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Business eco-systems and a culture of innovation
KM Asia, Hong Kong 18 Nov 2015
–George Box, Statistician, 1976
“All models are wrong, but some are useful.”
Dave Snowden: Cynefin Model
https://youtu.be/IGQmdoK_ZfY
“Inattentional blindness.” Arien Mack and Irvin Rock in 1992, MIT Press 1998
Incite a culture of challenging the status quo and “having a go”
Change
–Richard Seeley, Emergence in Organisations, 2003
“Emergence is a key property of complex systems. It is also, many believe, the key to
fundamental change in human organisations.
….. while emergence is neither predictable nor controllable there are some factors which
predispose an organisation towards emergent change. ….
these factors can be ‘tuned’ in such a way that not only is the emergence of new patterns
made more likely but also that these patterns will be similar to the patterns which are desired
by the members of the organisation.”
Seeding EmergenceProcess
Everyone speaks with many others
Relevant & ‘irrelevant’ inputs
Many short ‘rounds’, iterative, agile
Safe, egalitarian environment
Freedom within a framework, set a deadline, tight time-keepingCompelling vision,
Sit with discomfort and apparent inaction
Conditions for emergence
Connectivity
Diversity
Rate of information flow
Lack of inhibitors
Good boundaries
Intention, positive interaction
Watchful anticipation
Push ( directed, controlled) Pull ( emergent)
Organised in ‘silos’ of accountability
1. Build connectivity
Ensure everyone ‘salutes the flag’ 2. Encourage diversity
Manage communication messaging 3. Have conversations in corridors
Consistent bureaucratic processes 4. Acknowledge & deal with ambiguity
Appointed leader is in charge 5. Give everyone an opportunity to lead
Announce new changes 6. Seek input on change
Tell people what to do 7. Tell people what not to do ( boundaries)
Specified objectives and KPIs 8. Agree energising goals, set deadlines
Blame people for failures 9. Learn from events
Micro-manage & steer 10. Watchful and patient anticipation
Emergent design for innovation culture transformation
“The only sustainable competitive advantage is to learn faster than the competition”
Typical L&D investment
From Hierarchy to Wirearchy - credit Jon Husband, 1998
Show and Share EXPO
AMP’s petri-dish for experimentation
From Corporate HQ to festival of learning
Online ideas challenges
Creativity Partnerships
Impact
Old Change/ New change
The new UNICORNS
“Torn Between Two Worlds
“Today, leaders and change makers across all institutions are torn between worlds: On the one hand they are confronted with a set of unprecedented 21st- century leadership challenges;
and on the other they find themselves equipped with a 20th-century management toolkit that is inadequate to fix the problems they face.
Between these two worlds there yawns a wide chasm that today’s leaders struggle to bridge.”
– Otta Scharmer, MIT
Thank you