How the future works.pdf
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This document discusses ideas around organizational change and complexity. It begins with 3 sections: 1) The new abnormal, 2) Becoming complexity conscious, and 3) Unfinished ideas. It then discusses how the world is becoming more complex and organizations need more autonomy to adapt. Deep and transformative change requires addressing four quadrants: individual, internal, collective, and external. Adaptive strategy involves creating a north star, designing an adaptive roadmap, and experimenting. It also discusses the importance of team connection, addressing all levels from tasks to deep human contact. True change requires addressing the personal development of individuals by cultivating leadership consciousness beyond just skills and processes.
How the future works.pdf
- 1. HOW THE FUTURE WORKS A COLLECTION OF UNFINISHED IDEAS LOREAL 29-06-2022
- 3. TODAY 1. The new abnormal 2. Becoming complexity conscious 3. Un fi nished ideas
- 4. CH N A G E
- 5. HAVE A 2 MIN CONVERSATION WITH YOUR NEIGHBOUR What is changing right now in our world ?
- 6. THE WORLD IS BECOMING BETTER & BETTER, WORSE & WORSE, FASTER & FASTER ANONYMOUS
- 7. ttps://blog.ipleaders.in/arti fi cial-intelligence-outpacing-moores-law/#How_AI_is_revamping_Moores_Law https://singularityhub.com/2020/05/17/openai- fi nds-machine-learning-e ffi ciency-is-outpacing-moores-law/ AI THE DRIVING FORCE OF THE 4TH INDUSTRIAL REVOLUTION AI is like electricity well take everything weve previously electri fi ed, and well cognify it. Kevin kelly https://www.zmescience.com/science/ai-is-outpacing-moores AI IS OUTPACING MOORES LAW AI performance is doubling nearly every 3 months
- 8. NOT AN ERA OF CHANGE BUT A CHANGE OF ERA A total reimagination of everything
- 9. one thing is certain WE WILL BE WRONG As the world has become faster, fl atter, more uncertain and yes,. hotter https://www.inc.com/tanya-prive/why-67-percent-of-strategic-plans-fail.html In the short term, we will be a bit wrong. In the long term, without re fl ection, we will be catastrophically wrong.
- 10. 67% of strategic plans fail 74% of execs lack faith in their innovation plans Source Inc.: WE WILL BE WRONG
- 11. MANY ORGANISATIONS ARE TRYING TO ADAPT BUT NOT GETTING THE RESULTS THEY WANT
- 12. say that their organisational design is not fit for the current reality 92%
- 13. 70 PERCENT OF ALL CHANGE EFFORTS FAIL Resistance to change油is the single most important and dif fi cult challenge to overcome. https://blog.walkme.com/digital-transformation-decoded/?t=21&camp=digitaladoption https://blog.walkme.com/digital-transformation-decoded/?t=21&camp=digitaladoption
- 15. The ability to adapt to change has become the most important (and underestimated) skill for every organisation across the globe
- 16. ?? CHANGE FOLLOWS A PREDICTABLE PATTERN
- 19. MOST OF OUR UNCONSCIOUS IDEAS ON MANAGEMENT REVOLVE AROUND CONTROLE, DISCIPLINE, EFFICIENCY ENFORCED THROUGH HIERARCHY AND ROUTINIZATION
- 20. MOST OF TODAYS ORGANIZATIONS WERE SIMPLY NEVER DESIGNED TO CHANGE PROACTIVELY AND DEEPLY
- 21. executing tasks deliver MANAGER LEAD TEAMS A NEW ORGANISATIONAL PARADIGM IS EMERGING improve incremental innovation SELF STEERING TEAMS create what is not transform NEW PARADIGM
- 22. EXTENSIVE DESK- AND FIELD RESEARCH THERE ARE NO MAGIC RECIPES, OR SILVER BULLETS
- 23. HAVE A 2 MIN CONVERSATION WITH YOUR NEIGHBOUR What does it take to be successful as team or cluster?
- 24. TODAY 1. The new abnormal 2. Becoming complexity conscious 3. Un fi nished ideas
- 27. Complicated Complex THE WORLD OF ORGANISATIONS IS GETTING MORE COMPLEX Simple Recipe Emergent We can only intervene in complex systems. We can only enable complex outcomes.. Best practice We can specify complicated systems We can determine complicated outcomes
- 28. Jean-Fran巽ois Zobrist at FAVI COMPLICATED
- 29. COMPLEX
- 31. WE ARE ADDICTED TO THE IDEA THAT THE WORLD CAN BE CONTROLLED
- 36. COMPLEXITY IN ORGANISATIONS Complicated world Complex world Optimal Performance the result of compliance Optimal Performance the result of self regulation collective intelligence & emergence Fixed work Consistency of quality Output oriented Command & control Rigid structures Error reduction Deep expertise Fluid work Speed & novelty Mission driven Sense & respond Loose structures Error embracing Broad wisdom
- 37. High alignment Low alignment Low autonomy High autonomy Authoritative organisation Conformist culture We need to cross the river Build a bridge ! Innovative organisation Collaborative culture We need to cross the river Figure out how ! Micromanaging organisation Indi ff erent culture Stack those bricks over there ! Entrepreneurial organisation Chaotic culture I hope someone is working on the river problem
- 38. MORE AUTONOMY THE KEY TO MASTERING COMPLEXITY Complicated world Complex world Performance the result of compliance Performance the result of self regulation collective intelligence & emergence Fixed work Consistency of quality Output oriented Command & control Rigid structures Error reduction Deep expertise Fluid work Speed & novelty Mission driven Sense & respond Loose structures Error embracing Broad wisdom
- 39. HAVE A 2 MIN CONVERSATION WITH YOUR NEIGHBOUR How much freedom/ autonomy is there in your organisation ? We need to cross the river Build a bridge ! We need to cross the river Together figure out how !
- 40. TODAY 1. The new abnormal 2. Becoming complexity conscious 3. Un fi nished ideas
- 41. Hier komt de titel van de presentatie Hier komt een eventuele subtitel AN INCOMPLETE COLLECTION OF THOUGHT PROVOKING IDEAS ON HOW TO UNORGANISE FOR COMPLEXITY Change deeply Team connected Be human Plan adaptive Execute roadmap through experimentation 3 Design an adaptive strategic roadmap 2 1Create the north-star
- 42. CHANGE DEEPLY Use 4 quadrants of change
- 43. WAT IS TRANSFORMATIE Van vlinder naar rups Black gue Transformatie is vaak complex
- 44. WAT IS TRANSFORMATIE Van vlinder naar rups Black gue Transformatie is vaak complex
- 45. Personal development Cognitive Psychological Spiritual Team coherence Culture Purpose Stories Skills People Technical knowhow Structure Org design Work fl ow Procedures EXTERNAL INTERNAL COLLECTIVE INDIVIDUAL The internal stu ff is like the operating system FOR ANY CHANGE EFFORT TO BE SUCCESSFUL, IT MUST ADDRESS EACH OF FOUR QUADRANTS OF CHANGE. The external stu ff creates the foundation for e ff ectiveness
- 46. HAVE A 2 MIN CONVERSATION WITH YOUR NEIGHBOUR If you are expecting different results, are all quadrants of CHANGE covered ? Individual Internal Collective External
- 47. Plan adaptive How to reach a moving target Structure
- 48. Robertson, Brian J. (2015-06-02). Holacracy: The New Management System for a Rapidly Changing World (Kindle Locations 1765-1781) ADAPTIVE STRATEGY ADAPTIVE STRATEGY
- 49. ADAPTIVE STRATEGY Start 1Create the north-star Where are we going ?
- 52. Start 1Create the north-star Design an adaptive strategic roadmap 2 How do we get there ? ADAPTIVE STRATEGY
- 53. ADAPTIVE STRATEGY Execute roadmap through experimentation 3 Undertaking the journey Where are we going ? Start 1Create the north-star Design an adaptive strategic roadmap 2 How do we get there ?
- 54. 54 COMPLEXITY CAN BE TAMED WITH EXPERIMENTATION
- 55. If you arent embarrassed by the fi rst version of your product, you shipped too late. Reid Ho ff man Founder LinkedIn
- 56. HAVE A 2 MIN CONVERSATION WITH YOUR NEIGHBOUR Can you let go of perfectionism while experimenting ? Execute roadmap through experimentation 3 Design an adaptive strategic roadmap 2 1Create the north-star
- 58. lack of connection creates Low trust We avoid tough conversations We do not acknowledge fears Perfectionism Too much shame and blame People are opting out Brene brown We repeat dysfunctional patterns The Collective intelligence and performance of most groups is well below average intelligence and performance of its members. We usually act at the lowest common denominator Peter Senge We usually dumb down when we come together TEAMWORK THE KEY TO SUCCES BUT TOO OFTEN BROKEN. lack of connection
- 59. MULTIPLE STATES OF TEAM COLLABORATION Generative Creative Reactive TASK Passive Emergence Recipe Best practice Silent Con fl ict Truce Professional Respect Safety Deep Contact RELATIONS IMPACT MAGIC FRICTION
- 60. TOP TEAMS CONTINUOUSLY IMPROVE THEIR COLLABORATION Generative Creative Reactive IMPACT MAGIC FRICTION IMPROVE CONTACT ORGANISE THE BASICS
- 61. TEAMS IMPROVE THEIR COLLABORATION BY EVOLVING THEIR TEAM OS Door te experimenteren blijven teams leren wat voor hen werkt en wat niet, continu en autonoom evoluerend naar hun eigen team-speci fi eke besturingssysteem Friction Notice & name Experiment Practice Design experiment Learn & repeat Agreements
- 62. The tension Practice Participants Duration Metrics Owner Tension Agreement EXPERIMENT CANVAS What is preventing you (or your team) from doing your best work? What is slowing you (or your team ) down? What is our biggest problem as a team ? Describe the practice, keep it short but be precise Safety How can you make sure the experiment is safe for everybody Who owns the experiment Who is. participating What are the metrics we will use to determine if the experiment is a success How long will the experiment take? Evaluation What are the results of the experiment The final agreement
- 64. HAVE A 2 MIN CONVERSATION WITH YOUR NEIGHBOUR Where is the disconnect / friction between people ? What can you learn from this ? RELATIONS TASK IMPACT MAGIC FRICTION
- 66. 2.0 2.5 3.0 3.5 4.0 4.5 5.0 3.5 4.0 5.0 5.5 6.0 6.5 7.0 R = 6.1 Business Performance Index Leadership E ff ectiveness 4.5 QUALITY LEADERSHIP PRIMARY CONTRIBUTOR TO BUSINESS PERFORMANCE Adams & Anderson, Mastering Leadership, 2016, p14 E ff ective leaders give businesses a strategic, competitive advantage. Organizations that commit to cultivating more e ff ective leadership, fi nd themselves attaining and sustaining high levels of business performance. Everybody is a leader
- 67. TODAY LEADERS NEED TO BE EFFECTIVE IN THREE AREAS: analytical skills inspiring team work etc Leadership Competencies THE OUTER GAME compassion, courage, authenticity, integrity, honesty, passion, vision, risk-taking, collaboration, self-awareness, sel fl essness, etc Leadership Consciousness THE INNER GAME goal setting, strategy, planning resource allocation execution & management etc Leadership Process
- 68. THE INNER GAME RUNS THE OUTER GAME
- 69. ESSENCE AND PROTECTION Purpose Our true nature hidden behind our protection layer Our full potential Complying Controlling Anything we do to not feel our vulnerability Boundary set by our EGO structure Protection Essence
- 70. FROM REACTIVE TO CREATIVE LEADERSHIP 75% Of leaders globally act from a reactive mindset 15% Of leaders globally act from a creative mindset
- 72. Transformational Leadership Session Plan Deep Listening 72 Build up of the flow Phase & Time What Happens Here Additional Information Forming 5 mins Listen to stakeholders We have a much wider capacity to tap into then just our intellect. Especially in a VUCA environment and when dealing with complex challenges, figuring out solutions with our intellect only does not suffice. We offer you a skill which we call deep listening, which goes beyond using your intellect and engages a wider spectrum of your brain and consciousness. Deep listening is a critical tool for adaptive leaders. Storming 5 mins Intention and attention How good a listener are you ? (Fist to five: fist = 0 = no good. Five= excellent) PAIRED SHARE: discuss what determines the quality of your listening. Plus how you know when somebody-you is not listening. DEBRIEF: draw out the importance of intention and attention. Norming 10 mins source of distraction One of the instrument we have to determine the quality of our listening is where we place our attention and with which intention we do so. Q: First lets look at the two mayor sources of distractions we have as human beings when in conversation. (people might first come with external influences, wait till they go inside, where the real source of distraction lies).... THE JOURNEY INWARD Curiosity Courage Steadfastness