Value Innovation, Transformation & Agile Executive ...€¦ · •Value Innovation,...

• 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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preed@ihoriz.com

800 542-8184 x102 office

650 515-2989 mobile

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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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