Tag Archives: Innovation

Everyone hates to fail, why do you?

GUEST POST from Janet Sernack

If you have ever had a significant setback, made a serious mistake, or failed at completing an important task, you will have experienced some kind of deep emotional and visceral, largely unconscious, negative, reactive response to it.

By becoming passively or aggressively externally defensive and blaming and punishing others for the outcome, or by withdrawing internally, and attributing self-blame and self-punishment for what may have happened.

Everyone hates to fail because either type of reactive response stings and causes discomfort, dissonance, sorrow, suffering, and pain since you are feeling ashamed, judged, and shamed by yourself and by others. We need to re-think how we approach and digest failure, to scale and leverage it as one of our 21st-century superpowers.

Sabotaging your chances of success

According to a recent article in Psychology Today, this reactive response triggers your avoidance motivation, which then often exceeds your motivation to succeed!

Describing that the fear of failure causes us to then unconsciously sabotage our chances of success, as well as our ability to cultivate and manifest the superpowers necessary to thrive in the 21^st century.

Self-doubt settles us into a denying the need to experiment, and a reluctance, full of excuses, to experiment further with adopting, iterating, and testing new and novel ideas. Or in taking smart risks, that help you connect, explore and discover and design opportunities for making important and necessary, personal and professional changes.

Pivot and adapt to disruptive events

Yet, our ability to experiment, test, validate and iterate creative ideas is critical to surviving and thriving through the current decade of both disruption and transformation – which more of us are viewing as a series of relentless, continuous, and exponential changes, requiring unlearning and radically new learning processes.

In a 2021 Deloitte survey of 2,260 private – and public-sector CXOs in 21 countries, 60% of the respondents said that they believe disruptions like those seen in 2020 will continue. The resulting challenge is underscored by another of the survey’s findings:

Seventy percent of the CXOs do not have complete confidence in their organisation’s ability to pivot and adapt to disruptive events.

This confidence can be developed by re-thinking how we approach and digest failure, to scale and leverage it as a 21st-century superpower.

Developing 21st-century superpowers

Here are the four key superpowers, to be supported by digital technologies:

Nimbleness: The ability to quickly pivot and move. (“We used to do this, and now we do that.”)
Scalability: The ability to rapidly shift capacity and service levels. (“We used to serve x customers; we now serve 100x customers.”)
Stability: The ability to maintain operational excellence under pressure. (“We will persist despite the challenges.”)
Optionality: The ability to acquire new capabilities through external collaboration. (“Our ecosystem of partners allows us to do things we couldn’t do previously do.”)

Rethinking our fears of failure

None of these 21st-century superpowers can be developed without experimentation and collaboration.

Where you are able to self-regulate your fears of making mistakes and failure, by becoming a smart risk-taker who willingly, stretches the envelope and steps outside of your safety and comfort zones.

This helps maximise your potential and ability to learn and develop in the growth zone, where we stop self-sabotaging our chances of adapting and learning, succeeding, and growing in an uncertain and unstable world.

Everyone hates to fail because it’s hard to self-regulate the basic emotions of disappointment, anger and frustration, and deep shame. Resulting from and the distorted thinking patterns that accompany failure, often immobilising you which results in an unwillingness and inability to disrupt yourself and take intelligent actions.

Slow down to rethink, respond, regroup, play and thrive

It all starts with leading, teaching, mentoring, and coaching people to slow down, to learn, and appreciate the value of taking “time-out” for retreat and reflection.

At ImagineNation, in last week’s blog, we described how this involves developing regular reflective practices, where people can pay deep attention, and learn how to master these basic emotions and unresourceful thought patterns. How this allows them to be playful and experimental in developing new mindsets, rethinking habits, and resourceful emotional states, which are foundational for developing 21st-century superpowers.

Failure can become valued as a process and resource for effecting significant human-centric change, deepening learning, and improving your future fitness.

Consequences of avoiding failure

According to the same article in Psychology today – “shame is a psychologically toxic emotion because instead of feeling bad about our actions (guilt) or our efforts (regret) shame makes us feel who we are”.

By getting to the core of your egos, your identities, your self-esteem, and your feelings of emotional well-being and resourceful thinking habits.

Because everyone hates to fail, we all unconsciously seek ways of mitigating the implications of a potential failure – “for example, by buying unnecessary new clothes for a job interview instead of reading up on the company – which allows us to use the excuse, “I just didn’t have time to fully prepare.”

Benefits of embracing failure

Rather than succumbing to the notion that everyone hates to fail, it is much more useful to develop healthier ways of embracing and flowing with it which might:

Motivate you to reflect deeply to consider and deliberate as to what might be the most intelligent and brave actions to take under the range of circumstances you find yourself in.
Inspire you to risk-taking those intelligent actions through developing sound risk anticipation, management, and mitigation strategies that help boost your confidence.
Commit to doing just a bit more, in inventive ways that add value to the quality of people’s lives as well to your customer’s experience of your product or service.
Encourage you to access your multiple and collective intelligence, be more courageous, compassionate, and creative in co-sensing, co-discovering, co-designing, and co-creating innovative solutions to complex problems.
Enable you to learn from others, and harness people’s collective intelligence to adapt and grow, through teaming, in ways that serve the common good.

Tips for rethinking and self-regulating fears of failure

A few tips to support you to rethink, respond, regroup and thrive that we will explore more deeply, through real-life stories and examples, in our next two ImagineNation™ blog posts (November and December):

Be willing to redefine and reframe failure as what it means in your unique context, review past failures and see if you can find benefits that resulted from them.
Set approach goals and not avoidance goals to view failure as a challenge that can be mastered.
Control the controllable by intentionally managing your mindsets, shifting any negative perspective, and unpacking distortion and generalisations about failures and their negative consequences.
Imagine yourself doing well, achieving your goals by composing and painting a picture or image of a desirable and compelling future success.
Develop healthy self-compassion for when you do mess up, make mistakes and fail, by being kind and understanding, and empathic to your won humanness.
Focus on every experience, no matter what it brings is an opportunity for deep learning and creative and inventive change.

Rather than living in a world where everyone hates to fail, why not adopt the rethink, respond, regroup, thrive pattern, be future-fit and develop your set of 21st-century superpowers in the face of the acute disruption of COVID-19?

Where it is expected that the business environment, over the next three to five years, will be the most exciting and innovative period that many of us may learn from and experience in our lifetimes?

Want to know why you might have a fear of failure?

Participate in our online research study “Ten Signs you may have a fear of failure” which we adapted from the article “10 Signs That You Might Have Fear of Failure… and 2 ways to overcome it and succeed” by Guy Winch Ph.D. in Psychology Today. Click here to access the survey.

We will happily share the results and findings with you if you leave your name and email address on the form provided. By sharing these details, you will also qualify for a complimentary 30 minute one on one online innovation coaching session, with one of our global professionally certified coaches to help you overcome your own anxieties and fears about failure and develop your 21st-century superpowers.

Join our next free “Making Innovation a Habit” masterclass to re-engage 2022!

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

Image credit: Unsplash

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You Must Play and Experiment to Create and Innovate

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You Must Play and Experiment to Create and Innovate

GUEST POST from Janet Sernack

Growing up in the fashion industry, in 1980’s Paris, I forged an exciting global career and experienced, first hand, a diverse range of the most amazingly innovative fashion presentations ever. It was the dawn of an explosive era where fashion really mattered and wonderful events became really fantastic happenings featuring a lot of playful and experimental theatrical performances and fabulous guest stars on the catwalk. “From Claude Montana to Thierry Mugler, from Giorgio Armani to Franco Moschino, from Jean Charles de Castelbajac to Christian Lacroix, there were many designers who shaped the aesthetics of the era with their creations and shows” – whose creativity, still impact us across the arts and other key industries today.

Being playful and experimental

Reinforcing that in the arts and other industries, and in our professional and personal lives, newness, creativity, and innovation only happen through people being willing to be both playful and experimental.

This is useful to know, especially with the range of constraints and restrictions occurring globally as a result of fierce governmental reactive response to managing the Covid-19 pandemic. Coupling these with the challenges and limitations of a remote and hybrid workplace, are combining to cause many of us to achingly long for more freedom, fun, play, and adventure. Yet, many of us, are feeling bound to our laptops, TV’s and kitchens, and are locked within the boundaries of our homes and local neighbourhoods.

It is possible to shift the range of negative feelings that lockdowns produce by exploring possibilities and opportunities for expanding our knowledge and learning, by knowing how to be more playful and experimental, and especially by taking up a set of regular reflective practices.

A unique moment in time

Using this unique moment in time to take up a set of reflective practices to ignite our creative juices and expand our appetite and capacity for creativity.

At the same time, use this moment to explore opportunities to learn and expand our knowledge, because, knowledge plays an important role in the productivity and prosperity of economies, organisations, and individuals and the post-Covid-19 world is going to need a lot of new knowledge in the coming decade of both disruption and transformation.

Expanding our knowledge

Most of us are aware that, our desire to create, and actually be playful and experiential usually involves learning from some kind of direct experience. Like painting, where our hands are likely to get dirty, where we may produce a number of poor efforts (which we often hide) before we eventually create one, we can accept and live with.

Learning from a direct experience is more effective if coupled with reflection – that is, the intentional attempt to synthesize, abstract, and articulate the key lessons taught by experience.

Where research reveals that the effect of reflection on learning is mediated by a greater perceived ability to achieve a goal in that it improves your confidence, self-belief, and conviction that you can achieve it.

Learning from reflecting on experience

Making the learning experience a playful and experimental one allows us to have fun, in ways that engage our multiple intelligences – our cognitive brains, and heart and gut brains in ways that create meta-shifts that challenge our mental maps.

This also helps us develop our learning agility – “learning what to do when you don’t know what to do” especially important in a world of constant and disruptive change.

Which will especially be a very vital and critical skill set to cultivate in the post-Covid-19 world, where there is no playbook, or reliable template for long-term planning the results we might want, in a disruptive and uncertain future.

Starting with elastic thinking

It starts with developing our elastic thinking skills, where according to Leonard Mlodinow – it is now prime time for people to harness the power of “elastic thinking” to navigate an unstable world and underpins our ability to adapt and be creative.

And involves “developing the capacity to let go of comfortable ideas and become accustomed to ambiguity and contradiction; the capability to rise above conventional mindsets and to reframe the questions we ask; the ability to abandon our ingrained assumptions and open ourselves to new paradigms; the propensity to rely on imagination as much as on logic and to generate and integrate a wide variety of ideas; and the willingness to experiment and be tolerant of failure.”

At ImagineNation™ we developed a four-step cognitive process to help people stretch their mental maps, feelings, thinking, behaviours, and actions, enabling them to be playful and experimental by focussing on these key elements that enable reflective practice:

Discovering
Sensemaking
Internalising
Applying

Exploring the role of failing fast

Getting to the creative and innovative outcomes, when playing and experimenting with thinking or acting differently, usually involves some kind of failure, where we fail flat on our faces!

Yet when being brave playful and courageous, and experimenting, you have to be willing to make mistakes and fail. The key is to try out things, and experiment, like children, do, and not worry about what others think and say about you, when you make a mistake or fail.

At the same time, adopting a reflective practice supports our willingness to let go and come from a beginners mind, to unlearn what may have worked previously, whilst being vulnerable and open-hearted, minded and willed to deeply reflect on what happened and what knowledge you may gain and what you might learn from it.

Continuously learning from reflective practice

This means that “work must become more learningful” where an organisations’ or teams’ collective aspiration is set free and people have permission, safety, and trust to be playful and experimental.

To “learn by doing and reflecting” through being:

Encouraged to continually expand their capacity to create the results they truly desire,
Re-educated to elasticize their thinking and develop new mental maps and where expansive patterns of feeling and thinking are nurtured,
Committed to continuously learning how to learn together, at a speed faster than the competition.

Resulting in the intelligence of the organisation or team exceeding the intelligence of individuals in the team and in the organisation, and by harnessing the collective’s capacity to create, invent and innovate through enacting a set of habitual reflective practices.

CCS Cards for play and critical reflection:

As a side note, it’s worth mentioning a tool we like to use that can provide both a sense of play and an opportunity for critical reflection. As many of you may know, CCS Cards are image cards containing a special set of photos, illustrations, and words. Just holding them, sorting them, and talking about what particular cards might mean for you, is an enjoyable, playful activity that often leads to fresh, creative responses.

Furthermore, as a tool for reflective practice, CCS Cards give people a powerful way to recall and recreate their lived experiences by incorporating their feelings and emotions. The cards provide participants with self-selected representations that they can link to all the associated concepts, feelings, words, and actions that were part of the lived experience. Armed with this clearer picture, they are better able to reflect upon and learn from their experience. The cards also provide an easy way to share and compare their reflections with others, which is vital for effective collaboration.

Bringing together theory and practice

Enacting a set of reflective practices helps us effectively bring together and integrate theory and practice, where through reflection, people are able to:

Discover new mental maps, feelings, thoughts, and ideas,
Make sense of these in their own context or situation,
Internalize and assimilate the impact of these mental maps, thoughts, feelings, and actions by introducing options and choices for being, thinking, and acting differently,
Apply that information to add to their existing knowledge base and reach a higher level of understanding,
Adapt how they feel, think and act as resources in new, unknown, unexpected, and disruptive situations, as well as in how they plan, implement, and review their actions.

Surely, these might comprise a helpful set of strategies to embrace to help you thrive in these challenging times?

Isn’t there an inherent opportunity for all of us to discover and explore new ways of having more fun, by being playful and experimental?

Perhaps we might discover new ways of adapting and thriving individually and collectively co-create more individual freedom, wonderful fun, and exciting adventures that we are all craving, and become future-fit, in our constantly changing, uncertain, and unstable world.

Find out more about our work at ImagineNation™

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, February 1, 2022. 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, to upskill people and teams and develop their future fitness, within your unique context.

Join our next free “Making Innovation a Habit” masterclass to re-engage 2022!

Image credit: Unsplash

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Discipline Has a Role in Innovation

What is discipline?

As a term, discipline is commonly used to just refer to being strong-willed enough to put in a lot of hard work. In other words, self-discipline.

However, if we look at a dictionary, there are a few distinct but connected uses for the word. One refers to it as a branch of science, skill or type of work, another as the practice of regulating the behavior of people in a system, and the third as a synonym for punishing people for undesirable behavior in that system.

Well, innovation is certainly a discipline in the first meaning of the word, but it’s also one that takes a lot of discipline to succeed at, in the second meaning of the word.

“Innovation is a discipline that takes a lot of discipline to succeed at.”

Let’s dive a bit deeper on that second meaning for the word. For our purposes, we can further divide that it into two categories:

Self-discipline
Organizational discipline

There’s obviously a lot these have in common, but for an organization to succeed at innovation, you need both.

In a nutshell, you need self-disciplined individual willing to put their head down and persist. But you also need organizational discipline to focus on what matters, and to create the incentive structures needed to reinforce all of that.

Why is discipline so important for innovation?

So, with that covered, we can dive deeper into why discipline is so important for innovation and how that happens in practice.

We’ll next cover each of the main points briefly.

Viima Art of Discipline

It takes hard work, persistence, and focus to create an innovation

Because our software is centerer around ideas, we often have to explain that while every innovation starts from an idea, an idea is maybe 1% of the way there towards a real innovation. It still needs development, refinement, implementation, scaling, and so on.

Going through that whole process takes a lot of hard work for pretty much every idea, even if the idea might seem trivial at first. The fact is that by the time you get an idea, hundreds, thousands or maybe even millions of people have probably had the same idea before. Most have just never bothered to implement it, or at least haven’t succeeded at it.

“Every innovator will face plenty of challenges on the way, and there will be plenty of times when things look dire, and you could give up.”

Every innovator will face plenty of challenges on the way, and there will be plenty of times when things look dire, and you could give up. Most do. But to succeed, you need to persevere and persist through these hardships.

To do that, you’re going to need a lot of discipline to avoid potential distractions, keep your head down and focus on what matter.

Trust the process and keep going

If you’ve ever been following a challenging fitness program, you know the feeling when it looks like you’re working your butt off and not making any progress.

The weights feel even heavier than they did the last time. That’s because you’ve been accumulating stress on your body, and it hasn’t yet had the opportunity to respond. Once you get some rest and recover from that stress caused by the exercise, the body will react to the stress and make you stronger.

Innovation takes hard work and trust in the process

Well, the journey is the same with innovation: facing those stressors will feel challenging, but if you don’t give up, that’s what will make both you and the innovation better.

To keep using the same metaphor, if you’d like to run a 3-hour marathon, your fitness program will obviously look very different from if you instead wanted to squat 500 pounds. Similarly, if your strategy calls for incremental innovation, your innovation processes will look very different from those aiming for disruptive innovation, but more on that here.

Regardless, the key in each of these situations is to just trust the process and keep going. Even when things don’t look great. The challenges you face will shape your innovation for the better, and the results will follow – or you’ll run out of money. Regardless, you just need the discipline to persist and stay on track.

While following the process is what will eventually get you there, you of course need to make sure you’re on the right path in the first place, and that is where disciplined thinking comes into play.

It’s easy to fool yourself without disciplined thinking

Our brain has a natural tendency to take mental shortcuts. We have an ability to recognize patterns and use those to make quick decisions efficiently and thus save energy. In most everyday situations, that ability is obviously very beneficial.

However, with innovation, this is often problematic. It’s these mental shortcuts that lead to many of the root causes behind issues that prevent organizations from innovating. This is perhaps easiest captured in common sayings like “This is how we’ve always done it” and “There’s no way that could work”.

“Our brain has a natural tendency to take mental shortcuts, which is the root cause behind many obstacles for innovation. Disciplined thinking is how you combat that.”

What’s more, if you’re an optimistic person, as most people working on innovation usually are, it’s easy to fool yourself to think that you have created something valuable even when you really haven’t. We often prematurely fall in love with that solution, instead of the problem.

Remaining highly analytical and rational in your decision-making while still being creative and aspirational is a tough combination for any person, or even for a team, to have.

Achieving that balance takes a lot of disciplined thinking. You need to stay grounded in reality, be willing to question yourself, and go back to first principleswhile still relentlessly moving forward. It’s a mindset anyone can learn, but that requires constant discipline to maintain.

Most organizations lack discipline

However, even if you are a good innovator, and have a great team that ticks all the boxes we’ve talked about above, it doesn’t mean that you’re automatically going to succeed.

One of the big barriers for that is the lack of organizational discipline. This is common for both startups and large organizations alike.

The idea is simple to understand. Just like an individual must remain focused to become great at something, so does an organization.

You need to make tough choices to have a clear strategy. That means saying no to a lot of things, so that you can focus on the things that will truly make a difference.

Clear focus and disciplined execution are necessary for innovation

Sometimes you might have to keep investing in these truly strategically important areas, even if there’s no quantifiable ROI in the near term. Again, at the same time, the organization needs the discipline to not think about sunk costs and ruthlessly kill innovation projects that have proven to not be able to live up to their potential to free up resources for the ones that have the best odds of success.

That might sound like a paradoxical combination, and to a certain extent, it is. But that’s what makes it interesting.

On the execution side, you need a lot of discipline to have clear roles and set clear goals so that people have the prerequisites for succeeding, but also leave innovators with enough freedom to explore the best way to reach those goals. Again, that is a difficult combination to achieve. It requires a lot of discipline at all levels of the organization.

In our experience, most organizations just aren’t there yet, even if many individuals within the organization would be, and that is a big barrier for innovation.

As a result, corporate innovators often end up burning out or losing their motivation just trying to navigate the maze of organizational hierarchy for one permission and approval after another before they even get to start working on an innovation. That is a clear sign of an organization that isn’t disciplined – or alternatively has chosen to not innovate.

Discipline in practice

We’ve covered a lot of ground, and most of that has been pretty abstract, so before we wrap up, I’ll share a more practical example with you.

It’s a cliché to use Steve Jobs and Apple as an example for innovation, so I don’t usually like to do that. However, for this specific topic, I think it’s the perfect illustration because people usually see Jobs as this creative visionary and the ultimate ideas guy who couldn’t care less about processes or discipline.

But in fact, the first thing he did when coming back to Apple in 1997 wasn’t to come up with cool new products. It was to introduce a ton of discipline in everything they did and ruthlessly cut back on anything that didn’t truly help them innovate and create better products going forward.

First, he cut 70% of the products the company offered, and as a result, had to lay off 3,000 employees.

Apple's innovations came from following a disciplined process

Jim Collins does a great job summarizing some of the other actions in his book Great by Choice:

“They cut perks, stopped funding the corporate sabbatical program, improved operating efficiency, lowered overall cost structure, and got people focused on the intense ‘work all day and all of the night’ ethos that’d characterized Apple in its early years. Overhead costs fell. The cash-to-current-liabilities doubled, and then tripled.”

That provided Apple with the financial stability needed to invest in innovation and allowed them to focus their leadership and top talent purely on creating new innovations that ended up shaping the future of the company.

Also, from the Walter Isaacson biography of Jobs (which I highly recommend), it becomes obvious how diligent and disciplined Jobs and the rest of the team at Apple were in perfecting every little detail of their products, processes, and even the look of their stores (sometimes to a fault).

Conclusion

To conclude, it takes a lot of discipline to succeed at innovation. That discipline is at least as important as the creativity we usually associate with the term innovation. And, because it’s so underrated, I’d argue it’s the part most of us need to focus on.

After all, it is that disciplined execution of an idea that usually makes the difference between those that succeed and fail.

Thomas Edison did a great job in summarizing discipline when asked about his failed attempts at a lightbulb:

“I have not failed. I have successfully found 10,000 ways that will not work.”

Discipline is, without a doubt, about putting in the work, but there’s a bit more to it than that. It’s also about staying focused and grounded in reality, both of which are well displayed in that quote.

“Being disciplined, both as an individual as well as an organization can be very challenging. The good thing is that it is a muscle that you can develop.”

Even if it might not be immediately obvious, lack of discipline either as an individual or as an organization, is the root cause behind a significant portion of challenges organizations face when trying to innovate.

To be frank, being disciplined, both as an individual as well as an organization, for extended periods of time can be very challenging. The good thing is that it is, figuratively speaking, a muscle that you can develop. Most would-be innovators and leaders just aren’t quite there yet.

If you recognize yourself or your organization from this article, there’s no need to hide that – and there’s nothing to be ashamed of. We’ve all been there. Each of us has areas in our life where we lack discipline, or at the very least, times when we’ve failed to keep that up.

In fact, as an individual or organization, you need to be honest and admit that this is a problem for you. Once you do, you can take steps to address that, and you’ll be much closer to becoming a successful innovator.

This article was originally published in Viima’s blog.

Image credits: Unsplash, Viima

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IoT is Connecting Devices and Driving Innovation

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IoT is Connecting Devices and Driving Innovation

GUEST POST from Chateau G Pato

In the era of unprecedented connectivity, the Internet of Things (IoT) is at the forefront, transforming industries, cities, and lives. By seamlessly connecting devices and systems, IoT is creating an intelligent network that produces data-driven efficiency and innovation. Today, we explore how IoT is reshaping our world and delve into some stellar case studies that highlight its transformative potential.

Understanding IoT

IoT is a network of interconnected devices that communicate and exchange data seamlessly. From smart homes to industrial automation, IoT solutions leverage sensors, software, and other technology to collect and transmit data, enabling real-time analytics and insights. By tightening the feedback loop between data collection and decision-making, IoT empowers businesses and individuals to innovate more effectively.

Case Study 1: Smart Farming Revolution

Company: AgriTech Innovators

One of the most compelling applications of IoT is in agriculture, where it is driving a smart farming revolution. AgriTech Innovators, a leader in IoT-enabled agriculture solutions, has harnessed the power of connected devices to transform the farming process.

Through IoT sensors placed across fields, farmers can monitor soil moisture levels, weather conditions, and crop health in real-time. These sensors send data to a centralized platform, where advanced analytics determine the optimal conditions for irrigation, fertilization, and pest control. Enhanced data insights empower farmers to make data-driven decisions, improving crop yield and reducing resource consumption.

The result? Farmers using AgriTech Innovators’ solutions have reported yield increases of up to 30% and water savings of up to 50%. This fusion of IoT and agriculture not only boosts productivity but also contributes to sustainable farming practices.

Case Study 2: The Smart City of Tomorrow

City: Barcelona

Barcelona stands as a shining example of how IoT is transforming urban spaces into smart cities. With the goal of enhancing the quality of life for its residents, Barcelona has integrated IoT solutions into various aspects of city management.

Public lighting, waste management, and parking are just a few areas where IoT is driving change. Smart sensors installed on streetlights adjust lighting based on pedestrian presence, cutting energy consumption by up to 30%. IoT-enabled waste bins notify city workers when they need emptying, optimizing waste collection routes and reducing costs by 20%.

Moreover, an intelligent parking system guides drivers to available spaces, significantly reducing traffic congestion and emissions. These IoT initiatives have positioned Barcelona as a pioneering smart city, offering residents enhanced convenience and sustainability.

The Road Ahead

As IoT continues to evolve, the possibilities for innovation are boundless. From healthcare to transportation, the reach of IoT will only expand, forging smarter environments and more data-driven decision-making.

IoT is not merely about connecting devices; it’s about creating interconnected ecosystems that drive innovation and efficiency. Whether you’re an entrepreneur, a policymaker, or an individual curious about the future, understanding and embracing IoT is key to thriving in this connected future.

To learn more about IoT and its endless possibilities, visit IoT For All.

This article embraces the engaging narrative of how IoT is transforming industries through interconnected ecosystems. Each case study provides a vivid portrayal of IoT’s potential, showcasing its benefits and implications for the future.

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

Image credit: misterinnovation.com

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Creating 21st Century Transformational Learning

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Creating 21st Century Transformational Learning

GUEST POST from Janet Sernack

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

Intentional Change and Learning

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

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

A Turning Point

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

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

Leveraging the Turning Point

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

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

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

Forward-looking leadership

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

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

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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Re-Skilling and Upskilling People & Teams

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Re-Skilling and Upskilling People & Teams

GUEST POST from Janet Sernack

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

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

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

Collective Intelligence

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

Enhancing flexible work options

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

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

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

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

Measuring the value delivered and not the volume

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

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

Prioritizing continuous learning, reskilling and upskilling

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

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

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

Continuous learning

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

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

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

Leveraging collective genius

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

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

An uncertain future

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

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

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

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

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

Find out more about our work at ImagineNation™

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

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Managing Both the Present and the Future

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Managing Both the Present and the Future

GUEST POST from Janet Sernack

In our last blog, we described the three characteristics that offer senior executives a “unique unfreezing opportunity” from the disruptive COVID-19 hiatus and the rate of exponential technological change. These involved developing a future-ready company that builds upon pandemic-related accomplishments and re-examines (or even reimagines) the organization’s identity, how it works, and how it grows. This means that every organization, regardless of its size and specialization, requires its leaders, and teams paradoxically, to be both competent and confident and be both human-centered and customer-centric, in effectively managing both the future and the present.

Simultaneously, we all need to ensure that they capture the best of what we’ve all learned to keep the digital momentum going and, at the same time, initiate the shift to quantum – by exploring, discovering, identifying, and unleashing the possibilities and opportunities of a post-COVID-19 world. To maximize, what McKinsey & Co describes as a “turning point” for economies: where new patterns of consumer and business behavior have emerged at extraordinary speed and can be sustained over long periods of time because digitization has accelerated change faster than many believed previously possible.

Unlearn, relearn, reskill and upskill

Reinforcing that managing both the future and the present requires generating new ways of harnessing and maximizing people’s collective and connective intelligence by:

Investing in helping people unlearn, relearn, reskill and upskill to meet the needs of jobs transformed by technologies created by globally accelerated digitization.
Helping people create vital new references and landing points for a future that they may not have previously imagined, and by;
Supporting them in being comfortable with the discomfort this brings.

Focusing on developing an organizational culture that is more adaptive and innovative, where people operate as a connected, mentally tough, and emotionally agile workforce; and are enabled and empowered to dance at the edge of their comfort zones, co-create value, deliver a great customer experience and succeed in a transforming market.

Both Human and Customer-Centric

Through developing both human-centric and customer-centric relationships that:

Enable people to shift from human-centered doing to human-centered being through connecting compassionately, creatively, and courageously through reciprocity and collaboration. Acknowledging that consumers have shifted largely to digital channels and many people are at home “nesting” and at the same time “languishing” in their remote and virtual workplaces.
Empower people to become customer-centric by co-creating collective value that customers appreciate and cherish. Acknowledging that the virus has interrupted, accelerated, and even reversed longstanding and conventional consumer and business habits.
Engage people in co-creation and in taking collective action to ensure that the rebound is not uneven. Enabling people to reboot creatively by maximizing the opportunities arising from the acceleration in the adoption of digital, automation, and other technologies.

As well as using innovation to add value to the common good in ways that improve humanity, by focusing on people, profit and planet.

Seizing the opportunity – it’s paradoxical

Developing future fitness requires people to not only unlearn, and see the world with fresh eyes, it also involves being able to sense and perceive it through a paradox lens; which helps us shift our focus across polarities of thought, from binary and competitive to critical, conceptual, and complementary thinking.

An often-quoted example is that as humans, we need to both exhale and inhale, we need to both rest and be active, rather than just do one or the other, or simply just either exhale or inhale, either rest or be active.

This means that a paradox is formed by contradictory yet interrelated elements that consistently coexist, and as leaders, teams, and coaches, we need to master this to develop the capability of managing both the future and the present simultaneously.

Embracing paradox

Embracing paradox involves being able to consciously shift cognitively from perceiving a prescriptive “either/or” world, which makes things black and white, right and wrong, mandatory or voluntary.

Towards embracing both poles, or polarities, and finding a balance within the dis-equilibrium.

As leaders, teams, and coaches, to seek equilibrium, by balancing both an ability to maximize and minimize people by exerting both powers over them, and by sharing power with them, to unleash both possibility and necessity thinking.

Dancing with dis-equilibrium

Letting go of an “either/or” perspective creates the safe spaces that allow people to flow with “what is” and to then evoke and provoke our thinking to perceive “what could be” possible.

By leading through dancing with dis-equilibrium to co-create a state of equilibrium to be an effective, agile, and creative leader and team member in a disruptive VUCA world.

In ways that allow people to confront and flow with tension and conflict, scrutinize any inherent contradictions by evoking and provoking creative ways in which the competing and complementary demands can be met in managing both the future and the present simultaneously.

Being both human-centric and customer-centric

Developing future-fitness requires leaders, teams, and coaches to be both human-centric and customer-centric simultaneously – to co-create organizations that integrate the values of human-centered design as a framework to balance the needs of the organizations with the needs of its users, customers, and communities, and for the common good and future of humanity.

Being human-centered

Being human-centered is also defined as being “marked by humanistic values and devotion to human welfare” which means that to create more human-centered leaders, teams, and people – we need to know how to shift the paradigm both from human-centered doing, and towards human-centered being by:

Helping people explore and embrace their own humanness.
Being willing, enabled, and empowered to develop reciprocal and collaborative relationships.
Connecting to ourselves and others openly through how we feel, express and tap into our own emotions and those of others we interact with.
Being altruistic in serving the common good in ways that potentially add value to the future of humanity.

Being customer-centric

Customer-centricity is a way of doing business that fosters a positive customer experience at every stage of the customer journey. It aims at building customer loyalty and satisfaction leading to referrals for more customers. Anytime a customer-centric business makes a decision, it deeply considers the effect the outcome will have on its customers and users.

To create more customer-centered leaders, teams, and people – we need to shift the paradigm from seeing business as both a source of revenue, wealth, and profit and towards customers being the reason and source of business success, or not, by:

Developing a customer-centric purpose, vision, and mission that every leader, team, and team member is aligned to, and has a line of sight to, and is able to contribute towards its achievement.
Anticipating customer and potential user needs.
Ensuring that there are a rigorous and regular customer and cultural assessment metrics and feedback mechanisms in place.
Ensuring that leadership and team capabilities to adapt and grow are aligned to achieve the purpose, vision, mission, and goals.
Enabling every leader and team member to connect with, and listen to customers, and then build products that meet customer needs, anticipates customer wants, and provide a level of service that keeps customers coming through the door and advocating for the brand or business.

Harnessing collective and connective intelligence

Reinforcing that managing both the future and the present requires generating new ways of harnessing and mobilizing people’s collective and connective intelligence in ways that ultimately co-create organizations that integrate the values of both innovation and human-centered design as a framework.

This helps balance the needs of the organizations with the needs of its users, customers, and communities, as well as enables leaders, teams, and organizations to collaborate towards contributing to the common good and to the future of humanity. It will also help people co-create both vital new reference points and landing strips for a future that they may not have previously imagined, and support them in being comfortable with the discomfort this brings.

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

Find out more about our work at ImagineNation™

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Developing a Future-Fitness Focus

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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.

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Innovation Ecosystems and Information Rheology

Where Do Innovation Strategies Usually Go Wrong?

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GUEST POST from Jesse Nieminen

Innovation strategy is a common source of anxiety for many innovation managers: they always want one, but few think their organization has a clearly defined one.

However, the good news is that innovation strategy is just a set of decisions on how to best fulfill the company’s overall strategic goals related to creating something new or improved. So, even if your organization doesn’t yet have a clearly defined innovation strategy, it’s often a surprisingly straightforward task to derive it from the overall corporate strategy.

Having said that, there still are a handful of ways in which innovation strategies often go wrong. In this article, we’ll explore some of these more common mistakes, and seek to provide you with some actionable tips for avoiding them.

Innovation Strategy

The Classic Strategy Mistakes

Let’s start by covering the five classic strategy mistakes. These are not specific to innovation strategies but are by far the most common problems in those too.

The Five Classic Strategy Mistakes

At first glance, these classic mistakes seem like very basic rookie mistakes that no senior leader worth their salt will make. However, they are actually very difficult to avoid completely in a large organization. Most strategies, even some of the best, thus usually include some of these elements.The point is that if you start to see more than one or two of these, or if they’re obvious issues, odds are that your strategy will run into challenges down the road. Let’s next cover each of these mistakes briefly.

Daydreaming. This is the classic case of management coming up with a big, bold vision but not having any idea on how to get there, and no concrete plans for figuring that out. For front-line employees and managers, it’s immediately obvious that the strategy just isn’t rooted in reality.
Alignment is a related, but more nuanced challenge, and one that almost every large organization struggles with. Bridging the gap between the big picture goals and the day-to-day across the entire organization is just a very difficult task that is nearly impossible to get right from the get-go. The key is getting most of the way there, and then actively working to further improve alignment as you execute on the strategy.
Hoping for the best is a classic mistake for the big-picture style of leaders who think that their job is to get the big picture right, and its’ then other people’s job to make things happen. In reality, as Professor Martin well put it, it just doesn’t work like that. If your strategy doesn’t consider the execution, you’re just hoping for the best and usually that won’t happen. There’s a reason for the CEO being the Chief Executive
Not deciding is probably the second most common challenge right after alignment. We’ve all seen strategies that are basically a variation of “we do everything for everyone because that’s the biggest market”, and that lack of focus can only lead to spectacular failure when it comes time to execute the strategy. Another variation of this is strategies like “we focus on growth”, “we will become a market leader”. These aren’t meaningful choices; they are the end results, and very abstract ones at that. Nevertheless, growth can be made into an effective strategy if it’s focused on a very specific area, and the strategy includes the compromises you’re willing to make to achieve that growth, for example profitability. However, that’s just not what most companies are doing when they say their strategy is growth.
The 5-year plan is our nickname for running an extremely intensive one-off strategy process where a detailed roadmap is created for the next five (or however many) years. The problem is that no matter how well you know the business and do your research, no one gets it right from the get-go, and even if you theoretically would, there are very few markets that are so stagnant that nothing significant will change in the next five years. Good strategies are always a result of an iterative, on-going process.

In a nutshell, innovators plan for the long-term and towards specific goals – but remain flexible on the ways to get there and make strategy an iterative learning process focused on getting things done and continuously moving in the right direction. There are many good frameworks for this. Be it Future-Back, Discovery-Driven Planning, Blue Ocean Strategy, or the Lean Startup, they all essentially talk about variations of the same thing.

The Real Challenge is Implementation

Let’s say you get the big picture right and avoid the classic mistakes we’ve just covered. The good news is that you’re now in the game! The bad news is that you’re still a long way from successfully pulling off your strategy.

The implementation is the hard part, and the part that makes all the difference. In essence, a great strategy, be it an innovation strategy or any other kind of strategy, sets the upper limit for the performance of the organization. A poor strategy, even when executed perfectly, will still lead to poor performance. But so does a perfect strategy when implemented poorly.

Strategy execution is the hard part

Reliable figures for the failure rate of strategy execution are hard to come by, but the consensus seems to be in the range of 60-90%. I haven’t seen research on the same figures for innovation focused strategies but based on the stats that are available, I’m quite confident they aren’t much better.

Anyone can, after all, say that they want to change the world or become a global leader at something, but few can make that happen.

So, a great innovation strategy is built on a nuanced understanding of an organization’s operating environment and is built on choices that give the organization the best possible odds of success. And, in that, keeping the implementation and the day-to-day realities top of mind during each phase of the strategy work is key.

A great innovation strategy is built on a nuanced understanding of an organization’s operating environment and is built on choices that give the organization the best possible odds of success.

The details will naturally vary depending on the business and industry, but before we wrap up, we’ll briefly cover some of the key principles that most organizations pursuing an innovation focused strategy should pay attention to.

Getting Implementation Right

1. Tell the What, focus on the Why, and leave room for the How

The first of our principles is to understand that you as a leader don’t have all the answers. Whatever plan you create will need to be adjusted, and it should be done by the people executing the strategy. So, make sure your strategy tells the big picture mission and key choices you’ve made (the What), but focuses especially on the rationale behind them (the Why) while leaving room for people to figure out what the best methods are for achieving those goals (the How).

Statistically speaking, no one will remember your strategic goals, but with a couple of well-chosen examples, you can get your employees to remember the rationale behind key choices, which has far reaching consequences throughout the organization. If you get that right, alignment and execution will become dramatically easier.

2. Speed is key, systematically seek out and remove barriers for it

As we’ve covered earlier, executing an innovative strategy is an iterative learning process. The faster you can move, the faster you will learn, and the more you can accomplish. This leads to compounding returns, and that’s why I think pace of innovation is the ultimate competitive advantage any organization may have.

There are a number of things that can help make an organization more agile, innovative, and faster, but in the end it comes down to systematically seeking out and removing any and all barriers that prevent people from executing the strategy – and innovating. Sometimes this is straightforward if you just keep an ear to the ground, but often you may need to resolve more complex structural issues.

3. Decentralize

While it’s been shown that an extraordinary CEO can temporarily get an organization to execute well with sheer will of force, things will unravel the moment they leave if capabilities and responsibilities aren’t spread out across the organization. Thus, smart leaders will focus on controlled decentralization and capability building from the get-go.

The same principle applies for both strategy execution and innovation. Simply put, decentralization will help your organization make more informed decisions and move even faster.

Conclusion

As we all know, strategy plays a big role in determining the success of any organization. It essentially sets the upper limit for their performance, and a poor one will prevent the organization from ever reaching its full potential.

But, in any industry, there are likely dozens if not hundreds of companies with great, often even nearly identical strategies. Some just seem to pull it off, where others don’t.

Thus, it’s the implementation that makes the difference and really determines the success of an organization, and planning for execution and adapting to a changing reality must be crucial parts of your strategy from the get-go.

Image credits: Unsplash, Jesse Nieminen, unsplash

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Sabotaging your chances of success

Pivot and adapt to disruptive events

Developing 21st-century superpowers

Rethinking our fears of failure

Slow down to rethink, respond, regroup, play and thrive

Consequences of avoiding failure

Benefits of embracing failure

Tips for rethinking and self-regulating fears of failure

Want to know why you might have a fear of failure?

What is discipline?

Why is discipline so important for innovation?

It takes hard work, persistence, and focus to create an innovation

Trust the process and keep going

It’s easy to fool yourself without disciplined thinking

Most organizations lack discipline

Discipline in practice

Conclusion

Understanding IoT

Case Study 1: Smart Farming Revolution

Company: AgriTech Innovators

Case Study 2: The Smart City of Tomorrow

City: Barcelona

The Road Ahead

Intentional Change and Learning

A Turning Point

Leveraging the Turning Point

Forward-looking leadership

A Moment in Time

Showing up at this moment

Taking just a moment

Collective Intelligence

Enhancing flexible work options

Measuring the value delivered and not the volume

Prioritizing continuous learning, reskilling and upskilling

Continuous learning

Leveraging collective genius

An uncertain future

The Classic Strategy Mistakes

The Real Challenge is Implementation

Getting Implementation Right

1. Tell the What, focus on the Why, and leave room for the How

2. Speed is key, systematically seek out and remove barriers for it

3. Decentralize

Conclusion