Tag Archives: skills

Don’t ‘Follow the Science’, Follow the Scientific Method

Don't 'Follow the Science', Follow the Scientific Method

GUEST POST from Pete Foley

The scientific method is probably the most useful thing I’ve learnt in my life. It is a near universal tool that can be used in so many ways and so many places.  It unleashes a whole world of assisted critical thinking that is invaluable to innovators, but also in our personal lives.  Teaching it to individuals or teams who are not trained as scientists is one of the most powerful and enabling things we can do for them.  And teaching it to kids, as opposed to endless facts and data that they can easily access from the web is something we should do far more of.  

Recruiting Skills not Expertise:  When I was involved in recruiting, I always valued PhD’s and engineers.  Sometimes that was for their unique, specialized knowledge.  But more often than not it was more for the critical thinking skills they had acquired while gaining that specialized knowledge. In today’s rapidly evolving world, specific knowledge typically has a relatively short shelf-life.  But the cognitive framework embodied by the scientific method is a tool for life, and one that can be reapplied in so many ways.  .

Don’t Follow the Science, Follow the Process:  All too often today the scientific method gets confused with ‘following the science’.  The scientific process is almost infinitely useful, but blindly ‘following the science’ is often far less so, and can be counter productive.  The scientific method is a process that helps us to evaluate information, challenge assumptions, and in so doing, get us closer to truth.  Sometimes it confirms our existing ideas, sometimes it improves them, and sometimes it completely replaces them.  But it is grounded in productive and informed skepticism, and this is at the heart of why science is constantly evolving.

‘Follow the Science’ in many ways the opposite.  It assumes someone in a position of power already has the right answer.  At it’s best it means blindly follow the consensus of today’s experts.  All too often it really means ‘do as you are told’.   Frequently the people saying this are not the experts themselves, but are instead evoking third party expertise to support their viewpoint.  That of course is the opposite of science.  It’s often well intended, but not always good advice.

Science is not a Religion:  At the heart of this is a fundamental misunderstanding of science, and scientists. In today’s media and social media, all too often science and scientists are presented with a quasi-religious reverence, and challenging the current view is framed as heretical.  How often do you here the framing ‘scientists tell us… ‘ as a way of validating a position?   

This is understandable.  The sheer quantity and complexity of information we are faced with in our everyday lives is increasingly unmanageable, while big challenges like climate unimaginably complex.  I find it almost impossible to keep up with my own interests, let alone everything that is happening.  And some topics are so technical that they simply require translation by experts.  When someone announces they’ve discovered the Higgs boson particle, it’s not really practical for any of us to pop over to the local particle accelerator and check for ourselves.  So expertise is clearly an important part of any decision chain. But experts come with their own biases. An engineer naturally tends to see problems and through, an engineering lens, a chemist through a chemical one.

Science in Support of an Agenda:  One danger with the ‘follow the science’ mantra is that it is often used to reinforce a belief, opinion, or even agenda.  I’ve seen this all too often in my work life, with the question, ‘can you find me a paper that supports ‘x’.  This is often benign, in that someone passionately believes something, and wants to find evidence to support it.   But this is fundamentally the wrong question, and of course, completely ‘unscientific’.

The scientific literature is filled with competing theories, disproven or outdated ideas, and bad science.   If you look for literature to support an idea you can usually find it, even if it’s wrong.   Scientists are not gods.  They make mistakes, they run poor experiments, and they are subject to confirmation biases, ego, and other human frailties. There is a good reason for the phrase that science evolves one death at a time. Science, like virtually every human organization is hierarchical, and a prestigious scientist can advance a discipline, but can also slow it down by holding onto a deeply held belief. And mea culpa, I know from personal experience that it’s all too easy to fall in love with a theory, and resist evidence to the contrary. 

Of course, some theories are more robust than others.   Both consensus and longevity are therefore important considerations.  Some science is so well established, and supported by so much observation that it’s unlikely that it will fundamentally change.  For example, we may still have a great deal to learn about gravity, but for practical purposes, apples will still drop from trees.    

Peer Review:  Policing the literature is hard.  Consensus is right until its not. Another phrase I often hear is ‘peer reviewed’, in the context that this makes the paper ‘right’.  Of course, peer review is valuable, part of the scientific process, and helps ensure that content has quality, and has been subject to a high level of rigor.   If one person says it, it can be a breakthrough or utter nonsense.  If a lot of smart people agree, it’s more likely to be ‘right’.  But that is far from guaranteed, especially if they share the same ingoing assumptions. Scientific consensus has historically embraced many poor theories; a flat earth, or the sun revolving around the earth are early examples. More tragically, I grew up with the thalidomide generation in Europe.  On an even bigger scale, the industrial revolution gave us so much, but also precipitated climate change.  And on a personal level, I’ve just been told by my physician to take a statin, and I am in the process of fighting my way through rapidly growing and evolving literature in order to decide if that is the right decision.  So next time you see a scientist, or worse, a politician, journalist, or a random poster on Twitter claim they own scientific truth, enjoin you to ‘follow the science’, or accuse someone else of being a science denier, treat it with a grain of sodium chloride.

They may of course be right, but the more strident they are, or the less qualified, the less likely they are to really understand science, and hence what they are asking you to follow.  And the science they pick is quite possibly influenced by their own goals, biases or experience. Of course, practically we cannot challenge everything. We need to be selective, and the amount of personal effort we put into challenging an idea will depend upon how important it is to us as individuals.      

Owning your Health:  Take physicians as an example.  At some time or other, we’ve all looked to a physician for expert advise.  And there is a good reason to do so.  They work very hard to secure deep knowledge of their chosen field, and the daily practice of medicine gives then a wealth of practical as well as well as theoretical knowledge.  But physicians are not gods either.  The human body is a very complex system, physicians have very little time with an individual patient (over the last 10 years, the average time a physician spends with a patient has shrunk to a little over 15 minutes), the field is vast and expanding, and our theories around how to diagnose and treat disease are constantly evolving.  In that way, medicine is a great example of the scientific method in action, but also how transient ‘scientific truths’ can be.  

I already mentioned my current dilemma with statins.   But to give an even more deeply personal example, neither my wife or I would be alive today if we’d blindly followed a physicians diagnosis.

I had two compounding and comparatively rare conditions that combined to appear like a more common one.  The physician went with the high probability answer.  I took time to dig deeper and incorporate more details.  Together we got to the right answer, and I’m still around!

This is a personal and pragmatic example of how valuable the scientific process can be.  My health is important, so I chose to invest considerable time in the diagnosis I was given, and challenge it productively, instead of blindly accepting an expert opinion. My physicians had far more expertise than I did, but I had far more time and motivation.  We ultimately complemented each other by partnering, and using the scientific method both as a process, and as a way to communicate.   

The Challenge of Science Communication:  To be fair, science communication is hard.   It requires communicating an often complex concept with sufficient simplicity for it to be understandable, often requires giving guidance, while also embracing appropriate uncertainty. Nowhere was this more evident than in the case of Covid 19, where a lot of ‘follow the science’, and ‘science denier’ language came from.  At the beginning of the pandemic, the science was understandably poorly developed, but we still had to make important decisions on often limited data.  At first we simply didn’t understand even the basics like the transmission vectors (was it airborne or surface, how long did it survive outside of the body, etc).  I find it almost surreal to think back to those early months, how little we knew, the now bizarre clean room protocols we used on our weekly shopping, and some of the fear that has now faded into the past.  

But because we understood so little, we made a lot of mistakes.  The over enthusiastic use of ventilators may have killed some patients, although that is still a hotly debated topic. Early in the pandemic masks, later to become a controversial and oddly politically charged topic, masks were specifically not recommended by the US government for the general public. Who knows how many people contracted the disease by following this advice?   It was well intentioned, as authorities were trying to prevent a mask shortage for health workers. But it was also mechanistically completely wrong.

At the time I used simple scientific reasoning, and realized this made little sense.  If the virus was transmitted via an airborne vector, a mask would help.  If it wasn’t, it would do no harm, at least as long as I didn’t subtract from someone with greater need. By that time the government had complete control of the mask supply chain anyway, so that was largely a moot point. Instead I dug out a few old N95 masks that had been used for spray painting and DIY, and used them outside of the house (hospitals would not accept donations of used masks). I was lambasted with ‘follow the science’ by at least one friend for doing so, but followed an approach with high potential reward and virtually zero downside. I’ll never know if that specifically worked, but I didn’t get Covid, at least not until much later when it was far less dangerous.

Science doesn’t own truth: Unlike a religion, good science doesn’t pretend to own ultimate truths.  But unfortunately it can get used that way.  Journalists, politicians, technocrats and others sometimes weaponize (selective) science to support an opinion. Even s few scientists who have become frustrated with ‘science deniers’ can slip into this trap.

Science is a Journey: I should clarify that the scientific method is more of a journey, not so much a single process. To suggest is is a single ‘thing’ so is probably an unscientific simplification in its own right. It’s more a way of thinking that embraces empiricism, observation, description, productive skepticism, and the use of experimentation to test and challenge hypothesis. It also helps us to collaborate and communicate with experts in different areas, creating a common framework for collaboration, rather than blindly following directions or other expert opinions.    

It can be taught, and is incredibly useful.  But like any tool, it requires time and effort to become a skilled user.   But if we invest in it, it can be extraordinarily valuable, both in innovation and life. It’s perhaps not for every situation, as that would mire us in unmanageable procrastination.  But if something is important, it’s an invaluable tool. 

Image credits: Pixabay

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Intuitive Skill, Center of Emphasis, and Mutual Trust

Intuitive Skill, Center of Emphasis, and Mutual Trust

GUEST POST from Mike Shipulski

Mutual Trust. Who do you trust implicitly? And of that shortlist, who trusts you implicitly? You know how they’ll respond. You know what decision they’ll make. And you don’t have to keep tabs on them and you don’t have to manage them. You do your thing and they do theirs and, without coordinating, everything meshes.

When you have mutual trust, you can move at lightning speed. No second-guessing. No hesitation. No debates. Just rapid progress in a favorable direction. Your eyes are their eyes. Their ears are your ears. One person in two bodies.

If I could choose one thing to have, I’d choose mutual trust.

Mutual trust requires shared values. So, choose team members with values that you value. And mutual trust is developed slowly over time as you work together to solve the toughest problems with the fewest resources and the tightest timelines. Without shared values, you can’t have mutual trust. And without joint work on enigmatic problems, you can’t have mutual trust.

Mutual trust is a result. And when your trust-based relationships are more powerful than the formal reporting structure, you’ve arrived.

Intuitive Skill. In today’s world, decisions must be made quickly. And to make good decisions under unreasonable time constraints and far too little data requires implicit knowledge and intuitive skill. Have you read the literature? Have you studied the history? Have you drilled, and drilled, and drilled again? Did you get the best training? Have you honed your philosophy by doing the hard work? Have you done things badly, learned the hard lessons, and embossed those learnings on your soul? Have you done it so many times you know how it will go? Have you done it so many different ways your body knows how it should respond in unfamiliar situations?

If you have to think about it, you don’t yet have intuitive skill. If you can explain why you know what to do, you don’t have intuitive skill. Make no mistake. Intuitive skill does not come solely from experience. It comes from study, from research, from good teachers, and from soul searching.

When your body starts doing the right thing before your brain realizes you’re doing it, you have intuitive skill. And when you have intuitive skill, you can move at light speed. When it takes more time to explain your decision than it does to make it, you have intuitive skill.

Center of Mass, Center of Emphasis. Do you focus on one thing for a week at a time? And do you wake up dreaming about it? And do you find yourself telling people that we’ll think about something else when this thing is done? Do you like doing one thing in a row? Do you delay starting until you finish finishing? Do you give yourself (and others) the flexibility to get it done any way they see fit, as long as it gets done? If the answer is yes to all these, you may be skilled in center-of-emphasis thinking.

The trick here is to know what you want to get done, but have the discipline to be flexible on how it gets done.

Here’s a rule. If you’re the one who decides what to do, you shouldn’t be the one who decides the best way to do it.

Yes, be singularly focused on the objective, but let the boots-on-the-ground circumstances and the context of the moment define the approach. And let the people closest to the problem figure out the best way to solve it because the context is always changing, the territory is always changing, and the local weather is always changing. And the right approach is defined by the specific conditions of the moment.

Build trust and earn it. And repeat. Practice, study, do, and learn. Hone and refine. And repeat. And choose the most important center of emphasis and let the people closest to the problem choose how to solve it. And then build trust and earn it.

This post was inspired by Taylor Pearson and John Boyd, the creator of the OODA loop.

Image credit: Unsplash

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Top 10 Human-Centered Change & Innovation Articles of December 2023

Top 10 Human-Centered Change & Innovation Articles of December 2023Drum roll please…

At the beginning of each month, we will profile the ten articles from the previous month that generated the most traffic to Human-Centered Change & Innovation. Did your favorite make the cut?

But enough delay, here are December’s ten most popular innovation posts:

  1. Five Key Digital Transformation Barriers — by Howard Tiersky
  2. Achieving a Transformation Vision for a Better Future — by Howard Tiersky
  3. Eight Innovation Executive Types — by Stefan Lindegaard
  4. Skills versus Judgement — by Mike Shipulski
  5. We Need to Stop Glorifying Failure — by Greg Satell
  6. What Will People See? — by Mike Shipulski
  7. Don’t Waste Your Time Talking to Customers — by Robyn Bolton
  8. The Amazing Efficiency of Systematic Guessing — by Dennis Stauffer
  9. Four Change Empowerment Myths — by Greg Satell
  10. Do the Right Thing — by Mike Shipulski

BONUS – Here are five more strong articles published in November that continue to resonate with people:

If you’re not familiar with Human-Centered Change & Innovation, we publish 4-7 new articles every week built around innovation and transformation insights from our roster of contributing authors and ad hoc submissions from community members. Get the articles right in your Facebook, Twitter or Linkedin feeds too!

Have something to contribute?

Human-Centered Change & Innovation is open to contributions from any and all innovation and transformation professionals out there (practitioners, professors, researchers, consultants, authors, etc.) who have valuable human-centered change and innovation insights to share with everyone for the greater good. If you’d like to contribute, please contact me.

P.S. Here are our Top 40 Innovation Bloggers lists from the last four years:

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Skills versus Judgement

Skills versus Judgement

GUEST POST from Mike Shipulski

Best practices are good, but dragging projects over the finish line is better.

Alignment is good, but not when it’s time for misalignment.

Short-term thinking is good, as long as it’s not the only type of thinking.

Reuse of what worked last time is good, as long as it’s bolstered by the sizzle of novelty.

If you find yourself blaming the customer, don’t.

People that look like they can do the work don’t like to hang around with those that can do it.

Too much disagreement is bad, but not enough is worse.

The Status Quo is good at repeating old recipes and better at squelching new ones.

Using your judgment can be dangerous, but not using it can be disastrous.

It’s okay to have some fun, but it’s better to have more.

If it has been done before, let someone else do it.

When stuck on a tricky problem, make it worse and do the opposite.

The only thing worse than using bad judgment is using none at all.

It can be problematic to say you don’t know, but it can be catastrophic to behave as if you do.

The best way to develop good judgment is to use bad judgment.

When you don’t know what to do, don’t do it.

Image credit: Unsplash

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At the Intersection of Innovation Way and Extraordinary Drive

At the Intersection of Innovation Way and Extraordinary Drive

GUEST POST from Shep Hyken

No matter what business we’re in, our storefront better be located at the intersection of Extraordinary Drive and Innovation Way.

Of course, I am speaking figuratively. But, I’ve literally taken a photo at this real intersection that exists in the middle of High Point University. I am a fan of the university and its leadership. I’ve attended special programs there on several occasions, and every time I go back I’m reminded of its focus on being extraordinary and its innovative approach to education.

We can all learn from HPU. Higher education is a sector that is facing major disruptions from every direction. (Did you think it was just your industry having to find new ways to compete?)

Consider the looming demographic shifts impacting higher ed. According to a CNBC story, undergraduate enrollment is down 9.4% compared to two years ago. Fewer kids going to college in the next few years means a leaner market for universities to fight over. Then there’s all the chatter about whether college is really worth it. Just go to a trade school, a coding boot camp, etc. The headwinds that higher education is facing are stronger than ever.

Yet, HPU has created a distinctive niche in the higher education industry by becoming the Premier Life Skills University. How much of what a student learns in school can really be called life skills? Of course, students must embrace the liberal arts and explore subjects like literature, math, art, history, science and so on. These make us smarter and provide us with more knowledge, but are they translated into life skills? Shouldn’t education go beyond information and theory, and instead prepare us to implement those lessons in real-world scenarios?

What happens when we’re asked to describe ourselves in a job interview? How do we handle ourselves in client meetings and boardrooms? Are we ready for conflict, constant change and complex problem solving? These skills are not typically taught in school, but it’s exactly those abilities in which HPU excels, differentiating it from other colleges and universities.

So, let’s take a lesson from HPU and discover how it has created value for its students (and their parents) and how we can do the same in our businesses and organizations. In short, they’ve done it by living at the intersection of Extraordinary Drive and Innovation Way. Here are a few examples:

When critics of higher education suggest that college isn’t worth it, HPU decides to create extra value by providing every freshman with a professional success coach, equipping its Career Office to deliver an impressive 99% placement rate for recent graduates. It even offers a tuition-free Master’s Degree in Communication and Business Leadership. How are you adding additional value for your clients and customers?

When critics of higher education suggest young people should just learn a trade, HPU’s answer is weaving the “trade” of leadership and life skills into every major. It even has an “In Residence Program” that puts industry leaders in the classroom. Imagine being mentored by founders of companies such as Apple Computer or Netflix. Imagine being coached by the CEO of the Dallas Mavericks or Domino’s Pizza. They, along with dozens of other accomplished executives and leaders, all work with HPU students. So, beyond the fully accredited classroom experience that HPU offers (like every other accredited college in the nation), it has added real-world mentorship to the value equation. What is the lesson for you and me? We better be sure we deliver extraordinary and relevant benefits that add value to our customers’ and clients’ experience.

When critics of higher education suggest just going to a coder boot camp instead of college, HPU reminds families that technical skills aren’t enough when it comes to building a sustainable career. HPU has studied and surveyed employers and proven through its data that life skills are the unshakable foundation for earning and sustaining success no matter our occupation or our age. So, how are you interpreting your value to your clients? Because if you don’t, you are leaving it up to someone else. And that someone else may be your competition!

And beyond the critics who question the value of a college education, there are others who specifically criticize HPU. Success is sweet, but it also comes with competitors and critics putting a target on your back. One of the often-mentioned criticisms is the look of its campus. Really? HPU is proud that almost everyone who sees the campus for the first time says, “Wow!” It’s hard not to be impressed with the manicured campus, the beautiful buildings and the engaging, positive environment that students enjoy. But there’s far more to this university than its good looks. Look beyond the surface and you’ll find some of the most extraordinary and innovative classrooms and programs, such as the $500 million Innovation Corridor filled with cutting-edge labs where research funded by NASA and the National Institutes of Health takes place.

While higher education is in the midst of disruption like most industries, HPU has transformed what a college can do and be, and that by nature draws criticism. But here’s the lesson we can all learn: When your business or organization creates transformational change, it will surely attract criticism. As long as you are rendering value for your clients, then you know you’re doing something right.

We all have critics of our business or industry. And we all have challenges we must overcome. How we succeed or fail is directly related to how we respond to criticism and how we deliver on behalf of our customers. When we make the decision to live at the intersection of Extraordinary Drive and Innovation Way, we have no choice but to keep up our neighborhood and deliver value.

This article originally appeared on Forbes.com

Image Credit: Pexels

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Five Key Skills for Chief Transformation Officers

Five Key Skills for Chief Transformation Officers

GUEST POST from Art Inteligencia

As digital transformation continues to become more commonplace in the modern business landscape, the role of the Chief Transformation Officer (CTO) has become increasingly important. A CTO is responsible for leading and managing large-scale, enterprise-wide transformation initiatives that typically involve multiple stakeholders, departments, and processes.

Given the complexity of their role, CTOs must possess a blend of technical and leadership skills in order to be successful. Here are five key skills that every CTO should have:

1. Strategic Thinking

The CTO needs to be able to identify and prioritize potential areas of transformation in order to develop a comprehensive and effective transformation plan. This requires a deep understanding of the organization and its goals, as well as the ability to think strategically and plan ahead.

2. Change Planning, Leadership and Management

The CTO must be able to effectively lead and manage the transformation process, which includes developing and implementing a plan, managing stakeholders, and ensuring that the transformation is successful. This requires a deep understanding of change planning, leadership, and management principles and processes. Ideally, they should be a certified Human-Centered Change professional, skilled at leveraging the Change Planning Toolkit™.

3. Cross-Functional Communication

The CTO must have excellent communication skills in order to effectively communicate the transformation plan and objectives to stakeholders across functional siloes, as well as to ensure that everyone is on the same page throughout the process. The Change Planning Canvas™ is a great tool for getting everyone literally all on the same page for change, and is introduced in Braden Kelley’s best-selling book Charting Change.

4. Technical Expertise

The CTO must possess a strong understanding of the technical and operational aspects of the organization in order to develop effective transformation plans and strategies. This may involve a deep understanding of data, analytics, and enterprise systems.

5. Relationship Building

The CTO needs to be able to build relationships with stakeholders across the organization in order to ensure that everyone is on board with the transformation plan and objectives. This requires the ability to understand different perspectives and build consensus among stakeholders.

These five skills are essential for any CTO to be successful in their role. With the right skillset and a strategic approach, a CTO can lead their organization to success and ensure a successful transformation.

To read more about Chief Transformation Officers, see my other article here:

Image credit: Pexels

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Change Leadership

An Essential Skill for Today’s Leaders

Change Leadership - An Essential Skill for Today's Leaders

GUEST POST from Art Inteligencia

In today’s rapidly evolving landscape, leaders face a unique set of challenges and opportunities. To navigate this environment successfully, change leadership has emerged as an indispensable skill. Leaders who can adeptly guide their teams and organizations through change not only ensure survival but also drive innovation and long-term growth. In this article, we’ll explore what change leadership entails, why it’s essential, and how it’s been successfully implemented through two enlightening case studies.

What is Change Leadership?

Change leadership refers to the ability to influence and inspire teams to embrace change and drive transformation. Unlike traditional change management, which focuses on processes and tools, change leadership centers on people. It’s about engaging hearts and minds, fostering a culture of adaptability, and ensuring that everyone is aligned with the vision for change.

Why is Change Leadership Essential?

There are several reasons why change leadership is more critical now than ever:

  • Accelerated Technological Advancements: The digital age has introduced rapid technological changes, requiring leaders to be agile and forward-thinking.
  • Globalization: As businesses expand globally, leaders must manage cross-cultural teams and navigate various market dynamics.
  • Regulatory Changes: Frequent regulatory updates necessitate quick adaptation and compliance.
  • Workforce Dynamics: With the rise of remote work and the gig economy, traditional management structures are evolving.
  • Customer Expectations: Modern consumers demand constant innovation, pushing organizations to be more responsive to market shifts.

Case Study 1: IBM’s Transformation Under Lou Gerstner

Background

Starting in the early 1990s, IBM faced declining revenues and a rapidly changing technology landscape. The mainframe-centric company was struggling to compete in the burgeoning personal computer and network computing markets. Lou Gerstner was appointed CEO in 1993 with the monumental task of turning the ship around.

Change Leadership in Action

Vision Setting

Gerstner began by articulating a clear vision. He envisioned IBM transforming from a hardware-centric company to a solutions-based provider. This vision broke from IBM’s traditional focus and set a new course for the company.

Engaging Stakeholders

Gerstner took steps to engage all levels of the organization. He initiated regular town hall meetings, encouraging open communication and feedback. This inclusivity helped dismantle silos and fostered a collaborative culture.

Cultural Shift

Recognizing that the existing culture was a barrier to change, Gerstner introduced a new set of values emphasizing customer solutions, teamwork, and speed. He also revamped the performance evaluation system to align with the new cultural values.

Results

IBM’s transformation under Gerstner was a resounding success. By the late 1990s, the company had repositioned itself as a leader in the IT services sector, experiencing significant revenue growth and improved market share. The shift not only saved IBM from potential obsolescence but also set the stage for future innovations.

Case Study 2: Microsoft’s Satya Nadella and the Cultural Renaissance

Background

In 2014, Satya Nadella took over as CEO of Microsoft. At the time, Microsoft was criticized for its cutthroat culture and was lagging in key areas like mobile and cloud computing. Employee morale was low, and the company needed a transformative leader.

Change Leadership in Action

Empathy-Driven Leadership

Nadella emphasized empathy and collaboration from the outset. His leadership style was a significant departure from Microsoft’s historically aggressive culture. He introduced the concept of “growth mindset” to encourage employees to embrace challenges and learn continuously.

Vision and Strategy

Nadella articulated a clear vision: to transform Microsoft into a cloud-first, mobile-first company. He made bold moves, such as acquiring LinkedIn and GitHub, to align with this vision. These strategic acquisitions positioned Microsoft as an indispensable player in the tech ecosystem.

Inclusivity and Diversity

Nadella focused heavily on inclusivity, believing a diverse workforce would foster better innovation. He implemented measures to improve diversity at all levels, creating an inclusive atmosphere where every voice could be heard.

Results

Under Nadella’s leadership, Microsoft experienced a cultural renaissance that translated into financial success. The company saw its stock price quadruple, re-established itself as an industry leader, and was lauded for its inclusive culture.

Key Takeaways for Today’s Leaders

Change leadership is not just about steering your organization through disruption but about thriving in it. From IBM’s pivot under Lou Gerstner to the cultural shift at Microsoft led by Satya Nadella, the principles of effective change leadership remain consistent:

  • Clear Vision: A compelling vision can unite and guide an organization.
  • Engage Stakeholders: Open communication and stakeholder engagement are vital.
  • Cultural Alignment: A culture aligned with your vision can propel your organization forward.
  • Inclusivity: Diverse perspectives foster innovation and resilience.

In an era of constant flux, embracing change leadership is not just advisable—it’s imperative. As demonstrated by our case studies, those who master this skill can lead their organizations to unparalleled success.

Conclusion

Change leadership is an essential competency for navigating today’s ever-changing business landscape. By understanding its core principles and learning from successful leaders, today’s executives can set their organizations on a path to sustainable growth and innovation. Through vision, engagement, cultural shifts, and inclusivity, leaders can inspire their teams to not just accept change but to thrive in it.

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

Image credit: Pixabay

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Up-skilling and Re-skilling for Remote Work

Navigating the Digital Transformation

Up-skilling and Re-skilling for Remote Work

GUEST POST from Chateau G Pato

The shift to remote work has become a dominant trend in the digital age, accelerated by the global pandemic. As businesses strive to adapt to this new working environment, the need for up-skilling and re-skilling has never been more crucial. Navigating the digital transformation requires individuals to continuously learn and upgrade their skills to stay relevant in the ever-evolving job market.

Case Study 1: Sarah’s Journey to Up-skilling

Sarah, a marketing manager for a traditional brick-and-mortar retail store, found herself facing uncertainty as the pandemic forced the closure of physical stores. With the company transitioning to an online platform, Sarah realized the importance of enhancing her digital marketing skills to meet the demands of remote work. She enrolled in online courses on social media marketing, search engine optimization, and content creation, equipping herself with the tools needed to thrive in the digital realm. By up-skilling, Sarah not only secured her position within the company but also opened up new opportunities for career advancement in the digital marketing field.

Case Study 2: John’s Re-skilling Success Story

John, a sales executive for a manufacturing company, was faced with the challenge of transitioning to remote work as in-person sales meetings became impossible due to travel restrictions. Recognizing the need to reskill in order to adapt to the new sales landscape, John took initiative in learning about virtual selling techniques, e-commerce platforms, and customer relationship management systems. By embracing the digital transformation and developing his skills in online sales strategies, John was able to successfully pivot his approach and continue to drive sales for the company despite the limitations of remote work.

As the examples of Sarah and John illustrate, up-skilling and re-skilling are essential components of navigating the digital transformation in the remote work era. To thrive in this new environment, individuals must be proactive in expanding their skill sets and embracing technology to stay competitive in the job market. Whether through online courses, workshops, or mentorship programs, continuous learning is key to adapting to the changing landscape of work.

Conclusion

Up-skilling and re-skilling are not just buzzwords, but critical strategies for success in the digital age. By investing in continuous learning and development, individuals can future-proof their careers and seize opportunities in the remote work environment. Embracing the digital transformation through up-skilling and re-skilling is not only a necessity but a pathway to personal and professional growth in an increasingly digital world.

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

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Seven Areas of Mastery for Futurists

Seven Areas of Mastery for Futurists

GUEST POST from Art Inteligencia

The future of technology and the way that individuals interact with their environment continues to evolve and develop at a rapid rate. As a result, it is becoming increasingly important for individuals to understand and master the various areas of futurist disciplines. With the advent of new technologies and advancements in artificial intelligence, the need for individuals to be able to effectively navigate the ever-changing landscape of the future has never been more important. Seven areas futurists should continue to master include:

1. Strategic Foresight: The ability to interpret trends, assess their potential impact, and develop sound strategies to take advantage of them.

2. Analytical Thinking: The capacity to analyze complex problems and develop solutions to them.

3. Systems Thinking: The ability to see the “bigger picture” and how different elements can interact to create a desired outcome.

4. Technology Fluency: A deep understanding of the implications of technological advancements, and how to best leverage them for maximum benefit.

5. Innovation: The capacity to identify opportunities for disruptive change and create new products, services, and experiences.

6. Adaptability: The ability to quickly adapt to change and to embrace new ideas and processes.

7. Communication: The ability to effectively communicate ideas, thoughts, and plans to stakeholders and the public.

As technology advances and the world moves further into the future, the need for futurists to stay competitive in the job market increases. These areas of mastery are becoming increasingly valuable as the world continues to evolve, and those who possess these skills will be in high demand.

Does your organization employ a futurist?

Bottom line: Futurists are not fortune tellers. They use a formal approach to achieve their outcomes, but a methodology and tools like those in FutureHacking™ can empower anyone to be their own futurist.

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Six Key Skills Innovation Managers Should Have

Six Key Skills Innovation Managers Should Have

GUEST POST from Art Inteligencia

Innovation managers are responsible for identifying and developing new ideas and products that will give their company a competitive advantage. They must have a combination of creative and analytical skills, as well as the ability to lead and motivate a team. Here are some key skills that an innovation manager should possess:

1. Strategic Thinking

Innovation managers must have the ability to think strategically, developing long-term plans and strategies that can help their organization stay ahead of the competition. They must be able to identify new opportunities for growth and be able to effectively communicate their ideas to the rest of the organization.

2. Leadership

Innovation managers must be able to lead and motivate a team to achieve their goals. They must be able to foster a collaborative environment and ensure that everyone is working together to reach their objectives.

3. Communication

Innovation managers must have strong communication skills in order to effectively convey their ideas and plans to the rest of the organization. They must also be able to effectively listen to their team and be able to provide feedback in a constructive manner.

4. Analytical Skills

Innovation managers must be able to analyze data and make informed decisions. They must be able to identify trends and patterns and use them to their advantage.

5. Creativity

Innovation managers must be able to come up with creative solutions to problems. They must be able to think outside the box and come up with innovative ideas that will give their company an edge.

6. Project Management

Innovation managers must be able to manage projects from start to finish. They must be able to effectively prioritize tasks and ensure that deadlines are met.

By possessing these six key skills, an innovation manager can help their organization stay ahead of the competition and achieve their goals. And of course, a good understanding of the concepts in my friend Braden Kelley’s excellent innovation primer Stoking Your Innovation Bonfire will help as well.

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