Tag Archives: digital transformation

Developing a Future-Fitness Focus

GUEST POST from Janet Sernack

In a recent article “Organizing for the future: Nine keys to becoming a future-ready company” McKinsey and Co, suggested that the Covid-19 pandemic has added to the pressure to change that has been growing for many years, which is now at a tipping point. Where the most forward-looking leaders and teams see a larger opportunity – the chance to build on pandemic-related accomplishments and re-examine and reimagine the organisation’s identity, how it works, and how it grows. Referring to new research on the organizational practices of 30 top companies, they highlighted how businesses can best organize for the future – and it is all initiated by developing a human-centric, future-fit focus.

Inquiring as to how might we ensure that we capture the best of what we’ve learned and keep the digital momentum going through developing a future-fit focus within the post-COVID-19 world?

What is a future-ready organization?

The article goes on to state that future-ready companies share three characteristics that offer senior executives a “unique unfreezing opportunity” – oby co-creating new adaptive systems, that are purposeful, organic, and human-centric by:

Knowing who they are and what they stand for;
Operating with a fixation on speed and simplicity;
Growing by scaling up their ability to learn, innovate, and seek good ideas, regardless of their origin.

Seeing the world with fresh eyes – unlearning, re-learning, creativity and innovation

All of which need to be initiated and developed through acquiring a new lens: an ability to see the world with “fresh eyes” by letting go of many of our old mental models and paradigms to:

Co-create, with others, new openings and empty spaces for unlearning what may have previously been embraced and worked in the past.
Focus on developing a new future-fit focus that unleashes purposeful, speed, simplicity, and growth through unlearning, re-learning, creativity and innovation.

Letting go to let come

In almost every aspect of business, we are operating with mental models, paradigms, and mindsets that have become outdated or obsolete, from strategy to marketing, from organizational design, learning systems to leadership, teams, and even to coaching.

This means that the first and most crucial step in shifting towards a human-centric, future-fitness focus involves “unlearning.”

Because many of our old mental models and paradigms, which are mostly unconsciously embodied in our core mindsets, impact the choices and decisions we make, the behaviors we enact, and the results we get – and it seems, that in 2021 we are getting a lot of results that no-one particularly wants.

What do we mean by “unlearning” and why is it important?

A lot of the mental models and paradigms are embodied in our habitual mindsets, that many of us learned in school, university, or college, and even in 20th century learning programs and built our careers on are now incomplete, ineffective, and irrelevant in adapting, and in serving people to survive, grow and thrive the post-Covid-19 world.

This means that to embrace a future-fit focus we have to first unlearn the old ones.

“Unlearning” is not about forgetting.

It’s about paying deep attention and developing the awareness to see, and step outside of our old mental models or paradigms and pay attention, and be consciously aware of the:

Mindsets we are embodying;
Behaviors we are enacting;
and the results we are manifesting.

Either because reality has changed or because current approaches are based on flawed or rigid thinking, faulty premises, and assumptions, or via a different consumer or technological landscape.

To then consciously choose, experiment, make distinctions, and bravely re-learn how to shift towards developing different, diverse, and more resourceful future-readiness.

The good news is that practicing “unlearning” will make it easier and quicker to make the necessary future-fit shifts as our brains become adaptive, through the process of neuroplasticity.

What are the key steps in “unlearning”?

Being fully present, composed, and detached in adopting a beginner’s mind involving periodically challenging, questioning, and reassessing deeply held theories, archetypes, and conventions to provoke and evoke creative new ideas and innovative solutions.
Allowing things to be and not needing to be in control, or in charge, being comfortable with being uncomfortable and willing to explore uncertainty, constraints, and threats as opportunities from a whole person and whole systems perspective.
Wandering into wonder in the unknown to bravely adopt a “not knowing” stance and be more open-hearted, childlike and joyful, by bringing in awe, curiosity, and playfulness into your space.
Recognizing and discerning that some of your old mental models, paradigms, and mindsets are no longer relevant or effective and be open-minded, through being inquisitive, curious, and creative in experimenting with new ones.
Imagining, finding, or creating new mental models, paradigms, and mindsets that can help you adapt, innovate and better achieve your goals and growth objectives and focus on developing your capacity, confidence, and competence in being agile: the ability to create intentional shifts in different and changing contexts to re-program the mind.
Ingraining the new future-fit mindsets as emotional and mental habits through attending and observing, being empathic and compassionate, questioning and inquiring, generative listening and debate, experimenting, smart risk-taking, and networking across boundaries.

What gets in the way of “unlearning”?

At ImagineNation™ we specialize in designing and delivering bespoke adult learning solutions that embrace a range of future fit mindsets, behaviors, and skills.

Whilst we have found that many leaders, teams, executives, and coaches are willing to unlearn, and re-learn, many are not.

Requiring our coaches, trainers, and facilitators to effectively resolve some of the key human-centric blockers to unlearning and re-learning including some peoples’:

Rigidity and fixedness in their own points of view and need to be “right” and in control of the situation.
Need to always appear to know, and their hesitancy around not wanting to look like they don’t actually know the answers or solutions, and are therefore incompetent.
Busyness, where they are too task focussed to make the time to hit their pause buttons, retreat and reflect, to review options for being more effective, productive, and creative, by thinking and doing things differently.
Fear of loss, or lack of safety and permission to set aside the status quo to challenge assumptions and explore new possibilities and play with the art of the possible

Towards a human-centric, future-fit focus

For most of us, the COVID-19 pandemic and its aftermath have upended our lives as we knew them, and according to McKinsey & Co – the resulting pain, grief, and economic dislocation will be felt long into the future.

Reinforcing that the first priority for leaders and teams, therefore, is to become more purposeful and human-centric, to lead and role model a future-fit focus.

Aimed at increasing speed and improving simplicity and by strategically scaling up people’s ability to unlearn, relearn, innovate, and seek good ideas regardless of their origin.

By being curious and creative, connected, empathic and compassionate, confident and courageous, to revitalize, and reenergize, exhausted people, teams, and organizations, currently languishing in 2021.

This is the first of a series of blogs, podcasts, and webinars on Developing a Human-Centric Future-Fitness organisation.

More about us

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.

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Digital Transformation Virtual Office Hours – Session One

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84% of digital transformations fail, according to research by Michael Gale of PulsePoint Group.

A digital transformation is the journey between a company’s current business operations to a reimagined version of itself from the perspective of how a digital native would build the same business operations leveraging the latest technology and scientific understandings of management science, leadership, decision science, business and process architecture, design, customer experience, etc.

Here is a quick review list of ten things to keep in mind for a successful digital transformation:

Reimagine your business from a digital native perspective
A Human-Centered Data Model (customers & employees)
Put your customers and employees at the center
Identify intersection of what’s needed & what’s possible
Simplify processes
Reduce complexity
Design elegant experiences
Technology comes at the END – not the beginning
Start by making strategic choices
Build capabilities needed to achieve your transformation

LinkedIn Virtual Office Hours – Digital Transformation – Session One

On Tuesday, August 31, 2021 at 11am EDT I opened up a Virtual Office Hours session on LinkedIn about Digital Transformation.

To participate in this first in a series of virtual office hours, you only need do two things:

Follow me on LinkedIn
Visit this LinkedIn post, add a comment with your question and I will answer it!

Here is an example of how these Digital Transformation Virtual Office Hours will go:

QUESTION ONE from Howard Tiersky:

How can you determine if your data model is human centered?

Can you talk more about that idea?

ANSWER from Braden Kelley:

Great question Howard! The best way to evaluate whether your data model is human-centered is to look at the most frequent actions driven by your data.

The first mistake people make in building their data model is to not start with the end in mind.

The second mistake people make in building their data model is to not be brutal in insisting that nearly 100% of the data gathered is actionable and not just nice to have. BUT, it is far more difficult to make the decision not to gather a piece of data than it is to just make your forms one field longer.

To try and create a human-centered data model you want to focus on making sure you’re only gathering actionable data and that it is being used to drive outcomes for humans (customers, employees, partners, etc.).

Finally, one side effect that people don’t consider when building their data model and gathering non-actionable data is that they end up inflating the number of reports that get built and that people have to sort through to find the ones that are human-centered and do contain actionable data.

So, design your data models from value derived for humans and the actions necessary to execute, evolve and deliver – backwards!

QUESTION TWO from Mark Schaefer:

In my experience across many verticals, it seems like digital transformation usually occurs only when the pain in business necessitates it. In other words, the cost of avoiding change becomes greater than the cost of implementing solutions.

Do think this is still the case or are companies outside of tech beginning to think more long-term and strategically about these transformations?

ANSWER from Braden Kelley:

While it is definitely true that most companies only engage in the perceived pain of transformation when it is less than the perceived pain of avoiding change, an increasing number of organizations are recognizing that doing nothing is no longer a viable option.

A true digital transformation not only has the potential of equipping the organization to better fight off entrance by digital natives, but also to deliver improved customer and employee experiences and to improve employee retention and recruitment in this tight labor market.

And yes, companies outside of tech are beginning to think more strategically about these transformations as I am about to begin working with a company in the natural resources industry.

Companies in every industry can no longer put off this important work, and in fact a true digital transformation has the side benefits of increasing innovation capabilities and capacity when done well.

Click to Add Your Question on LinkedIn

p.s. If you’re interested in Digital Transformation, you’ll also enjoy some of the articles I’ve written for a number of publications including CEO World, the HCL Technologies Blog, and of course Human-Centered Change and Innovation:

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Co-creating Future-fit Organizations

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Co-creating Future-fit Organizations

GUEST POST from Janet Sernack

In our second blog in this series of three, we opened the door to a threshold for a new kind of co-creative, collaborative and cohesive team spirit that catalyzes change through “innovation evangelism”. Focusing on building both internal and external talent, through empowering, equipping, and enabling internally cohesive and effective innovation teams. They apply their collaborative and collective intelligence towards initiating open innovation initiatives co-creating future-fit organizations that are human-centric, adaptive, engaging, inclusive, collaborative, innovative, accountable, and digitally enabled.

Innovation evangelists are change catalysts who courageously experiment with different business models and processes, to crowdsource broad and deep innovation capabilities. Usually in new ways that breakthrough corporate antibodies and barriers and deliver sustainable, meaningful, and purposeful change. Where, according to the recent Ideascale “Crowd Sourced Innovation Report 2021” “crowdsourced innovation capabilities have grown and innovation output indicators like implementation rate and time to implement have improved. In fact, businesses that were able to rapidly adapt and focus on innovation(in 2020) are poised to outperform their peers in the coming years”.

Innovation teams don’t innovate

The purpose of an innovation team is to create a safe environment that unlocks organizational and its key external stakeholder’s collective intelligence and innovation agility (capacity, competence, and confidence) to build the capability to change as fast as change itself.

Where the goal is to create a high performing, connected, and networked workplace culture where people:

Understand and practice the common language of innovation, what exactly it means in their organizational context, as well as exactly what value means to current and potential customers as well as to the organization,
Develop a shared narrative or story about why innovation is crucial towards initiating and sustaining future success,
Have the time and space to deeply connect, collaborate, and co-create value, internally and externally with customers, suppliers, and other primary connection points to build external talent communities and value-adding ecosystems,
Maximize differences and diversity of thought within customers as well as within communities and ecosystems,
Generate urgency and creative energy to innovate faster than competitors,
Feel safe and have permission to freely share ideas, wisdom, knowledge, information, resources, and perspectives, with customers as well as across communities and ecosystems.

How innovation teams learn and develop

Sustaining success in today’s uncertain, unstable, and highly competitive business environment is becoming increasingly dependent on people’s and team’s abilities to deeply learn, adapt and grow. Yet most people and a large number of organizations don’t yet seem to value learning and adaptiveness as performance improvement enablers, especially in enabling people and teams to thrive in a disruptive world. Nor do they understand how people learn, nor how to strategically develop peoples’ learning agility towards potentially co-creating future-fit organizations that sustain high-impact in VUCA times.

At ImagineNation™ we have integrated the four E’s of learning at work; Education, Experience, Environment, and Exposure with 12 key determining factors for co-creating future-fit organizations that sustain high-impact in VUCA times through our innovation team development, change, learning, and coaching programs.

Case Study Example

Educational customisation and alignment

After conducting desktop research and key stakeholder sensing interviews, we customized our innovation education curriculum specifically to align with the learning needs of the innovation team.

We aligned the program design to the organization’s strategic imperatives, values, and leadership behaviors, we reviewed the results of the previous culture, climate and engagement surveys, as well as the range of business transformation initiatives. We then applied design thinking principles to “bring to life” the trends emerging, diverging, and converging in our client’s and their customer’s industry sectors.

Focusing on:

enabling people to perform well in their current roles,
building people’s long-term career success,
developing their long-term team leadership and membership development capabilities,
laying the foundations for impacting collectively towards co-creating future-fit organizations.

Experiential learning a virtual and remote environment

We designed and offered a diverse and engaging set of high-value learning and development experiences that included a range of stretch and breakthrough assignments as part of their personal and team development process.

Focusing on:

encouraging people to engage in a set of daily reflective practices,
offering a series of customized agile macro learning blended learning options, that could be viewed or consumed over short periods of time,
engaging playful activities and skills practice sessions, with structured feedback and debrief discussions,
providing an aligned leadership growth individual and team assessment process,
introducing key criteria for establishing effective team cohesion and collaboration,
linking team action learning activities and evidence-based assignments to their strategic mandate ensuring their collective contribution towards co-creating future-fit organizations.

Environment to support and encourage deep learning

We aimed at creating permission, tolerance, and a safe learning environment for people to pause, retreat, reflect, and respond authentically and effectively, to ultimately engage and upskill people in new ways of being, thinking, and acting towards co-creating future-fit organizations.

Focusing on:

developing peoples discomfort resilience and change readiness,
encouraging people to be empathic, courageous, and compassionate with one another, to customers as well as to those they were seeking to persuade and influence,
allowing and expecting mistakes to be made and valued as learning opportunities and encouraging smart risk-taking,
reinforcing individual learning as personal responsibility and team learning as a mutual responsibility and establishing a learning buddy system to support accountability,
offering a series of one-on-one individual coaching sessions to set individual goals and support people and the teams’ “on the job” applications.

Exposure to different and diverse learning modalities

We designed a range of immersive microlearning bots by providing regular, consistent, linked, multimedia learning options and a constantly changing range of different and diverse learning modalities.

Focusing on:

providing an informative and targeted reading list and set of website links,
setting a series of coordinated thought leading webinars, videos, podcasts, and magazine articles aligned to deliver the desired learning outcomes,
outlining fortnightly targeted team application and reinforcement tasks,
helping the team to collaborate and set and communicate their passionate purpose, story, and key outputs to the organization to build their credibility and self-efficacy,
designing bespoke culture change initiatives that the innovation team could catalyse across the organization to shift mindsets and behaviors to make innovation a habit for everyone, every day.

Collectively contributing to the good of the whole

Co-creating future-fit organizations require creativity, compassion, and courage to co-create the space and freedom to discuss mistakes, ask questions, and experiment with new ideas. To catalyse change and help shift the workplace culture as well as crowdsource possibilities through open innovation.

In ways, that are truly collaborative, and energize, catalyze, harness, and mobilize people’s and customers’ collective genius, in ways that are appreciated and cherished by all. To ultimately collectively co-create a future-fit organization that contributes to an improved future, for customers, stakeholders, leaders, teams, organizations as well as for the good of the whole.

This is the final blog in a series of three about catalyzing change through innovation teams, why innovation teams are important in catalyzing culture change, and what an innovation team does, and how they collectively contribute toward co-creating the future-fit 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-centred approach and emergent structure (Theory U) to innovation, within your unique context. Find out more

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Digital Transformation – Ask Me Anything on LinkedIn

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Ask Me Anything on LinkedIn about Digital Transformation

On Tuesday, August 31, 2021 at 11am EDT I will we be hosting an Ask Me Anything session on LinkedIn about Digital Transformation.

To participate in this first in a series of virtual office hours, you only need do two things:

Follow me on LinkedIn
Visit my LinkedIn profile at 11am EDT this Tuesday, August 31, 2001 and post a comment on the 11am EDT post with your question and I will answer it!

I’ve written extensively about Digital Transformation for a number of publications including CEO World, the HCL Technologies Blog, and of course Human-Centered Change and Innovation. Please feel free to check out some of my writings to inspire your questions August 31st at 11am EDT!

Join me with your questions Tuesday, August 31, 2021 at 11am EDT on LinkedIn!
(watch for the post and add your question as a comment)

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Why so much medical technoskepticism?

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Why so much medical technoskepticism?

Guest Post from Arlen Meyers

Medicine has transitioned from high touch to high tech to low trust. The explosion of post COVID technology “innovations” is leaving a wake of skepticism from the healing class.

As noted, Covid-19 let virtual medicine out of the bottle. Now it’s time to tame it. If we don’t, there is a danger that it will stealthily become a mainstay of our medical care. Deploying it too widely or too quickly risks poorer care, inequities and even more outrageous charges in a system already infamous for big bills.

Medical technoscepticism is driven by:

Unresolved conflicts between the ethics of medicine and the ethics of business
False promises and marketing hype
Resistance to change
Faulty thinking leading to technology adoption errors
The halo from BIG TECH shenanigans and the resulting distrust
Social media misinformation and infodemics
Not addressing the needs of end user healthcare professionals and what they value
Rules, legislation and administrative mandates and that interfere with dissemination and implementation and the resulting unintended consequences
Inequitable access and lack of clinical validation to solutions
Inadequate professional and patient education and training about present and future medical technologies and their value
Fear about artificial intelligence and its effect on society
Security, privacy and confidentiality concerns

The pandemic resulted in an increase in virtual care. But its place and value in the post-pandemic world is up in the air. To help policymakers, payers, providers assess the various ways in which virtual care programs could have a positive impact for patients, clinicians, payers, and society going forward, the American Medical Association and Manatt Health developed a framework. It can be used by care providers to develop and evaluate new digitally-enabled-care models, by payers to inform coverage and payment decisions, and by policymakers to establish regulations.

Much like addressing vaccine skepticism, technoskepticism will require a multipronged approach. . Maybe you should just take all those worthless vitamins and supplements and forget about all the technology snake oil.

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Catalysing Change Through Innovation Teams

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Catalysing Change Through Innovation Teams

Guest Post from Janet Sernack

What makes Israel so innovative? And what has this got to do with teaming? One of the key discoveries, we made, almost ten years ago, when we relocated to Israel, was the power of its innovation eco-system – the result of a collaboration between the state, venture capital firms, successful entrepreneurs, educational system, business system, incubators, and accelerators. Reinforcing and validating the importance and role of collaboration, where a range of new, inspirational, and adaptive models that lean into complexity and catalyze and embed innovative workplace culture changes, have emerged. Where some organizations have strategically and systemically, courageously invested in applying these new models internally, in catalyzing change through innovation teams.

Transform creative discoveries

Innovation teams transform creative discoveries and ideas into new platforms and business models in timely, agile, and disciplined ways that bring significant value to the market and organization. Who, according to Nick Udall, CEO and co-founder of nowhere, effectively deliver the desired step-changes, breakthrough innovations, and organizational transformation, in ways that “move beyond what we know and step into the unknown, where the relationship between cause and effect is more ambiguous, hidden, subtle and multi-dimensional.”

New collaborative models

The range of new collaborative models, include teams and teaming, tribes, collectives, and eco-systems, are all designed to help organizations innovate in turbulent times.

Where they empower and enable everyone to be involved in innovating, and in responding to the diverse assortment of complex challenges emerging from the Covid-19 crises. They also empower and enable people to co-sense and co-create inventive solutions to the range of “complex” challenges, in ways that potentially engineer 21st-century adaptability, growth, success, and sustainability, in countries, communities, and organizations.

Capacity to change

Groups, teams, and teaming are now the “DNA of cultures of innovation”, who fuel organizations, with an “evolutionary advantage – the capacity to change as fast as change itself.” As we transition from our pre-Covid-19 conventional business-as-usual “normals”, organizations have the opportunity to adapt to the high levels of ambiguity by leveraging their peoples’ collective genius.

Utilizing innovation teams to multiply their value and co-create innovation cultures that catalyze growth, in the post-Covid-19 world through:

Emerging and exploring possibilities
Discovering creative opportunities
Making strategic decisions
Incubating and accelerating new ideas.

Realm of the creative team

According to Dr. Nick Udall in “Riding the Creativity Roller-Coaster” – creative teams embrace and work with the unknown, intangible, invisible, the unconscious and the implicate, that their key challenges are “to wander with wonder into the unknown.”

Through cultivating a 21^st-century skill set, including – attending and observing, questioning, listening and differing, risk-taking and experimenting, and teaming and networking that enables them to be, think and act differently.

Catalyzing change through innovation teams involves creating a culture of innovation, which according to the authors of “Eat, Sleep, Innovate” – is one in which (mindsets) and behaviors that drive innovation come naturally.

Where creative teams are formed around a Passionate Purpose, that propels them into the unknown, in an unpredictable world, where they connect and stretch with cognitive dissonance and creative tension, through developing discomfort resilience. To co-create collective breakthroughs that shift them beyond managing the probable, toward leading what’s possible.

Role of collective mindsets and behaviors

One of the key elements that we can intentionally cultivate is our ability to develop habits that build our mental toughness and emotional agility to cope with stress and adversity, at the same time, paradoxically, create, invent and innovate.

The one thing that we can all control, and is controllable, are our individual and collective mindsets – how we think, feel and choose to act, in solving complex problems, performing and innovating, to dance on the edges of our comfort zones, in the face of the kinds of uncertainties we confront today.

Challenges in creating a culture of innovation

Our research at ImagineNation™ has found that many organizations are disappointed and disillusioned with many of the conventional approaches to effecting culture change, largely because of variables including:

Confusion between the role of climate, culture, and engagement assessments and processes, knowing which one aligns to their purpose, strategy, and goals and delivers the greatest and most relevant value.
The typically large financial investment that is required to fund them.
The time it takes to design or customize, and implement them.
The complexity of tools and processes available that are involved in contextualizing and measuring desired changes.
Designating responsibility and accountability for role modeling, leading, and implementing the desired changes.
Building peoples’ readiness and receptivity to the desired change.
Efforts are required in removing the systemic blockers to change.
Designing and delivering the most appropriate change and learning interventions.
The false promises of “innovation theatre”.
The time it takes to reap desired results, often years.

In response to our client’s need for speedy, cost-effective, and simple, internal and collaborative culture change initiatives, we developed an integrated, simple, yet profoundly effective approach that integrates three powerful streams for catalyzing change through innovation teams:

Team development and teaming skills
Education and learning interventions
Coaching and mentoring initiatives

By taking these variables into account, focussing on building the internal capability, and offering a different and fresh perspective towards catalyzing change through innovation teams.

Creating a culture of innovation – the innovation team

We took inspiration from our 32 years of collective knowledge, wisdom, and experience across the domains of change management, culture, leadership, and team development as well as from our 8 years of iterating and pivoting our approach to the People Side of Innovation.

Coupling this with our extensive research sources, we developed and customized a team-based action and blended learning and coaching methodology for innovation teams, described as:

Change catalysts who operate with senior leadership sponsorship, empowered and equipped to trigger internal change management, engagement, and learning initiatives.
Teachers, coaches, and mentors who provide coaching and mentoring support to educate people in innovation principles and processes that cultivate sustainable innovation through co-creating learning programs and events.
A small effective and cohesive team, of evangelists, agitators, coaches, and guides and enables the whole organization to participate through partnering and collaborating on potentially ground-breaking (Moonshot) projects, aligned to the organization’s vision, purpose, and strategy.
Amazing networkers and influencers who work both within and outside of silos to inspire and motivate people to co-operate and collaborate by taking a systemic perspective, leveraging organizational independencies, to co-sense and co-create groundbreaking (Moonshot) prototypes that they pitch to senior leaders.
Being customer-obsessed and equipped with the innovation agility – capacity, competence, and confidence to adapt, transform, and constantly innovate to maximize the impact of innovation across the organization to affect growth, and deliver improved value by making innovation everyone’s job, every day, to make innovation a habit and way of life.

Developing the future fit future-facing company

Involves a commitment toward catalyzing change through innovation teams, leveraging teams, tribes, collectives as internal growth engines, who collaborate quickly to respond to ambiguity, turbulence, and rapid developments. By being nimble and agile, leading with open minds, hearts, and will to be present and compassionate to emerging human needs, courageously experiment with different business models, and creatively contribute to an improved future, for everyone.

This is the first in a series of three blogs about catalyzing change through innovation teams, why innovation teams are important in catalyzing culture change, and what an innovation team does.

Check out our second blog which describes how an innovation team operates and our final blog which includes an evidence-based case study of an effective and successful innovation team in a client 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

Image credit: Unsplash.com

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The Key to Surviving a Digital Native Assault

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The Key to Surviving a Digital Native Assault

Digital transformation has become an overused buzzword, much like innovation, because consulting and technology companies see it as an opportunity to create FOMO (fear of missing out) in their clients.

We now live in a digital age, and as a result, the pace of changes in customer expectations is accelerating. Not because technology is new, but because the way we react to technology and interact with it is different.

Our Changing Relationship with Technology

We’ve had technology for a while, but we used it primarily for performing calculations, and then for information storage and retrieval. But now, because the computer has moved from being a machine in a lab programmed with punch cards, to something nearly every one of us carries in our pocket or wears on our wrist, we’re beginning to form relationships with machines and more importantly, to use our machines to form, maintain, and even deepen, our human relationships.

People are more likely to freak out about leaving their mobile phone at home than their wallet. Soon you won’t even need to carry a wallet (unless you want to). Canada stopped making pennies. In Sweden many businesses no longer take cash. Have you tried buying a drink on an airplane lately? (no cash accepted there either)

Continue reading on BTOES Insights

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What is Human-Centered Change?

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by Braden Kelley

Arriving into the profession of change management and leadership honestly, having led organizational change programs for world-beating organizations like Wunderman and Microsoft, I’m excited to help others take their change efforts to new heights using new tools.

What is Human-Centered Change?

People Are the Heartbeat of Change

It should go without saying that if anything should be human-centered, it should be change. But, ten years ago, and even to a great extent today, the practice of change management is still very much process-centric instead of human-centric.

Worse yet, digital transformations are unfortunately often technology-centric instead of human-centric.

Because of this mismatch between what’s needed to plan and execute change successfully and the tools available to organizational change management (OCM) professionals, I decided to create a Human-Centered Change methodology. At its core is the Change Planning Toolkit and my latest book Charting Change explains how to put the 70+ visual, collaborative tools and frameworks into practice.

Only by using the more visual and collaborative methods that humans prefer can you give yourself the opportunity to literally get everyone all on the same page for change, and to beat the 70% change failure rate.

Are People Ready for Change?

Too often we run head long into yet another change initiative without considering what the levels of change readiness and change saturation are across the organization’s various human, financial and physical resources.

PCC Change Readiness Framework

To help people identify whether the people AND the organization are ready for change I created the PCC Change Readiness Framework. It starts with the organization’s shared understanding history and context and then helps you evaluate various components of:

Psychology
Capability
Capacity

Exploring these three areas in detail will allow you to uncover many of the human elements that not only will determine whether your change effort will be a success or not, but that you will need to create a plan to manage.

Business Model Canvas and Change Planning Canvas

What does Human-Centered Change look like?

Visual, collaborative tools like the Empathy Map, Business Model Canvas, Service Design Blueprint, Lean Canvas, Value Proposition Canvas, Experience Maps, and even Customer Journey Maps have laid the groundwork for a more powerful modern way of working that leverages the whole brain of individuals and groups:

Cognitive (thinking)
Conative (doing)
Affective (feeling)

And where these tools all represent the beginning of a visual, collaborative endeavor to create change, they are missing the tools to help plan for and execute the changes that are being proposed.

Outcome-Driven Change Framework by Braden Kelley

This is where the Change Planning Toolkit comes in. It has been designed with the Change Planning Canvas™ at its core to feel familiar to those already using the aforementioned tools and empower teams to take the next steps on their journey to be successful:

Change Initiatives
Digital Transformation
Design Thinking
Service Design
Experience Design
Customer Experience (CX) Improvement Efforts
Projects (make sure you also get the Visual Project Charter™)
Innovation and Intrapreneurship
Startup Creation
New Product Development (NPD)

What About Other Change Methodologies like ProSci ADKAR or the ACMP Standard for Change Management?

The human-centered change methodology is informed by the very best thinking in the various change disciplines to date, and consistent with other methodologies like ProSci’s ADKAR, PMI’s PMBOK, and the Association of Change Management Professionals (ACMP) Standard for Change Management. These other methodologies have their uses, and in fact I’ve created a poster-size visualization of the ACMP Standard:

ACMP Standard Visualization

But Human-Centered Change goes beyond these process-focused methodologies to create more visual and collaborative approaches for change leaders to use in planning and executing productive change programs.

How to Begin Practicing Human-Centered Change

The Human-Centered Change methodology will help you beat the 70% change failure rate, create more efficient and effective change initiatives (and even projects), and accelerate your pace of successful change in order to keep up with the accelerating pace of change all around us and to be more nimble, agile, and responsive than your competition.

There is a simple three step process for people to familiarize themselves with the Change Planning Toolkit’s 70+ tools used with the Human-Centered Change methodology:

I’ve invested more than $1 million into the Change Planning Toolkit so you don’t have to, and so you can leverage this investment to gain all of the benefits above while also saving yourself thousands or millions of dollars in consulting fees – every year.

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What is digital transformation? – EPISODE THREE – Ask the Consultant

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Live from the Innovation Studio comes EPISODE THREE of a new ‘Ask the Consultant’ series of short form videos. EPISODE THREE aims to answer a question that many people struggle to answer or accurately discuss:

“What is digital transformation?”

Digital transformation is a complicated topic for people to speak intelligently about and to explore in depth because there is so much misinformation and confusion about what a digital transformation actually is – a lot of it espoused by technology vendors.

Together in this episode we’ll explore what digital transformation is by looking at two definitions that show what digital transformation is not.

1. Wikipedia’s bad definition of Digital Transformation

“Digital Transformation (DT or DX) is the adoption of digital technology to transform services or businesses, through replacing non-digital or manual processes with digital processes or replacing older digital technology with newer digital technology. Digital solutions may enable – in addition to efficiency via automation – new types of innovation and creativity, rather than simply enhancing and supporting traditional methods.”

— Wikipedia

2. This Definition of Digital Transformation Gets Closer But Still Isn’t Right

“Digital transformation is the integration of digital technology into all areas of a business, fundamentally changing how you operate and deliver value to customers. It’s also a cultural change that requires organizations to continually challenge the status quo, experiment, and get comfortable with failure.”

— EnterprisersProject

So, let’s dig into what Digital Transformation really is …

A digital transformation can only be successfully achieved if you put customers and employees at the center to create a human-centered data model and explore the intersection between what’s needed and what’s possible to simplify processes, reduce complexity, and to design elegant experiences.

The key thing to remember is that technology comes at the end, not the beginning, starts by making strategic choices, and focuses on identifying and building the needed capabilities to execute the new strategy.

Here is a quick review list of ten things to keep in mind for a successful digital transformation:

Reimagine your business from a digital native perspective
A Human-Centered Data Model (customers & employees)
Put your customers and employees at the center
Identify intersection of what’s needed & what’s possible
Simplify processes
Reduce complexity
Design elegant experiences
Technology comes at the END – not the beginning
Start by making strategic choices
Build capabilities needed to achieve your transformation

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Why Change is Hard

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Why Change is Hard

In 250 Words or Less

When we think about change, often we look at it as being done to us, not something that we are part of. Initiating change is a scary, overwhelming process that we often avoid because we lack the tools to accumulate buy-in and successfully plan and execute the change in the face of the following obstacles/barriers:

psychological/political
logistical
financial
external

This leads to inaction and preservation of the status quo until the pain becomes too much to bear, or the promise of the change becomes so enticing, that people are willing to drop their resistance and begin engaging in the activities necessary to realize the intended outcomes of the change.

Organizations must identify up-front not only why people may resist, but also who will likely resist. Some of the typical reasons why people will resist include:

loss of certainty (includes fear of job loss)
loss of purpose, direction, or status
loss of mastery (includes loss of expertise/recognition)
loss of control or ownership
loss of connection or attachment
lack of trust or clarity
fear of failure (feel unprepared)
seeing proposed change as irrelevant or a bad idea

Finally, change is hard because even if you idedntify and overcome the resistance/obstacles/barriers, hiding below the surface is the even more daunting prospect that according to a 2009 ProSci study, 73% of organizations are at or near change saturation — the point at which organizations are incapable of absorbing additional change.

(248 words)

SPECIAL BONUS

One tool I created for the Change Planning Toolkit™ that will assist you in creating a stronger change strategy and more targeted communications as you lower resistance and get people to choose change are the Eight Change Mindsets:

Eight Change Mindsets to Harness for Success

Obviously it is really hard to fit everything into 250 words so I had to leave some great other highlights of why change is hard, including this one:

In a 2008 global CEO study conducted by IBM on the enterprise of the future, the top challenges to successfully implementing strategic change were identified as:

changing mindsets and attitudes (58 percent)

corporate culture (49 percent)

underestimating complexity (35 percent)

shortage of resources (33 percent)

lack of commitment from higher management (32 percent)

lack of change know-how (20 percent)

lack of motivation of employees involved (16 percent)

And here are some other challenges I would have included in the list:

lack of tools
lack of training
stakeholder misalignment
lack of buy in
change saturation
change fatigue
lack of change readiness
missing prerequisites
underestimating resistance
missing resources needed to succeed
underestimating risks and barriers
underestimating benefits of the status quo

To make change easier you’ll definitely want to transform how you plan and execute change into a more visual and collaborative approach, ideally suited for remote and hybrid interactions. It’s all laid out in my latest book Charting Change and supported by the Change Planning Toolkit™. A growing number of universities are picking up and teaching this new modern approach. Why not you?

Sources:

Charting Change by Braden Kelley, Palgrave Macmillan, 2016
Marsh survey on health, productivity and absenteeism—Prosci, 2009

Image Credit: Unsplash

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