LOCAL GOV ASSOCIATION

SWITCH ON

@NICKWECREATE

LGANOV 2012

CREATE RADICALLY BETTER FUTURES THROUGH BREAKTHROUGH INNOVATION & BREAKTHROUGH LEADERSHIP

NICK JANKEL, WECREATE

wecreate worldwideis a consultancy delivering social & sustainable innovation and amplifying ethical enterprise

GLOBAL LEADERS ACADEMYdesigns and delivers programmes that catalyse continuous breakthroughs in the lives of leaders and the wider systems they touch

NICK JANKELCoaching, writing, TV presenting, practical philosophy, multi-media thriving tools

WHO WE WORK WITH

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WHERE WE HAVE DONE IT

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ZERO IDEAHOW TO CREATE, SUSTAIN OR GUIDE PROJECTS THAT INNOVATE & CREATE IMPACT

HOW TO LEAD MYSELF & OTHERS AND GENERATE PERSONAL & COLLECTIVE THRIVING

PURPOSE TO PROVIDE THE TOOLS OF LEADERSHIP & INNOVATION WHERE THEY CAN MAKE MOST IMPACT

TO BUILD A RADICALLY MORE THRIVING WORLD

WHATDO YOU SEE?

© Wecreate 2012

BREAKTHROUGH

SWITCHED ON LEADERSHIP

“If I had not been in prison I would not have been able to achieve the most difficult task in life, and that is changing yourself... Prison itself is a tremendous education in the need for patience and perseverance. It is above all a test of one's commitment.”

NELSON MANDELA

© Wecreate 2012

BREAKTHROUGH


“He was a bold man that first ate an oyster.”

JONATHAN SWIFT

‘Switched on’ innovators and leaders are either delusional or visionary.

Whichever way, they see breakthroughs that no-one else can see and make them happen.

© Wecreate 2012

BREAKTHROUGH


Bmusic

© Wecreate 2012

BREAKTHROUGH


Cubism

BRAIN DRIVEN BY DOPAMINE TO FIND PATTERNS EVERYWHERE

FORAGE, FEED,

FORNICATE

FIGHT, FLIGHT, FREEZE

ABHORS A VACUUM

NATURE

HUMANSABHOR A VACUUM OF MEANING

PATTERNSARE HOW WE CREATE ORDER IN A WORLD THAT IS OFTEN CHAOTIC

EASYTO FOCUS ON THE PROBLEM PATTERNS

AT THE EXPENSE OF SEEKING OUT NEW PATTERNS, THE INNOVATIONS

TIMESOF RAPID CHANGE

WHERE NEW PATTERNS ARE FORMING AND REFORMING

1BILLION CONTENT PIECES ADDED TO FACEBOOK

70,000HOURSYOUTUBE VIDEOS UPLOADED

100,000NEW LINKEDIN MEMBERS

16BILLIONSMS MESSAGES SENT

800,000NEW INTERNET USERS

3VIDEOSBEING WATCHED PER GLOBAL INTERNET

600MILLIONTWEETS

18MILLIONFOLLOWERS OF LADY GAGA

30 MILLION FOLLOWERS

NO.1 #TAG...OF 2011

#EGYPT

5 YEARS AGO

NODEMOCRACY IN EGYPT OR TUNISIA

NOBODYHAD HEARD OF QUANTITATIVE EASING OR LEHMAN BROTHERS

NEVERBEEN A BLACK PRESIDENT OR OPENLY GAY SENATOR

NOBODYHAD EVER USED AN IPAD

CHANGE IS THE ONLY CONSTANT

CHANGEIS BUILT INTO EVERY LEVEL OF THE UNIVERSE

FROMELECTRONS IN EVERY ATOM...

TO EVOLUTION OF SPECIES & GALAXIES

CHANGEIS THE PREREQUISITE FOR ALL LIFE & ALL CREATIVITY

IS STASIS (EQUILIBRIUM)

DEATHHEALTHY COMPLEX SYSTEMS ARE ADAPTIVE, IN ‘DYNAMIC NON-EQUILIBRIUM’

‘Switched on’ leaders know that change is inevitable and welcome.

Crucially it creates the space necessary for new innovations to emerge.

DEFINITIONTHE IMPACTFUL LEVERAGE OF IDEAS & IMAGINATION

LEVERAGING CHANGE FOR GOOD

100 WATTS / DAY + 10 TOOLS

10,000 WATTS / DAY + 10 TOOLS

5 MILLENNIA10

INNOVATIONHAPPENS FASTEST IN SPACES WHERE CHANGE IS OCCURING

FERTILEMEDICI FLORENCE vs. PAPAL ROMEDEMOCRATIC ENGLAND VS. TSARIST RUSSIASILICON VALLEY vs. SAUDI ARABIAONLINE vs. OXFORD UNIVERSITY CLASSICS DEPT.

“Creativity is at the edge of chaos.”

ROBERT BILDER, TENNENBAUM CENTER FOR THE BIOLOGY OF CREATIVITY

EDGEOF CHAOS IS WHERE NEW IDEAS IN NATURE & CULTURE ARE BORN

KIDS LIVE AT THE EDGE OF CHAOS

Vegetable Peel Soup Recipe -Ingredients:

1. 1/2 cup carrot Peels2. 1/2 cup cucumber peels3. 1/2 cup ridged gourd peels4. 1/4 cup potato peels5. 1 tsp corn flour6. Pinch of sugar7. Salt to taste8. Pepper powder as per taste9. Water as per requirement

Source: http://www.boldsky.com/cookery/soups-snacks-drinks/vegetarian-soup/vegetable-peel-soup-recipe-250211-aid0111.html

http://www.boldsky.com/cookery/soups-snacks-drinks/vegetarian-soup/vegetable-peel-soup-recipe-250211-aid0111.html

http://www.boldsky.com/cookery/soups-snacks-drinks/vegetarian-soup/vegetable-peel-soup-recipe-250211-aid0111.html

EDGE OF

CHAOS

ORDER

DISORDER

© Wecreate 2012

BREAKTHROUGH

SWITCHED ON LEADERSHIPBREAKTHROUGH INNOVATION

CHAOS

BREAKTHROUGH

PREFERRED ORDERCURRENT ORDER

BREAK WITH THE OLD PATTERNS / RULES TO CREATE NEW ONES

EUREKA! EPIPHANY

“Sudden bursts of insight - the Aha! or Eureka! moment - come when brain activity abruptly shifts its focus. The almost ecstatic sense that makes us cry “I see!” appears to come when the brain is able to shunt aside immediate or familiar visual inputs.”

MARK JUNG-BEEMAN'S LAB, NORTHWESTERN, EDGE.ORG

THE MYTHBREAKTHROUGH LEADERSHIP & INNOVATION IS ABOUT “GETTING” NEW IDEAS / CONCEPTS

“It turns out that the ability to stop oneself from thinking something is central to creativity.”

SCIENTIFIC AMERICAN, 2012

THE TRUTHLETTING GO OF THE OLD PATTERNS THAT BLOCK BREAKTHROUGH

“The difficulty lies not so much in developing new ideas as in escaping from old ones.”

JOHN MAYNARD KEYNES

DISCOVEROUR INSIGHT INTO REALITY THAT FITS THIS TIME, THIS PLACE, THIS LIFE

EXPLORE

WITHOUT LOSING OTHERS... OR GETTING LOST DOWN IT OURSELVES

© Wecreate 2012

BREAKTHROUGH


THE EXTENT OF THE BREAKTHROUGH

DEPENDS ON HOW DEEP WE ARE WILLING TO GO INTO WHAT IS

POSSIBLE

BREAKTHROUGH

© Wecreate 2012

BREAKTHROUGH


BREAKTHROUGH

“Jump to an answer - you might as well jump to the river.”

RUSSIAN PROVERB

Breakthrough Opportunity

© wecreate 2012

Breakthrough Proposition

Problem

What is the problem, in human terms?

Proposition

What is the current proposition that results inthis probelm?

Assumptions

What do we have to believe to generateand validate this proposition?

Breakthrough Insight

What kind of headline ideas couldseize this opportunity?

What proposition emerges from thisinsight?

What is a more insightful, future-positivebelief?

BREAKTHROUGH

74THE BREAKTHROUGH SWITCH

What is the current proposition that results in this problem?

‘Switched on’ people are willing to let go of their most cherished beliefs...

In order to purposefully explore breakthrough ideas that can generate radical impact.

ORGS

WIRED TO RESIST CREATIVITY IN FAVOUR OF EFFICIENCY

DESIGNED FOR CONTROL IN STABLE & PREDICTABLE ENVIRONMENTS

POWER SUCCEEDED WITH THE OLD RULES

VESTED IN MAINTAINING STATUS QUO & RESISTING CHANGE

WORLDCHANGES, ORGS HAVE TO CHANGE WITH IT

LEADERS HAVE TO USHER IT IN

DISTINCTMANAGE: CONTROL, HANDLE, TOLERATE

LEAD: ENGAGE, EMPOWER, ENABLE

“We were all born leaders; that is, until we were sent to school and taught to be managed and to manage.”

DEE HOCK, FOUNDER & CEO, VISA

TRAINEDNOT TO QUESTION AUTHORITY / EXPERIENCENOT TO RESPECT THE MAVERICKS / OUTSIDERSNOT TO CHALLENGE RECEIVED WISDOMNOT TO DO THINGS DIFFERENTLYNOT TO EMBRACE AMBIGUITY

LEADOUR SELF, OUR PEERS, OUR BOSSES, OUR ORGS, THE SYSTEM

TO CATALYSE & DELIVER BREAKTHROUGHS IN OURSELVES & THE WIDER SYSTEM SO THAT ALL THRIVE

WIREDTO SURVIVE (FIGHT, FLIGHT, FREEZE) AT ALL COSTS

FEAR RESPONSE

“Nothing will stop you being creative so effectively as the fear of making a mistake.”

JOHN CLEESE

http://brainpickings.us2.list-manage1.com/track/click?u=13eb080d8a315477042e0d5b1&id=9e82b28796&e=86cc99c10e




SHUTDOWN

SWITCHED OFF LEADERSHIP

Coercion

Closed heartedFearful / judgmental

Closed mindedAssume solutions

OFF

OFF

OFF

=

Closed handFist / flight

=REACTRETREATREPEAT

WIREDTO SURVIVE (FIGHT, FLIGHT, FREEZE) AT ALL COSTS

ALTHOUGH OUR ORGANISM HAS EQUAL CAPACITIES TO THRIVE (CREATE, INNOVATE, COLLABORATE)

SWITCH


Coercion

Open mindedChallenge assumptions, seek possibility, learn at edges

Open handedCreate, build, hold space, soothe

ON

ON

ON

=

Open heartedIntuitive, trusting, connected

= CREATECOLLABORATE

© wecreate 2012

CONTRIBUTE

OPENSTAY OPEN IN FACE OF FEAR, UNCERTAINTY, CRITICISM, BEING SIDE-TRACKED

CONNECTEDNETWORKED, REACHING OUT, WIDE CIRCLES

“The real lesson: Chance favors the connected mind.”

STEVEN JOHNSON, WHERE GOOD IDEAS COME FROM

LEADERSHIPOPEN HAND, HEAD & HEART

Proactivity

© Wecreate 2012

Possibility

Purpose

Problems

Patterns

Pain

Passion

Peace

What can I do right now to serve those most needing supportand ensure this problem does not happen again?

With this purpose, what kind of ideas and opportunities cometo me to solve this problem positively?

With this passion, what is my focused purpose in this situation?

What is the problem I perceive right now? Am I prepared Switch On -and stop reacting, start observing and follow it to its origins?

What pattern is being triggered now that causes this to be a problemfor me? Is it familiar to me? How does my mind and body react?

What (painful) beliefs and assumptions do I have about myself andthe world that underpin this pattern?What causes me to believe in these assumptions? What scares memost in these moments?What memories do I associate with these beliefs?

With this peace, what am I passionate about inspiring orenabling more of in the world around me?

How can I reconnect with who I truly am and heal the painright now?From this sense of peace and openness what do I truly believeabout myself and the world?

BREAKTHROUGH

SWITCHED ON LEADERSHIP97


Presence

Power

SUSTAINHEART PROVIDES RESILIENCE IN THE FACE OF INEVITABLE CHAOS

EMBRACECHAOS TO FIND & SEIZE OPPORTUNITIES FOR INNOVATION AND IMPACT

THRIVENOT DESPITE OF CHANGE, BUT BECAUSE OF IT

SWITCH ONPURPOSEFULLY REWIRE OURSELVES & OUR ORGS TO STAY OPEN TO POSSIBILITIES WITHIN THE CHALLENGES OF CHANGE

Switched on leaders trust that problems are breakthroughs waiting to be found.

They stay open in the face of chaos, criticism and conflict.

CHOICE IS TO RIDE THE WAVE OR BE

SUNK BY IT

“The key to success is figuring out where is the edge? And how do I stay the right distance from the edge?”

RAY DALIO, FOUNDER, BRIDGEWATER (LARGEST AND MOST SUCCESSFUL HEDGE FUND IN THE WORLD)

FALLINGIS INEVITABLE ON THE EDGE

OFTEN IT HURTS SO MUCH WE DON’T WANT TO GET UP AND TRY AGAIN

“I have not failed 700 times. I have not failed once. I have succeeded in proving that those 700 ways will not work. When I have eliminated the ways that will not work, I will find the way that will work.”

THOMAS EDISON, NEW YORK TIMES 1847

ONELEADER, COUNCIL OR STATE CANNOT ACHIEVE THEIR AMBITIONS ALONE

“If you want to go fast,go alone. If you want to go far, go with a group.”

AFRICAN PROVERB

CO-LABCOLLABORATIVE LAB FOR BREAKTHROUGH SOCIAL INNOVATION

COACHINGIS KEY TO LEARNING (FROM EACH FALL) AND AVOIDING FALLS OTHERS HAVE LEARNT FROM

STAYING OPEN / COACHABLE

The pioneering creative leadership

& collaboration coaching

programme

Seeing new patterns (that nobody else can see) is the key to breakthrough innovation.When we let go of old patterns, beliefs and behaviours we allow breakthroughs to occur. The edge of chaos, where change is bubbling, is the best place to do this.To deliver and sustain breakthroughs in the real world we must lead with heart, head and hands.Together, everything is possible.

SIGN UPINSIGHTS, IDEAS, OPEN COURSES ETC

THESWITCH

“The important thing is this: to be able at any moment to sacrifice what we are for what we could become.” CHARLES DUBOIS

“Innovation distinguishes between a leader and a follower.”

STEVE JOBS

CONNECTWECREATEWORLDWIDE.COM: innovation consulting & training

GLOBAL LEADERS ACADEMY.COM: leadership development, peer coaching programmes, coaching circles, org design

NICKJANKEL.COM: life coaching; workshops; books

SWITCH ON

@NICKWECREATE

CREATE RADICALLY BETTER FUTURES THROUGH BREAKTHROUGH INNOVATION & BREAKTHROUGH LEADERSHIP

WORKSHOP

WHAT ATTRACTS YOU MOST TO THIS SESSION?

HOW DOES THIS TOPIC CONNECT WITH YOUR GOALS & AMBITIONS?

IMPACTFULLEVERAGE OF IDEAS & IMAGINATION

INCREMENTALEVOLUTIONARY

BREAKTHROUGHDISRUPTIVE

© Wecreate 2012

BREAKTHROUGH




POSSIBLE

BREAKTHROUGH

© Wecreate 2012

BREAKTHROUGH


“The German triumph was essentially a triumph of intellect.”

MARC BLOCH

WHAT IS A BREAKTHROUGH INNOVATION IN YOUR WORLD?

BREAKTHROUGHSOCIAL INNOVATION

Definition: The impactful leverage of ideas for social good in a manner that permanently disappears or massively reduces a major social problem

SOCIAL (ALLEVIATES A SOCIAL PROBLEM IN SOME WAY)SUSTAINABLE (IMPLEMENTED SUSTAINABLY INTO THE FUTURE) SYSTEMIC (TACKLES ROOT ISSUES NOT JUST SYMPTOMS)SCALEABLE (DESIGNED FOR MILLIONS VS. HUNDREDS)SELF-ORGANISING (CITIZENS/ USERS PARTICIPATE - DRIVES AMBASSADORSHIP, UPTAKE & SCALE)

INNOVATIONWE FOCUS ON CREATING PROPOSITIONS THAT DELIVER AS MANY OF THESE AS POSSIBLE:

✓✓✓✓✓

BREAKTHROUGH SOCIAL

PROFIT POSITIVE RETURNS FOR SHAREHOLDERSPEOPLE POSITIVE IMPACT ON CITIZENSPLANET POSITIVE OR MITIGATED IMPACT ON THE ENVIRONMENTPURPOSE POSITIVE IMPACT ON THE QUALITY OF LIFE AND SENSE OF MEANING OF EMPLOYEES & DELIVERY PARTNERS

IMPACTMEASURED ON THE QUADRUPLE BOTTOM LINE:

✓✓✓✓

MAXIMISING POSITIVE

SKETCH A DINING TABLE

SKETCH AN ELECTRIC HEATER

SKETCH A GOLF-BALL SHAKER

BREAKTHROUGHINNOVATIONS

DESTABILISESTATUS QUO

CREATEA RADICALLY BETTER FUTURE

CURRENT ORG DRIVEN BY OLD RULES

CURRENT LEADERS SUCCEEDED WITH THE OLD RULES

VESTEDINTERESTS MAINTAIN STATUS QUO & RESIST CHANGE

POWEROFTEN CAN’T OR WON’T SEE THE FUTURE

UNTILIT’S TOO LATE

$85 BILLIONTO $0

THE WORLD’S LARGEST

COMPANY 28 YEARS LATER

BREAKTHROUGHINNOVATIONS CHANGE THE RULES FOREVER

BY SWITCHING THE ASSUMPTIONS THAT DRIVE THE SPACE

RECIDIVISM IS OVER 70%

ASSUMPTIONPRISONERS HAVE SINNEDPUNISHMENT RESTORES GOOD BEHAVIOURCONTROL IS KEYMENIAL WORK IS BEST THEY ARE GOOD FORINVESTING IN THEIR TALENTS IS A WASTETHEY ARE NOT DESERVING

SWITCH!

ASSUMPTIONPRISONERS CAN BE THERE TO BE LEARN AND RECOVERTHEY CAN CONTRIBUTE TO MEANINGFUL WORKINVESTING IN THEIR TALENTS IS A PRIMARY WAY TO STOP THEM REOFFENDING

SOLUTIONA PRISONERS-RUN FINE DINING RESTAURANT THAT PREPARES THEM FOR THE RIGOROUS DEMANDS OF REAL-WORLD CATERING INDUSTRY AND GETS THEM INTO JOBS THAT PREVENTS THEM RETURNING

IMPACT150 GRADUATES25% NEVER HAD A JOB70% TO 20% REOFFENDING RATE12,000 VISITORS£64 MILLION SAVING

PROBLEMS CANNOT BE SOLVED BY THE SAME LEVEL OF CONSCIOUSNESS THAT

CREATED THEM.

ALBERT EINSTEIN

MODELSALL ARE PREMISED ON ASSUMPTIONS

STATUS QUOMAINTAINED BY OUTDATED ASSUMPTIONS

ASSUMPTIONSHELP WITH SURVIVING

PREVENTUS THRIVING

ASSUMPTIONSSHAPE OUR SUCCESS AND DELINEATE OUR FAILURE

SWITCHOUR ASSUMPTIONS

IF WE CAN SEE THEM!

SURFACEASSUMPTIONS, BIASES, BELIEFS

SHARE AN ASSUMPTION THAT NO LONGER SERVES YOU AS A LEADER

EASY...?IF IT WAS, EVERYONE WOULD BE DOING IT!

169

A BILLION PEOPLE DO NOT HAVE CLEAN WATER -

CHOLERA EPIDEMICS KILL HUNDREDS OF THOUSANDS


© wecreate 2012


Problem


Proposition

What is the current proposition [product offer, business model, org process] that leads to this problem?

Assumptions

What do we have to believe to generate and validate this proposition?


What kind of headline ideas could seize this opportunity?

What proposition maximises accessibility, usability and enjoyability?

What is a more powerful, liberating and abundant view ofhuman nature /life?

BREAKTHROUGH

CHOLERA

Raise money to buy and deliver equipment (drill boreholes, pumps, lifestraws) to provide water. More

investment needed to maintain technology.

A billion people do not have clean water - cholera epidemics kill

hundreds of thousands.

New things / technology is the best way to solve problems.

Money solves problems.The people need help.

.

Focus investment on empowering and enabling people (with media tools, comms etc) to use it in

new ways to increase health - virally.

The Folded Sari

Existing equipment - the sari - can be re-purposed to solve problems.

The people welcome empowerment.

171

99% OF MICROBES FILTERED50% REDUCTION IN CHOLERA

70% STILL FILTERING 5 YEARS LATER + VIRAL

SPREAD

1 CHILD DIES EVERY 5 SECONDS

FROM HUNGER-RELATED CAUSES


© wecreate 2012


Problem


Proposition


Assumptions






BREAKTHROUGH

CHILD MALNUTRITION

Dry food aid (live food needs refrigeration)

Children in Bangladesh's rural areas are not getting enough nutrients to

survive

Commercial solutions are not feasible, scaleable or profitable in rural areas. Poor people cannot take part in a globalised,

sustainable economy.

Locals contribute raw materials (goat’s milk) and resources (workers, sales force). Industry redesigns

brewing technology to make local, small scale micro-breweries work (removing need for

refrigeration).

ShoktiDoi: The power yoghurt.

Poor people can be empowered to contribute to a successful win win win with industry.

Commercial solutions can be redesigned to fit BOP realities.

IN 1983, ONLY THOSE WHO

COULD USE A COMMAND LINE

COULD USE A COMPUTER


© wecreate 2012


Problem


Proposition


Assumptions






BREAKTHROUGH

We design and sell computers as productivity maximers - they help businesses win.

Everyday people are not buying or using computers as much as they could.

Productivity is the goal of life. Technology helps us be more productive cogs in the

business machine (growing profits, GDP etc.)

We design and sell ‘computers’ as creativity maximisers - they help people thrive.

Think different with a Mac... (and its ecosystem)

Creativity is the goal of life. Technology can help liberate us, empower us and inspire us.

PERSONAL COMPUTING

THE WORLD’S LARGEST

COMPANY 28 YEARS LATER

WORK THROUGH THE BREAKTHROUGH SWITCH

Engage

© wecreate 2012

Execute

Strategy

Innovation Intention

Collaboration Architecture

Sense Making

Design

Ideation

THE PROCESS

START

FINISH

BREAKTHROUGH

The strategic intent shared by the team. The appetite for risk, breakthrough and innovation. Interpretingthe purpose of the organisation in the light of an accurateinsight into the real-world context we will innovate into.

Which current and future-focused stakeholders to invite intothe project for long-term engagement, effective implementationand maximum collective intelligence. E.g. Current users,funders, policy advisors, tehnical experts, lead users, positivedeviants etc. Who, when, how and why?

Deep and profound insight into the current system, the globaland local context; and real-world user beliefs, behavioursand needs. Leverage of powerful tools such as scenarioplanning, systems thinking, ethnographic research,precedent proposition analysis and ‘The Breakthrough Switch’- all tweaked for maximum innovation and impact.

Harnessing ideas from the team and crowd. Transformingthem into tight concepts. Pushing hard to seize maximumopportunities for impact.

Developing product and service designs, user journeys,prototypes and pilots, business models, impact models,impact metrics all centred around real human beings.

Testing and evolving the prototypes and business models.Developing business plans & business cases. Growth,scale and brand strategies.

Implement the project in partnershp with stakeholders.Use ‘continous beta’ - agile, iterative, emergent. Buildcapacity of implementation team to deliver.Share knowledge and learnings for future success.

Engage stakeholders - from users to funders - in theproject, bringing it to life to capture hearts and minds. Multi-platform storytelling across media / tech platformsand distribution channels.

180THE BREAKTHROUGH INNOVATION PROCESS

CO-LABCOLLABORATIVE LAB FOR BREAKTHROUGH SOCIAL INNOVATION

[email protected]

WECREATEWORLDWIDE.COM: CONSULTING, TRAINING, COACHING, ORG DESIGNNICKJANKEL.COM: LIFE SWITCHED ON

mailto:[email protected]


INNOVATIONSEEING PROBLEMSSWITCHING THEM INTO POSSIBILITIES

AND BRINGING THEM TO LIFE, NO MATTER WHAT

“Economist Raul Romer has shown [that] economies grow faster when there is more innovation.”

JAMES SUROWIECKI

DISTINCTIONBOTTOM LINE GROWTH: LINEAR COST REDUCTIONS PROVIDE SHORT-TERM, LIMITED GROWTH

TOP LINE GROWTH: NON-LINEAR INNOVATION FUELS UNLIMITED & LONG-TERM IMPACT AND RESPONSIVENESS TO CHANGE

INNOVATIONPROCESS SYSTEMSMINDSETS

CULTUREIS KING

SOURCE: JOURNAL OF MARKETING / JUDGE INSTITUTE

“The hardest part of these decisions was neither the technological nor economic transformations required. It was changing the culture – the mindset and instincts of hundreds of thousands of people.”

LOUIS GERSTNER, CEO IBM

ORGS WIRED TO RESIST CREATIVITY IN FAVOUR OF EFFICIENCY & CONTROL

MORE STAFF, HIGHER SALARIES, MORE TRAINING = MORE PROFIT

SOURCE: HBR, WHARTON SCHOOL OF MANAGEMENT

CULTUREINCENTIVISE PAYROLLSEE IMMEDIATE EFFECT OF REDUCED PAYROLLCOUNTERS TREND TO OUTSOURCING LABOUR TO CUSTOMERS

“The culture, behaviors, processes, measurements, rewards, and tolerance for failure needed to drive operational excellence are fundamentally different from those needed to create innovation, which requires an emphasis on exploration, invention and experimentation.”

THE PHYSICS OF GROWTH

FAILUREIS THE REALITY WITH INNOVATION

“I have not failed 700 times. I have not failed once. I have succeeded in proving that those 700 ways will not work. When I have eliminated the ways that will not work, I will find the way that will work.”

THOMAS EDISON, NEW YORK TIMES 1847

MINDSET THE SECRET

STARTS WITH ME / YOU / US!

UK civil servants are “committed but somewhat conservative” looking towards senior managers rather than frontline staff for innovation.

STATE OF THE SERVICE REPORT

Users have to deal with the way it is - we are doing our best in a time of cuts

How things are now is fine - with a little tweak

We don’t have the resources to innovate

If I innovate and fail, my job is on the line

We have enough on our plate today let alone worrying about tomorrow

The world is changing in a predictable way so we will get to that stuff later

ORGSDESIGNED FOR CONTROL IN STABLE & PREDICTABLE ENVIRONMENTS TO MAXIMISE EXECUTION

YET CHAOS REIGNS

CHAOSAMBIGUITYUNCERTAINTYUNPREDICTABILITY

CHANGE IS CHANGING

FAST, DISCONTINUOUS, PUNCTUATED, ACCELERATED, PATCHY

PREPARE TO ENTER...

Engage

© wecreate 2012

Execute

Strategy



Sense Making

Design

Ideation

THE PROCESS

START

FINISH

BREAKTHROUGH









203

BREAKTHROUGH INNOVATION PROCESS

CHAOS

CURRENT ORDER

PREFERRED ORDER



POSSIBLE

YOURS?CULTURE / MINDSET STAMP OUT INNOVATION, EXPERIMENTATION & LEARNING

SWITCH ONPURPOSEFULLY REWIRE OUR MINDS, THE TEAM & THE ORG TO SEE POSSIBILITIES FOR ALL WITHIN PROBLEMS OF SO MANY

UNLEASHTHE INNATE CAPACITY OF OURSELVES & TEAMS TO ENABLE & EMPOWER CHANGE THROUGH INNOVATION

LABSHOLDS SAFE SPACE FOR RISK, TRIAL, FAILURE

HONE AND SPREAD INNOVATIONS & INNOVATION BEST-PRACTICE THROUGHOUT THE ORGANISATION AND BEYOND

ALLOCATE % OF FUNDS TO BREAKTHROUGH INNOVATION

SHARE RISK ACROSS MULTIPLE UNITS

REWIRENOT TO QUESTION AUTHORITY / EXPERIENCENOT TO RESPECT THE MAVERICKS / OUTSIDERSNOT TO CHALLENGE RECEIVED WISDOMNOT TO DO THINGS DIFFERENTLYNOT TO SEARCH FOR THE POSSIBLE


Coercion

Open mindedChallenge assumptions

Open handedCreate, share

ON

ON

ON

= = CREATECOLLABORATE

© wecreate 2012

Open heartedIntuitive, trusting

CONTRIBUTE

r

AWARENESS

Connect to self & surroundings; attune to thoughts & feelings

PURPOSE

Ground strategies & activities in sense of

leadership purpose, power & principles

ALIGNMENT

Align with core values

& vision of self & team

INTENTION

Reflect on and then choose focusedaims

& operating assumptions with precision and clarity

STORY & STRATEGY

Develop coherent plan,

narrative & toolset

SENSING

Gain perceptive insight into the

current state of system, network & context

ENGAGEMENT

Implement

activities with others

CREATE

THINK

FEEL

HAND

HEAD

HEART

INFLUENCE,INNOVATION

& IMPACT

BREAKTHROUGH LEADERSHIP FRAMEWORK

“You can never change things by fighting the existing reality. To change something, build a new model that makes the existing model obsolete.”

BUCKMINSTER FULLER

INNOVATIONNOT REALLY ABOUT ‘GETTING’ NEW IDEAS OR SOLUTIONS

LET GOOF THE OLD IDEAS

“More recently, research in Mark Jung-Beeman's lab at Northwestern has found that sudden bursts of insight — the Aha! or Eureka! moment — comes when brain activity abruptly shifts its focus. The almost ecstatic sense that makes us cry "I see!" appears to come when the brain is able to shunt aside immediate or familiar visual inputs.”

JASON ZWEIG, EDGE.ORG

“It turns out that the ability to stop oneself from thinking something is central to creativity.”

SCIENTIFIC AMERICAN

ALLOWNEW IDEAS ALREADY IN YOUR OWN MIND, YOUR TEAMS & IN THE NETWORK TO FLOW

Engage

© wecreate 2012

Execute

Strategy



Sense Making

Design

Ideation

THE PROCESS

START

FINISH

BREAKTHROUGH









217

BREAKTHROUGH INNOVATION PROCESS

CHAOS

CURRENT ORDER

PREFERRED ORDER

LETTING GO OF OLD IDEAS

ALLOWING NEW ONES TO

EMERGE

RISKY?TO BREAKTHROUGH

HOLDING ONTO OLD IDEAS IS FAR MORE DANGEROUS THAN RISKING NEW ONES

THOUGH IT DOES NOT STOP PEOPLE

TRYING

WORLDCHANGES, ASSUMPTIONS HAVE TO CHANGE WITH IT

FAILEDORGANISATIONS HAVE ACCESS TO SAME (AND USUALLY MORE!) TECHNOLOGY, RESOURCES, CONSUMERS, CONSULTANTS AS THE DISRUPTORS...

You are only ever one (major) assumption away from a (massive) breakthrough.

The pioneering creative leadership

& collaboration coaching

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“The important thing is this: to be able at any moment to sacrifice what we are for what we could become.CHARLES DUBOIS

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