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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
Source: Courtesy Uncommon Partners.
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”
Cha
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
urce
: Low
e’s
Co
mp
anie
s, In
c., “
Low
e’s
Giv
es V
isua
lizat
ion
a M
ake o
ver
with
Tw
o N
ew A
ugm
ente
d R
eal it
y A
pp
s,”
PR
New
swir
e, S
epte
mb
er 2
5, 2
017,
ht
tps:
// w
ww
. prn
ewsw
ire .
com
/ new
s re
leas
es / l
owes
giv
es v
isua
lizat
ion
a m
akeo
ver
with
tw
o n
ew a
ugm
ente
d r
ealit
y ap
ps
3005
246
40 . h
tml.
11
FIGURE 4 - 3
Lowe’s AR/VR artifact trail
Source: Courtesy Uncommon Partners.
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
17
18
19
20
21
22
23
24
25
26
27
28
29
30
31
32