how to take charge of your company s future

LEADING TRANSFORMATION

HOW TO TAKE CHARGE OF YOUR COMPANY'S FUTURE

BY NATHAN FURR, KYLE NEL, AND THOMAS ZOEGA RAMSOY

Contents

Figure 1-1 3 Figure 1-2 3 Figure 2-1 4 Figure 2-2 4 Figure 2-3 5 Table 2-1 5 Table 3-1 6 Table 3-2 7 Table 3-3 8 Figure 4-1 10 Figure 4-2 11 Figure 4-3 12 Figure 4-4 13 Figure 4-5 14 Figure 4-6 14 Figure 5-1 15 Appendix C 16

Behavioraltransformation

Strategicnarrative

Breakingbottlenecks

FutureKPIs

FIGURE 1-1

Leading transformation: three interrelated and iterative steps

Note: KPIs, key per for mance indicators

FIGURE 1-2

Sample narrative comic

Source: Courtesy Uncommon Partners.

3

Rat

e of

cha

nge

Human adaptability

Technology

Time

We are here

FIGURE 2-1

Enhancing adaptability

Exponential thinking and adaptability: mindset, tools, and network

Source: Courtesy Robert Nail, Singularity University.

FIGURE 2-2

First watercolor of a mixed- reality story

Source: www . lowesinnovationlabs . com / narrative.

4

FIGURE 2 - 3

Sample comic panel


TABLE 2-1

How narratives create beliefs and expectations

Believable Expectations

Plot

Connections

Provides vivid but plausible vision of a pos si ble future

Example: “One day, you won’t need a car. Uber will deliver every thing you need wherever and whenever you need it.”

Creates links to broader forces (trends, successes, analogies, prestigious actors, etc.)

Examples: “The Airbnb of warehouses,” “Google has invested in us”

Defines beneficial end state and the steps leading to the desired outcome

Example: “In a year, this will be worth ten times what it’s worth now.”

Creates links to growth expectations and the benefits within a field or an industry

Example: “In the new economy, firstcomer will be the winner takes all”

Source: Adapted from Raghu Garud, Henri A. Schildt, and Theresa K. Lant, “Entrepreneurial Storytelling, Future Expectations, and the Paradox of Legitimacy,” Organ ization Science 25, no. 5 (2014): 1479–1492.

5

TABLE 3-1

Andy Freire’s five orga nizational types

Organ ization types Key values

Customer- centric Customer focus and orientation

One team Cooperation and oneness

Innovation Learning and creation

Achievement Getting things done

People first Development and reward

Source: Summarized from Jeff McNeill, “5 Archetypes of Orga nizational Culture,” McNeill.io, August 5, 2009, https:// mcneill . io / 5 archetypes of organizational culture / .

a. Andrés “Andy” Freire, “Five Archetypes of Culture,” video, eCorner (Stanford Uni-versity newsletter), May 1, 2007, http:// ecorner - legacy . stanford . edu / videos / 1853 / Five - Archetypes - of - Culture; Wikipedia, s.v. Andrés “Andy” Freire, last updated Feb-ruary 5, 2018, https:// en . wikipedia . org / wiki / Andr%C3%A9s _ Freire; Jeff McNeill, “5 Archetypes of Orga nizational Culture,” Mcneill.io (blog), August 5, 2009, https:// mcneill . io / 5 - archetypes - of - organizational - culture.

6

TABLE 3-2

Organ ization types (nonexhaustive)

Organ ization types Examples

What the organ ization values

What it undervalues

How to communicate what it undervalues

Engineering Google, Microsoft

Solutions, technology, sophistication

User needs The highest impact solutions start with user needs.

Cooperative REI Adventure, teamwork, equality

Individualism The best way to advance our collective goals is through individual growth.

Disrupter Tesla Innovation, change, questioning

Status quo We can apply lessons learned from the past to think differently about the future.

Social United Nations

Humanity, access, global perspective

Traditional business thinking

By approaching our prob lems in a new way, can we achieve more success for humanitarian programs?

7

TA

BL

E 3

-3

Key

fun

ctio

nal a

rche

typ

es

Arc

het

ype

Mo

tto

Des

cri

pti

on

Key

val

ues

Dis

likes

He

ro“W

here

the

re’s

a w

ill,

ther

e’s

a w

ay”

Str

ives

to

imp

rove

the

org

an

izat

ion

thro

ugh

mas

tery

and

st

reng

th

Hav

ing

imp

act,

sav

ing

the

day

, w

ort

hwhi

le m

issi

ons

, ski

ll m

aste

ry,

com

pet

ence

Vul

nera

bili

ty, w

eakn

ess,

q

uitt

ing

Ou

tlaw

“Rul

es a

re m

eant

to

be

bro

ken”

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lleng

es t

he o

rgan

izat

ion

to d

o m

ore

Dis

rup

tion,

cha

nge,

tra

nsfo

rmat

ion,

b

reak

ing

norm

sTr

ivia

lized

, inc

ons

eque

ntia

l, co

nfo

rmis

t at

titud

es

Mag

icia

n“I

t ca

n ha

pp

en”

Fig

ures

out

how

so

met

hing

wo

rks

and

ap

plie

s it

in t

he o

rgan

izat

ion

to g

et t

h ing

s d

one

Tech

nolo

gy,

ad

vanc

emen

t, u

nder

st

and

ing,

vis

iona

ry a

ttitu

de,

cre

atin

g th

e fu

ture

Une

xpec

ted

neg

ativ

e co

nseq

uenc

es

Exp

lore

r“ D

on’

t fe

nce

me

in”

Lead

s o

rgan

izat

ion

to a

bet

ter

wo

rld

New

act

iviti

es, n

ew in

itiat

ives

, new

m

arke

ts, a

dve

ntur

eTr

app

ed s

ettin

gs,

ro

utin

es,

conf

orm

ity

Inn

oc

en

t“ F

ree

to b

e yo

u an

d m

e”Tr

ies

to m

ake

the

org

an iz

atio

n an

id

eal p

lace

Sim

plic

ity,

har

mo

ny, t

rad

itio

nal v

al

ues,

uto

pia

n id

eals

, car

eful

ness

Do

ing

som

ethi

ng w

rong

or

agai

nst

the

norm

Sag

e“T

he t

ruth

will

set

yo

u fr

ee”

Cre

ates

sup

erio

r kn

owle

dg

e in

th

e o

rgan

i zat

ion

Inte

llig

ence

, ins

ight

, kno

wle

dg

e,

fram

ewo

rks,

exp

ertis

e, w

isd

om

, m

ento

rshi

p

Bei

ng d

ecei

ved

, int

elle

ctua

l va

cuit

y

Ca

reg

ive

r“P

rote

ct a

gai

nst

all

dan

ger

”P

rote

cts

the

org

an iz

atio

n fr

om

ri

sk a

nd d

ang

erA

void

ing

risk

, pro

tect

ing,

pre

serv

ing,

he

lpin

g, d

evel

op

ing

Ris

ks, n

ovel

ty, s

elfis

hnes

s

Cre

ato

r“I

f it

can

be

imag

ined

, it

can

be

crea

ted

”H

elp

s o

rgan

izat

ion

crea

te s

om

eth

ing

of e

ndur

ing

valu

eD

esig

n, b

eaut

y, m

eani

ng, a

rtis

tic

skill

, loy

alty

to

crea

tive

valu

esS

lop

py

des

ign,

po

or

exe

cutio

n, li

mite

d v

isio

n

8

Ru

ler

“Pow

er is

eve

ry th

ing”

Cre

ates

a p

rosp

ero

us o

rgan

iz

atio

n th

roug

h co

ntro

lLe

ader

ship

, dire

ctio

n, c

ont

rol,

ord

er,

stab

ility

, her

itag

eC

hao

s, s

ubve

rsio

n,

dis

ob

edie

nce

Reg

ula

tor

“All

peo

ple

are

cre

ated

eq

ual”

Fost

ers

a co

op

erat

ive

org

an i z

atio

nC

oo

per

atio

n, c

ons

ensu

s, s

trai

ght

for

war

dne

ss, t

hrift

, co

nser

vatis

mE

litis

m, r

ejec

tion,

exc

lusi

on

Lo

ver

“I c

are

for

you”

Dev

elo

ps

an o

rgan

izat

ion

that

ca

res

dee

ply

Co

mm

itmen

t, c

om

pas

sio

n, p

assi

on,

ap

pre

ciat

ion,

har

mo

ny, t

eam

bui

ldin

gD

isin

tere

st, i

sola

tion,

d

isco

rd

Jest

er

“I w

ant

to h

ave

fun”

Cre

ates

an

enjo

yab

le a

tmo

sphe

re

in t

he c

om

pa n

yFu

n, p

lay,

hum

or,

light

hear

ted

ness

, en

joym

ent,

cle

vern

ess

Bo

red

om

, ro

utin

e

So

urce

: Ad

apte

d f

rom

Mar

gar

et M

ark

and

Car

ol S

. Pea

rso

n, T

he H

ero

and

the

Out

law

: Bui

ldin

g E

xtra

ord

inar

y B

rand

s T

hro

ugh

the

Po

wer

of A

rche

typ

es (N

ew Y

ork

: McG

raw

Hill

P

rofe

ssio

nal,

2001

).

Not

e: M

ott

os

are

dir

ect

quo

tatio

ns f

rom

Mar

k an

d P

ears

on,

The

Her

o an

d t

he O

utla

w; a

rche

typ

es a

nd o

ther

ele

men

ts o

f tex

t ar

e in

spir

ed b

y M

ark

and

Pea

rso

n, T

he H

ero

and

the

O

utla

w, a

nd a

s o

rig

inal

ly s

ugg

este

d b

y C

arl G

usta

v Ju

ng, T

he A

rche

typ

es a

nd t

he C

olle

ctiv

e U

nco

nsci

ous

(Lo

ndo

n: R

out

led

ge,

201

4).

9

FIGURE 4-1

Holoroom prototype

Source: Lowe’s, “Science Fiction Inspires Lowe’s Holoroom and Home Improvement Innovation,” PR Newswire, June 11, 2014, https:// www . prnewswire . com / news releases / science fiction inspires lowes holoroom and home improvement innovation 262717851 . html.

10

FIG

UR

E 4

- 2

Aug

men

ted

- rea

lity

exam

ple

So

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: Low

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Co

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anie

s, In

c., “

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Giv

es V

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ake o

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with

Tw

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// w

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11

FIGURE 4 - 3

Lowe’s AR/VR artifact trail


12

FIG

UR

E 4

-4

Exp

erim

enta

l des

ign

canv

as

13

Dislike Interest

1.00

0.75

0.50

Arou

sal

Motivation Motivation

0.25

0.00

1.00

0.75

0.50

Cog

nitiv

e lo

ad

0.25

0.001.000.750.500.250.00 1.000.750.500.250.00

DesireAvoidance Strong stress

Loss of interest

Boredomand avoidance

Emotional desirebut no thinking

Optimal

Interested butstressed

Concept Concept

VR/AR

VR/AR

Robot

Robot

FIGURE 4-5

The relationship between emotional arousal or cognitive load and motivation

Source: Courtesy Neurons Inc.

Note: The emotion plot (at left) describes two dimensions of emotional responses. Arousal (Y axis) denotes the intensity of an emotion, while motivation (X axis) indicates the valence of the emotion, as approach or avoidance be hav ior. This plot provides insight into unconscious evaluations and potential ave nues for optimizing emotional responses. The thinking versus feeling plot (at right) illustrates the intensity of cognitive and emotional responses. Here, cognitive load (Y axis) shows the amount of information that is being pro cessed, while motivation (X axis) indicates emotional valence, as approach or avoidance be hav ior. This plot reveals the relative weight of emotional and cognitive responses. The shaded areas indicate the typical range of scores for dif fer ent types of inventions. VR = virtual real ity; AR = augmented real ity.

Safety108

6

4

2

0

Family

Red

Italian

Swedish

Speed

Volvo

Ferrari

FIGURE 4-6

Brand associations: Ferrari versus Volvo

Source: Courtesy Neurons Inc.

14

FIGURE 5-1

Panels from early version of exosuit comic

Source: www . lowesinnovationlabs . com / narrative .

15

APPENDIX C

A Summary of the Book Presented

as a Graphic Novel

16

how to take charge of your company s future

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