, supported by Generative AI and deep learning processes, to design and deliver low-cost and sustainable innovations to the market.

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An Innovation Lesson From The Rolling Stones

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GUEST POST from Robyn Bolton

If you’re like most people, you’ve faced disappointment. Maybe the love of your life didn’t return your affection, you didn’t get into your dream college, or you were passed over for promotion. It hurts. And sometimes, that hurt lingers for a long time.

Until one day, something happens, and you realize your disappointment was a gift. You meet the true love of your life while attending college at your fallback school, and years later, when you get passed over for promotion, the two of you quit your jobs, pursue your dreams, and live happily ever after. Or something like that.

We all experience disappointment. We also all get to choose whether we stay there, lamenting the loss of what coulda shoulda woulda been, or we can persevere, putting one foot in front of the other and playing The Rolling Stones on repeat:

“You can’t always get what you want

But if you try sometimes, well, you might just find

You get what you need”

That’s life.

That’s also innovation.

As innovators, especially leaders of innovators, we rarely get what we want. But we always get what we need (whether we like it or not)

We want to know.

We need to be comfortable not knowing.

Most of us want to know the answer because if we know the answer, there is no risk. There is no chance of being wrong, embarrassed, judged, or punished. But if there is no risk, there is no growth, expansion, or discovery.

Innovation is something new that creates value. If you know everything, you can’t innovate.

As innovators, we need to be comfortable not knowing. When we admit to ourselves that we don’t know something, we open our minds to new information, new perspectives, and new opportunities. When we say we don’t know, we give others permission to be curious, learn, and create.

We want the creative genius and billion-dollar idea.

We need the team and the steady stream of big ideas.

We want to believe that one person blessed with sufficient time, money, and genius can change the world. Some people like to believe they are that person, and most of us think we can hire that person, and when we do find that person and give them the resources they need, they will give us the billion-dollar idea that transforms our company, disrupts the industry, and change the world.

Innovation isn’t magic. Innovation is team work.

We need other people to help us see what we can’t and do what we struggle to do. The idea-person needs the optimizer to bring her idea to life, and the optimizer needs the idea-person so he has a starting point. We need lots of ideas because most won’t work, but we don’t know which ones those are, so we prototype, experiment, assess, and refine our way to the ones that will succeed.

We want to be special.

We need to be equal.

We want to work on the latest and most cutting-edge technology and discuss it using terms that no one outside of Innovation understands. We want our work to be on stage, oohed and aahed over on analyst calls, and talked about with envy and reverence in every meeting. We want to be the cool kids, strutting around our super hip offices in our hoodies and flip-flops or calling into the meeting from Burning Man.

Innovation isn’t about you. It’s about serving others.

As innovators, we create value by solving problems. But we can’t do it alone. We need experienced operators who can quickly spot design flaws and propose modifications. We need accountants and attorneys who instantly see risks and help you navigate around them. We need people to help us bring our ideas to life, but that won’t happen if we act like we’re different or better. Just as we work in service to our customers, we must also work in service to our colleagues by working with them, listening, compromising, and offering help.

What about you?

What do you want?

What are you learning you need?

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Lifelong Learning as a Business Imperative

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Investing in Your People’s Future

Lifelong Learning as a Business Imperative

GUEST POST from Chateau G Pato

In an era of unprecedented technological advancement and market disruption, the skills that made a company successful yesterday are not enough to guarantee its survival tomorrow. The traditional model of a single, intensive education followed by a career of static application is obsolete. The most forward-thinking, resilient organizations understand that lifelong learning is no longer a personal preference—it’s a critical business imperative. As a human-centered change and innovation thought leader, I argue that investing in your people’s continuous growth is the most powerful strategy for building a future-proof, adaptable, and innovative enterprise. It’s a shift from viewing training as a cost center to seeing learning as a core driver of business value.

The pace of change, from the rise of AI to the evolution of global supply chains, demands a workforce that is not just skilled, but learnable. This means cultivating a culture where curiosity is celebrated, experimentation is encouraged, and continuous skill development is woven into the very fabric of daily work. By empowering employees to become perpetual learners, organizations gain a profound competitive advantage. They build a well of internal expertise, boost employee engagement and retention, and, most importantly, create the intellectual flexibility necessary to pivot and innovate in the face of uncertainty.

Why Continuous Learning is Your Best Strategic Investment

Viewing lifelong learning as a strategic business function unlocks several key benefits:

Enhanced Adaptability and Agility: A workforce that is constantly learning is inherently more adaptable. They can quickly acquire new skills, embrace new technologies, and pivot their roles as market demands shift, making the entire organization more agile.
Innovation from Within: When employees are empowered to learn and experiment, they are more likely to generate innovative ideas and solutions from the ground up. New knowledge fuels new perspectives, leading to breakthrough products, services, and processes.
Improved Employee Retention & Engagement: Investing in your people’s growth sends a powerful message: “We value you, and we are committed to your future here.” This recognition is a primary driver of employee loyalty, reducing turnover and making the company a magnet for top talent.
Building a Knowledge Repository: As employees acquire new skills and share their knowledge, the organization’s collective intelligence grows. This creates a valuable internal resource that reduces reliance on expensive external consultants and provides a source of competitive advantage.
Closing the Skills Gap: Instead of struggling to hire for specialized roles in a tight labor market, organizations can proactively upskill their existing workforce, building the capabilities they need from the inside out.

“The greatest investment a company can make is not in technology, but in the human capacity to understand, use, and create with that technology.”

Practical Steps to Cultivate a Learning Culture

Creating a culture of lifelong learning requires more than just offering a training budget. It demands a systemic approach from leadership:

Lead by Example: Leaders must visibly engage in their own learning journeys, sharing what they’ve learned and modeling a growth mindset.
Allocate Dedicated Time: Make learning a formal part of the workday. Allow employees a set number of hours per week or month to dedicate to self-directed learning, online courses, or workshops.
Create a Learning Ecosystem: Provide access to a diverse range of learning resources, including online platforms (Coursera, LinkedIn Learning), mentorship programs, and internal knowledge-sharing sessions.
Measure & Reward Learning: Track and celebrate the acquisition of new skills. Tie learning milestones to career progression and performance reviews, showing that continuous growth is a valued part of the job.
Encourage Experimentation: Create psychologically safe spaces for employees to apply new knowledge to real-world projects, even if they fail. This hands-on application solidifies learning.

Case Study 1: AT&T’s Workforce 2020 Program – Proactive Reskilling

The Challenge:

In the mid-2010s, AT&T’s core business was shifting dramatically from a legacy phone company to a software-driven, digital services provider. The company’s vast workforce, many with expertise in traditional telecom infrastructure, lacked the skills needed for this new era of 5G, AI, and cloud computing. The alternative—mass layoffs and a massive new hiring effort—was both costly and demoralizing.

The Learning-Driven Solution:

Instead of a reactive approach, AT&T launched a massive, proactive reskilling initiative called “Workforce 2020.” The program was designed to preemptively train employees in the skills the company would need in the future. They partnered with universities and online learning platforms to create a learning ecosystem that allowed employees to self-direct their education.

Investment in People: AT&T committed over $250 million a year to the program, signaling a profound investment in its existing workforce.
Data-Driven Approach: They used data analytics to forecast future skill needs, allowing employees to choose from courses and certifications that were directly relevant to the company’s strategic direction.
Cultivating a New Mindset: The program was more than just training; it was about fostering a culture of continuous learning and growth, making employees the drivers of their own professional development.

The Result:

AT&T successfully reskilled tens of thousands of employees, transforming its workforce from one with legacy skills to one fluent in the language of the digital age. This initiative not only saved the company millions in recruitment and onboarding costs but also dramatically improved employee morale and retention. It proved that a large, established enterprise could successfully navigate a monumental shift by making a strategic bet on its people’s capacity for lifelong learning.

Case Study 2: General Motors and the Future of Automotive – From Manufacturing to Mobility

The Challenge:

General Motors (GM) is at the epicenter of a major disruption: the shift from internal combustion engines to electric and autonomous vehicles. This requires a completely new set of skills in software engineering, battery technology, data science, and AI—skills that are not traditionally core to a legacy automaker’s workforce. The challenge was to bridge this massive skills gap to become a leader in the new mobility landscape.

The Learning-Driven Solution:

GM recognized that it couldn’t simply hire its way out of this problem. They embarked on a comprehensive upskilling and reskilling journey for their global workforce. They partnered with leading tech companies and academic institutions to provide training in critical areas. Key elements included:

Internal Knowledge Transfer: Creating programs for knowledge sharing between seasoned engineers and new software experts, blending deep domain expertise with cutting-edge tech skills.
Role Reinvention: Encouraging employees to envision new roles for themselves within the company, providing them with the educational resources to make that transition.
Strategic Partnerships: Collaborating with platforms like Udacity to launch nanodegree programs in areas like self-driving car engineering, directly targeting the skills needed for GM’s future.

The Result:

By investing in its people’s lifelong learning, GM has been able to accelerate its transition from a car manufacturer to a mobility company. The company has retained valuable institutional knowledge while acquiring new, critical skills from within. This has not only reduced the skills gap but also built a culture of innovation and adaptability that is essential for competing with agile tech companies entering the automotive space. GM’s success in this transition is a powerful testament to the idea that the workforce you have today can become the workforce you need tomorrow, with the right investment in learning.

Conclusion: The Ultimate Competitive Advantage

In a world where technology and markets are in a state of perpetual flux, the most resilient organizations will be those that prioritize continuous learning. Lifelong learning is not a perk; it is a fundamental business imperative and the ultimate competitive advantage. It’s an investment that pays dividends in adaptability, innovation, and long-term viability.

As leaders, our most critical role is to stop seeing our workforce as a fixed asset and start treating them as an infinite source of potential. By creating a culture that celebrates and enables continuous growth, we not only future-proof our organizations but also empower our people to thrive in a world that is constantly changing. It’s a win-win: we build a more resilient business, and our employees build a more relevant and fulfilling career. It’s time to make learning a cornerstone of our strategy, not an afterthought.

Extra Extra: Because innovation is all about change, Braden Kelley’s human-centered change methodology and tools are the best way to plan and execute the changes necessary to support your innovation and transformation efforts — all while literally getting everyone all on the same page for change. Find out more about the methodology and tools, including the book Charting Change by following the link. Be sure and download the TEN FREE TOOLS while you’re here.

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Innovating Through Adversity and Constraints

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Innovating Through Adversity and Constraints

GUEST POST from Janet Sernack

It’s been almost two and a half years since most of us shifted to working virtually and remotely, which, in turn, seriously disrupted most of our business-as-usual behaviors and learning habits. Interestingly, this also disrupted our habitual unconscious safety and comfort zones, and, in many cases, disconnected our overall sense of security. For some of us, our ability to make sense of ourselves and our futures, has been impacted, impacting our abilities to find new ways of being creative and innovating through the range of constraints and adverse situations.

Looking inward

Some of us have also had our confidence to survive and thrive in a world severely impacted, and many of us have felt exploited, exhausted, and depleted by our employers. According to Lynda Gratton, in a recent article in MIT Sloane Magazine “Making Sense of the Future” many of us are looking inward — working through the impact of our changing habits, networks, and skills, and begin to imagine other life trajectories and possible selves.

Looking outward

Again, according to Lynda Gratton, some of us are now also looking outward to analyze how talent markets are changing and what competitors are doing, which is creating momentum and a force for change, but also frustration and anxiety, given institutional lag and inertia.

The larger-than-life, terrible, and confronting conflict in Ukraine has also inflated, for some of us, a deeper sense of helplessness and exhaustion, and amplified our concerns and fears for a sustainable future.

The momentum for change is growing

Yet some people have successfully responded to worries and concerns about the inertia holding our companies back, and have adapted to working, learning, and coaching online. Using this moment in time to help de-escalate our reactivity to what’s been going on to deeply connect, explore, discover, listen, and respond creatively to what is really important, to ourselves, our people, teams and our organizations.

To help shift the tension between today and tomorrow, through regenerating and replenishing ourselves and our teams, by shifting the dialogue towards renewing and innovating through constraints and adversity in uncertain and unstable times.

Innovating through constraints at ImagineNation™

Innovating through constraints enabled the collective at ImagineNation™ to design and deliver a bespoke, intense, and immersive learning journey for an executive team aiming at igniting and mobilizing their collective genius to step up to face their fears, adapt, take smart risks and innovate in uncertain and disruptive times!

Some of the constraints we collaboratively and creatively mastered included adapting to differing:

Geographies, we are based in Melbourne, Australia, and our client was based in Canada, which made managing time zone schedules challenging, including some very early 4.30 am starts for us – Making flexibility and adaptiveness crucial to our success.
Technologies, balancing Zoom-based online webinars and workshops, with Google chat rooms and jamboards, completing one on one coaching sessions, and assigning, completing, and presenting group action learning assignments – Reinforcing the need for constant iteration and pivoting to ensure the delivery of outcomes, as promised.
Communicating, including air freighting hard copy reflection packs, scheduling, and partnering virtually, all within a remote and fractured working environment –Ensuring that clarity and consistency would lead to the successful delivery of the outcomes, as promised.

Shifting the dialogue

Demonstrating that we can all be resilient and creative when we live in times of great uncertainty and instability through investing in reskilling people and teams to become more purposeful, human, and customer-centric.

We can all break the inertia by challenging our business-as-usual thinking and shifting the dialogue towards exploring our inner challenges and navigating the outer challenges of our current environment.

If we commit to doing this with more consciousness, hope, optimism, and control, to follow a direction rather than a specific destination by:

Perceiving this moment in time as an “unfreezing opportunity” and an opening to shift out of inertia and complacency, to re-generate and re-invent ourselves and our teams?
Knowing how to connect, explore, discover, generate and catalyze creative ideas to rapidly and safely unlearn, relearn, collaborate and innovate through constraints and adversity?
Committing to letting go of our “old baggage” and ways of making sense of our new reality, by experimenting with smart risk-taking, and making gamification accessible in an environment that is unpredictable?

Re-generating and re-inventing in uncertain and unstable times

In fact, many of us successfully adapted to online working, learning, and coaching environments by de-escalating any feelings of helplessness and hopelessness.

To bravely focus on regenerating and reinventing ourselves and our teams and using this moment in time to be curious, shift the dialogue, explore possibilities, harness collective intelligence and ask some catalytic questions:

What if we intentionally disrupted our current way of thinking?
How might we think differently to shift our perception and perceive our worlds with “fresh eyes”? What might be possible?
What if we shift the dialogue to engage people in innovating through constraints?
How might we shift the dialogue to activate and mobilize people towards taking intelligent risks through constraints?
How might thinking differently empower, enable and equip ourselves and our teams to navigate the current environment with more hope and optimism?
What if re-consider and perceive these constraints differently?
How might we support people to ignite their creativity?
How might we equip people to be creative and develop better ideas?
How might we resource people to force more change and innovation?
How might we discover new ways of creating value for people in ways that they appreciate and cherish?

Grappling with the future is paradoxical

Finally, Lynda Gratton suggests that we need to:

“Acknowledge that this is not straightforward. Right now, many leaders are stuck between two sources of tension: the tension of enlightenment, where they can begin to imagine what is possible, and the tension of denial, where they are concerned that more flexible working arrangements will negatively affect performance. They grapple with whether the change will be necessary or possible. These are legitimate tensions that are only exacerbated by the sense of exhaustion many people feel”.

If we perceive these constraints as catalysts for setting a clear focus and direction, it might force us to experiment with creative ways of acting and doing things differently.

It might also force us to make tougher decisions around our inner and outer priorities, by exploring and discovering more balanced, creative, and inventive ways of constantly iterating and pivoting whatever resources are available to get the important jobs done.

An opportunity to learn more

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 9-weeks, starting Tuesday, May 4, 2022.

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Unlearning and Relearning Are Keys to Innovative Thinking

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Unlearning and Relearning Are Keys to Innovative Thinking

GUEST POST from Art Inteligencia

In the fast-paced world of the 21st century, the ability to think creatively and innovate is more critical than ever. However, a significant barrier often stands in the way of innovation: existing knowledge and beliefs. While knowledge is undoubtedly powerful, it can also create blind spots. Thus, the challenges of unlearning outdated concepts and relearning new approaches are essential to overcome for fostering innovation. Let’s delve into the art and science of unlearning and relearning, and explore how they serve as keys to innovative thinking.

The Process of Unlearning

Unlearning is the process of letting go of old information or approaches that no longer serve us. It is not so much about forgetting but about stepping back from ingrained habits and assumptions. This requires an open mind and a willingness to challenge one’s own mental models. To unlearn, individuals and organizations must cultivate curiosity and humility, recognizing that what worked yesterday may not work today.

Embracing Relearning

Relearning goes hand in hand with unlearning. It involves adopting new perspectives, skills, and ideas that are more relevant to current challenges and future opportunities. Relearning equips individuals with the ability to adapt to emerging trends and technologies. It fosters a mindset of continuous growth and reinforces the importance of lifelong learning. By embracing relearning, we lay the groundwork for developing innovative solutions.

Case Study: Kodak – A Lesson in Unlearning

Kodak’s Missed Opportunity

Once a giant in the photography industry, Kodak provides a stark lesson in the importance of unlearning. In the early 1970s, Kodak engineer Steve Sasson invented the first digital camera. But the innovative idea was shelved due to the company’s strong belief in traditional film photography.

Kodak’s failure to unlearn its reliance on film technology and embrace digital photography eventually led to its downfall. By clinging to existing knowledge and market dominance, Kodak missed the opportunity to lead an emerging digital revolution. The case of Kodak highlights the critical need for companies to unlearn outdated business models to innovate and thrive.

Case Study: Microsoft’s Cultural Shift

Microsoft’s Transformation

In stark contrast, Microsoft’s story is one of successful unlearning and relearning. Under the leadership of Satya Nadella, who became CEO in 2014, Microsoft embarked on a cultural transformation that emphasized ‘growth mindset’ and innovation.

Nadella encouraged employees to unlearn combative work habits and embraced a culture of collaboration. He recognized the need to pivot towards cloud computing and artificial intelligence, investing heavily in these fields and shifting the focus away from the traditional Windows-centric model.

This shift resulted in a reinvigorated Microsoft that regained market leadership and opened new revenue streams. By unlearning its past and relearning new business strategies, Microsoft exemplified how adaptation and innovation can significantly alter a company’s trajectory.

Strategies for Unlearning and Relearning

Cultivate Curiosity: Encourage a culture where questions are welcomed, and continual learning is embraced. Curiosity leads to an openness that is fundamental to unlearning old paradigms.
Challenge Assumptions: Foster an environment where assumptions can be questioned and debated. This involves promoting diversity of thought and encouraging feedback.
Create Safe Spaces for Experimentation: Allow team members to explore new ideas without fear of failure. Learning from both successes and mistakes fosters a culture of innovation.
Invest in Continuous Learning: Provide learning opportunities that promote skill development in new areas. Encourage employees to stay up to date with industry trends and emerging technologies.

In conclusion, unlearning and relearning are crucial processes in cultivating an innovative mindset. They require individuals and organizations to embrace change, challenge old assumptions, and stay agile in the face of rapid transformation. By following the examples set by companies like Microsoft and learning from the missteps of others like Kodak, we can unlock new avenues of growth and creativity. It is through continuous learning and adaptation that we will find the keys to tomorrow’s innovations.

Extra Extra: 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.

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Bring Newness to Corporate Learning with Gamification

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Bring Newness to Corporate Learning with Gamification

GUEST POST from Janet Sernack

I was first introduced to gamification upon meeting Mario Herger, in 2012, when he was a Senior Innovation Strategist at SAP Labs LLC, in Israel, as a participant in his two-day gamification workshop for Checkpoint Security Software. It was an exciting and exhilarating journey into the playful and innovative world of gamification pioneers such as Farmville, Angry Birds, and BetterWorks. Creatively exploiting the convergence of trends catalyzed by the expansion of the internet, and by the fast pace of exponential technology development making gamification accessible to everyone.

Propelled further by people’s increasing desire to socialize and share ideas and knowledge across the globe. Coupled with their desire to learn and connect in a high-tech world, to be met in ways that also satisfied their aspirational, motivational, and recreational needs, as well as being playful and fun.

The whole notion of making gamification accessible to corporate learning simmered in my mind, for the next ten years, and this is what I have since discovered.

Evolution of the gamification market

In 2012 Gartner predicted that – Gamification combined with other technologies and trends, gamification would cause major discontinuities in innovation, employee performance management, education, personal development, and customer engagement. Further claiming that by 2014, 80% of organizations will have gamified at least one area of their business.

It seems their prediction did not eventuate.

In their Gamification 2020 report, Gartner then predicted that gamification, combined with other emerging trends and technologies, will have a significant impact on:

Innovation
The design of employee performance
The globalization of higher education
The emergence of customer engagement platforms
Gamification of personal development.

It seems this prediction is now an idea whose time has come!

According to Mordor Intelligence – The global gamification market was valued at USD 10.19 million in 2020 and is expected to reach USD 38.42 million by 2026 and grow at a CAGR of 25.10% over the forecast period (2021 – 2026). The exponential growth in the number of smartphones and mobile devices has directly created a vast base for the gamification market.

This growth is also supported by the increasing recognition of making gamification accessible as a methodology to redesign human behavior, in order to induce innovation, productivity, or engagement.

Purpose of gamification

The initial purpose of gamification was to add game mechanics into non-game environments, such as a website, online communities, learning management systems, or business intranets to increase engagement and participation.

The initial goal of gamification was to engage with consumers, employees, and partners to inspire collaboration, sharing, and interaction.

Gamification and corporate learning

The last two years of the coronavirus pandemic caused many industries to deal with their audiences remotely and combined with an urgent need for having the right technologies and tools to:

Reach out to, and connect with, both their employees and customers, in new ways

Acknowledging the range of constraints and restrictions occurring globally we have an opportunity to couple these with the challenges, disconnectedness, isolation, and limitations of our remote and hybrid workplaces.

While many of us are seeking more freedom, fun, play, and adventure, yet, we are still mostly bound to our laptops, TVs, and kitchens, and locked up within the boundaries of our homes, local neighborhoods, and hometowns.

Expanding knowledge, mindsets, behaviors, and skills

At the same time, this period has also created incredible opportunities for expanding our knowledge, and developing new mindsets, behaviors, and skills!

In different ways to help teams and organizations adapt, innovate, and grow through gamification, which increases our adaptability to flow and flourish and drive transformation, within a constantly, exponentially changing, and disruptive workplace.

Benefits of a gamified approach

Companies that have focused on making gamification accessible within their learning programs are reaping the rewards, as recent studies revealed:

The use of mobile applications gamified individually or as a complement to an LMS or e-learning platform has been shown to improve employee productivity by 50% and commitment by 60%.
That 97% of employees over the age of 45 believe that gamification would help improve work.
That 85% of employees are willing to spend more time on training programs with gamified dynamics.

Gamification is finally at an inflection point

The shift from face-to-face and live events to online created an opening for improving the quality of coaching, learning, and training experiences in ways that align with the client’s or organization needs and strategic business goals.

Keeping people and teams connected, engaged, and motivated in the virtual and hybrid workplace for extended periods of time is a key factor in business success.

Atrivity is a platform that empowers employees and channels to learn, develop, and perform better through games have identified eight trends influencing the growth and adoption of gamification including:

Gamification for Digital Events are here to stay, people are time and resource-poor, and will more likely attend a digital event rather than invest time and resources in travelling.
Gamification for Millennials and gen-Z is their new normal, being a generation who have grown up with, and become habitually attuned to Facebook and Instagram.
The start of Virtual Reality and Augmented Reality is speeding up and offers new creative approaches.
Remote onboarding becomes standard as we all adapt to a globalized and diversified work environment.
Gamification helps to reduce hospital strains with emerging telehealth innovations.
Customization of, and access to contents allows us to visit museums, galleries, libraries virtually
Knowledge evaluation metrics have become common proactive through the use of app-based dashboards and scorecards that provide gamified reward and recognition processes
Gamification is an Enterprise “must-have” tactic to attract and retain talent.

Corporate learning is also finally at an inflection point

Innovative new organizations like Roundtable Learning focus on co-creating one-of-a-kind training programs that utilize innovative technologies, reflect the client’s brand, and show measurable business results by enhancing traditional corporate learning practices and embracing more interactive, engaging programs.

This is what ImagineNation™ is collaborating with Binnakle Serious Games to bring newness, creativity and play, experimentation, and learning in gamified ways to enable people and teams to innovate, by making gamification accessible to everyone!

We have integrated technology and co-created a range of blended learning solutions:

Digital and gamified learning experiences for groups and teams.
Playful and experiential learning activities that deliver deep learning outcomes.
Co-creation of customized or bespoke blended learning programs that deliver what they promise.

Making corporate learning accessible, affordable, and scalable

Our aim is to make corporate learning agile, by making gamification accessible, and scalable to everybody, across all time zones, modalities, geographies, and technologies.

Where people have time and space to unlearn, relearn, reskill and upskill by engaging in and interacting with both technology and people:

Understand and learn new innovative processes, concepts, principles, and techniques and feel that their new skills are valued.
Retreat, reflect and explore, discover and navigate new ways of being, thinking, and acting individually and collectively.
Question, challenge the status quo and experiment with new ideas, explore effective collaborative analytical, imaginative, aligned problem-solving and decision-making strategies.
Safely fail without punishment, make and learn from mistakes, to iterate and pivot creative ideas and innovative solutions that really matter.

To meet our client’s short- and long-term learning needs in terms of innovation focus or topic depth and breadth. Through enhancing teaming, teamwork, and collaboration, by offering products and tools that make gamification accessible to suit all peoples learning styles, time constraints, diverse technologies, and cost needs.

Who was I to know that it would take another ten years for making gamification accessible enough to reach a tipping point!

An opportunity to learn more

It is a blended and transformational change and learning program that will give you a deep understanding of the language, principles, and applications of an ecosystem focus, human-centric approach, and emergent structure (Theory U) to innovation, and upskill people and teams and develop their future fitness, within your unique context.

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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:

Clarifying a clear ambition: that is meaningful and purposeful, compelling and engaging that aligns to people’s values and helps build “one team” mindsets.
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.
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.
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.
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.

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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The Future of Education

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Personalized Learning and EdTech Innovations

The Future of Education

GUEST POST from Chateau G Pato

In an era marked by rapid technological advancements, the educational landscape is undergoing a significant transformation. The traditional one-size-fits-all approach is being supplanted by personalized learning models bolstered by cutting-edge Education Technology (EdTech) innovations. This article explores these trends, shedding light on the future of education through two compelling case studies.

What is Personalized Learning?

Personalized learning tailors education to meet the unique needs, skills, and interests of each individual student. Unlike conventional methods, this approach leverages technology to adapt the educational experience dynamically.

Adaptive Learning Software: Programs that adjust to the learner’s pace and learning style.
Data Analytics: Tools that track progress and provide feedback to both students and teachers.
Customizable Content: Material that can be altered to meet the specific needs of each learner.

EdTech Innovations Driving Personalized Learning

Several key innovations in the EdTech space are paving the way for personalized learning:

Artificial Intelligence (AI): Facilitates adaptive learning environments by continually analyzing student performance.
Virtual and Augmented Reality (VR/AR): Provides immersive experiences that can enhance understanding and retention.
Blockchain: Ensures secure and transparent record-keeping for credentials and educational achievements.
Gamification: Incorporates game mechanics to make learning more engaging and enjoyable.

Case Study: Khan Academy

Khan Academy exemplifies the successful integration of personalized learning and EdTech innovation. Founded in 2008, the platform offers free, world-class education through a model that adapts to the learning pace of each student.

Key Features:

Personalized Dashboards: Allow learners to track their own progress and identify areas for improvement.
Mastery Learning: Emphasizes mastering a topic before moving on, ensuring comprehensive understanding.
Interactive Exercises: Provide instant feedback to help learners correct mistakes and reinforce concepts.

The impact of Khan Academy is evident in its widespread adoption and the improvement of student performance in various subjects, particularly in underserved regions.

Case Study: Coursera & AI-driven Learning

Another noteworthy example of personalized learning is Coursera, which utilizes AI to offer courses tailored to the needs and skills of its users. Launched in 2012, Coursera has become a global leader in online learning.

Key Features:

AI-Powered Recommendations: Suggest courses based on learner behavior and preferences.
Peer Reviews and Forums: Facilitate community-based learning and enhance understanding through discussion.
Flexible Learning Paths: Allow learners to customize their educational journey according to their needs.

Coursera’s AI-driven approach not only personalizes the learning experience but also democratizes access to high-quality education irrespective of geographical constraints.

Challenges and Considerations

While the future of personalized learning and EdTech is promising, several challenges must be addressed:

Digital Divide: Ensuring equitable access to technology for all students.
Data Privacy: Safeguarding sensitive learner information.
Teacher Training: Equipping educators with the skills necessary to effectively integrate technology in their teaching practices.

Conclusion

The future of education is undoubtedly bright, driven by personalized learning models and innovative EdTech solutions. As evidenced by platforms like Khan Academy and Coursera, these advancements have the potential to revolutionize the way we learn, making education more accessible, customizable, and effective. However, realizing this vision will require concerted efforts to overcome existing challenges and ensure that these technologies benefit all learners globally.

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.

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