Thought Leadership for Education and Business: Co-constructing New Organizational Models for...

Thought Leadership for Education and Business:

Co-constructing New Organizational Models

for Innovation and Global Competitiveness

Mark LangNext Level Journey

Name This Country

From “Shift Happens”

What happened?

Fundamental changes in the

world are creating unprecedented changes in the

global competitive environment!

…. Even different from a few years

ago

What are some of the change

drivers?© 2008 Next Level Journey

Change Drivers

Technology Trends

Automation takes over more tasks

Information is commodity; value is in its application

Customers given power and options (download and upload)

Powerful global networks are easily and dynamically formed

© 2008 Next Level Journey

Change Drivers

Geopolitical Trends

“Free” market trade dominates the world

Multinational companies build global infrastructure

Talent is found (and empowered) in more places throughout the globe


The 25% of the population in China with the highest IQ’s . . . …Is greater than the total population of North America.Translation:

From “Shift Happens”

http://www.travelchinaguide.com/map.htm

Change Drivers

Market Trends

Abundance drives interest in high concept/high touch

Design and production chain opened up (neither vertical nor private)

Markets & competition constantly change in unpredictable ways (what we don’t know we don’t know)


The View from Some Corporate CEOs

“Constant reinvention is the central necessity at GE … We’re all just a moment away from commodity hell.” Jeffrey Immelt, Chairman & CEO, GE“The world is changing very fast. Big will not beat small anymore. It will be the fast beating the slow.” Rupert Murdoch, Chairman & CEO, News Corporation

“You have to go down blind alleys. But every once in a while you go down an alley and it opens up into this huge, broad avenue. That makes all the blind alleys worthwhile.” Jeffrey P. Bezos, Chairman, Pres,

and CEO, Amazon.com


Success will increasingly fall to those from janitor to CEO who leverage curiosity (learning) and imagination within dynamic networks to constantly make new rules.


New Demands on EducationPrepare people to …

Follow structured patterns

Apply knowledge in creative ways

Work in silosContribute to the “big picture”

(1) Play very different roles

Learn how to learn

Break the rules

From To


Longitudinal Study of Divergent ThinkingFraction Scoring at Genius Level

(1600 Children)

Age 3 – 5 98%

Age 8 – 10 32%

Age 14 – 15 10%

Age 25+ 2% (200,000 adults)

Breakpoint and Beyond: Mastering the Future TodayGeorge Land and Beth Jarman (1998)



(2) See collaboration as critical, not cheating

Self awareness of talent & passions Power of diversity and cultural understanding

(3) Master social/emotional intelligence

How to communicate How to influence Power of relationships and values



(5) Benefit from failure

Develop self confidence Learn to fail fast, recover quickly Manage acceptable risk

(4) Navigate the unknown

How to begin? How much ambiguity?


0% 20% 40%

Global KnowledgeSelf-direction

Critical ThinkingAdaptability

Quantitive ReasoningIntercultural Skills

Teamwork

Employers Are Asked:Are Students Well Prepared in Key Areas?

From AACU Survey January 2008


New Demands on BusinessTake Organizations to the Next Level

Manage for scale, efficiency, productivity

Extrinsic incentives drive conformity

Manage for adaptability, creativity

Intrinsic motivation drives innovation

“Your company will be challenged to change in a way for which it has no precedent.” Gary Hamel, The Future of Management

From To


http://www.businessinnovationinsider.com/Gary%20Hamel%202.jpg

“I have never been to a revolution where no one got hurt.” Tom Friedman, Columnist, Author of The World is Flat

Improve K12 with standardized testing

Improve innovation by educating more STEM graduates

Improve students “global competitiveness” by visiting other countries (in person or on line)


http://www.moonbattery.com/archives/thomas_friedman.jpg

The greatest danger for most of us is not that our aim is too high and we miss it, but that it is too low and we reach it.

--- Michelangelo© 2008 Next Level Journey

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