value innovation, transformation & agile executive ...€¦ · •value innovation,...
TRANSCRIPT
• Value Innovation, Transformation & Agile Executive Consulting
• 25 years Agile Delivery
• 35+ years as
Transformational
Teacher, Leader,
Coach & Executive
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To put it simply, there has been no other point in history when so many
aspects of disruptive change have collided and conspired to wreak
havoc…”
Doug Stevens
The Retail Revival: Reimagining Business for the New Age of Consumerism.
• Deepening Understanding • Reality Check & The Future of Work
• New Insights: How our Brains Work
• A Headstart to Future Success • New Mindsets
• Organizational Learning Agility
• Adaptive Leadership
• Q&A - Discussion
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1. Increasingly fast and disruptive change: business, technology and consumers
2. Unpredictable and evolving needs of tech savvy customers (IOT+)
3. Surprising competitors…everywhere
4. Everything is connected: the internet of everything
5. Unprecedented Complexity
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• Radically impact everything
• Agility of Everything
• Innovation is key
• Success relies on leadership agility and an innovation mindset
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http://www.simplerwork.com/wp-content/uploads/2014/11/FutureOfWorkReport.pdf
1. Innovative and Engaged T-Shaped Talent
2. Minimal Process Driven Enterprise (just enough…with focus on):
1. Customer
2. Operational excellence
3. Adaptive leadership business models
3. Building Capacity via Continuous Learning
4. Adaptive and resilient culture
5. Success measured by metrics that matter
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1. Multitasking lowers your IQ and damages your productivity & career http://www.forbes.com/sites/travisbradberry/2014/10/08/multitasking-damages-your-brain-and-career-new-
studies-suggest/
2. 70% of all training is forgotten in 24 hours 3. Forgetting is adaptive 4. What you do after training is more important that what
you do during training 5. Every time you remember something it is a different
memory because the act of recall is a reconstruction
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• Seeks to create its own future • Sees learning agility as ongoing and
creative process, thriving in uncertainty • Develops, adapts and transforms itself
continuously in response to the needs and aspirations of people and changing environment
• Enables everyone to continually increase their capacity to create new ideas, produce results they really care about & build knowledge networks & communities of practice to continuously exchange knowledge and experiences
Vision
Hyper-personalized learning paths that put people first…. Creating an engaging employee experience that accelerates development and is fully aligned to both personal and organisational goals.
Vision
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Growth Mindset leads to a desire to learn, so tends to:
Believe that skills can always improve with
hard work
See effort as a path to mastery and
therefore essential
Embrace challenges and see them as
opportunity to grow
See feedback as useful for learning and
improving
Views setbacks as a wake-up call to work
harder next time
Find lessons and inspiration in the success
of others
As a result, they reach ever-higher
levels of potential and performance.
Fixed Mindset leads to a desire to look good, so tends to:
Believe that most skills are based on traits that
are fixed and cannot change
See effort as unnecessary; something to do
when you’re not good enough
Avoid challenges because could reveal lack
of skill; tends to give up easily
See feedback as personally threatening to
sense of self and gets defensive
View setbacks as discouraging; tends to blame
others
Feel threatened by the success of others;
may undermine others in effort to look good
As a result, they may plateau early and
achieve less than their full potential.
Structures … Learning energy
amplifiers…. focus, time to reflect
& feelings of….
Collaboration
TRUST Safety
Diversity
Time For
Reflection
Orchestrated Immersion
Challenge
Learning Capability = Generate x Generalize Ideas With Impact
Creation of New Knowledge and thrive in uncertainty through discovery,
invention, experimentation or innovation
Movement of ideas across organizational boundaries
Something substantial has changed, and learning has occurred
(as measured by value created / business impact)
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Learn realtime from emerging experience.
Welcome challenges.
Thrive in uncertainty.
View everything as an experiment.
Experience no fear of failure.
Transform uncertainty into knowledge.
Simplifiy everything.
Insights
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Threats Rewards
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Energy
No Time
FEAR
Distrust
Respon-sibility
Blocks & Inability to
Unlearn
• Knowledge • Procedures • Seeking Direction • Repetition • Adherence • Fear • Competence • Past Focus (Pull of the Past)
• Experience • Sensemaking • Self Direction • Deep Learning • Experimentation & Reflection • Courage & Confidence • Capability • Future Focus
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We could eliminate fear….
….See things no one else is seeing
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Strategy
•Self-awareness
•Self-management
•Social awareness
•Relationship management
Character
•Decision fairness
•Information sharing
•Outcome concern
Character
•Integrity
•Credibility
•Values differences
Development
•Lifelong learning
•Developing others
Source: http://www.forbes.com/sites/travisbradberry/2012/11/09/leadership-2-0-are-you-an-adaptive-leader/
Strategy
•Vision
•Acumen
•Planning
•Courage to lead
Action
•Decision making
•Communication
•Mobilising others
Results
•Risk taking
•Results focus
•Agility
• Share distributed leadership and collective responsibility and accountability. • We enable and empower a high-performing, diverse team with one voice… and
take bold risks… aligned by clarity and consistency of purpose. • Provide safety and mutual trust…and regulate tension for continuous learning. • Increase awareness and ability to sense and respond. • See patterns, synthesise complex insights and make rapid quality decisions. • Provide just enough structure, simple rules and process to enable freedom. • Promote organisational flexibility and boundary fluidity, enabling teams to adapt
and connect on demand. • Deep understanding of who we are and build support structures as we regulate
tension and demonstrate courage to drive change… and create a better future.
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Mental
Be curious. Understand WHY. Get to the root causes. Have a broad perspective. Find parallels and contrasts. Question conventional wisdom. Find solutions to tough problems.
agility
Korn Ferry
People
agility...
Understand yourself & others. Be Authentic. Communicate transparently.
Enjoy helping others succeed. Empower. Foster diversity.
Handle conflict constructively. Enable others effectively.
Korn Ferry
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Change
Enjoy tinkering and experimenting with things. Introduce new perspectives and beliefs. Strive for continuous improvement. Take the heat and pressure of change. Remove fear. Understand impact of change and how to manage it.
agility...
Korn Ferry
Results
Build high-performing teams. Be flexible and adaptable. Perform well in first-time situations. Thrive on challenges. Accomplish things against all odds.
agility...
Korn Ferry
Self-Awareness
agility...
Actively seek feedback. Self aware and self-reflective. Be candid, courageous and not afraid to fail. Be sensitive to your impact on others. Know personal strengths and weaknesses. Take corrective action based on feedback.
SELF
Korn Ferry
Listen Twice as Much…
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1. Agile Mindset (associate, corp & biz agility) 2. Build personal confidence that you can
effectively use and develop needed skills (an generate knowledge) to navigate complexity and change (surfing; org resilience)
3. Stop responding to the present by repeating the past (break free from pull of the past; strategic anticipation; predictive learning
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simplify tomorrow’s
complexities
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What is the most
important question
each of us has,
which if explored,
would allow us to
meet the future
and thrive by
creating a learning
organization?
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Thank You!
Useful References http://www.linkageinc.com/pdfs/disl/Rock_PG.pdf
http://www.themaritzinstitute.com/~/media/Files/MaritzInstitute/White-Papers/The-Neuroscience-of-Learning-The-Maritz-Institute.ashx
http://www.nasa.gov/centers/goddard/pdf/636901main_Goddard%20Learning%20Plan.pdf
http://managers.gc.ca/tools-outils/tools_for_leadership-trousse_du_leadership-eng.php
http://www.unhas.ac.id/hasbi/LKPP/Hasbi-KBK-SOFTSKILL-UNISTAFF-SCL/Learning%20Organization/referMarquardt.pdf
http://www.davidrock.net/files/NLJ_SCARFUS.pdf
http://www.ernestocosta.net/uploads/1/2/2/4/12241448/yourbrainatworkblog.pdf
Useful References
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