Growth, Transformation & Progress


There are many good reasons to question what we are taught and (yet again) Giles Hutchins tells it how it is. Of course, if you read any of my past blogs, particularly dealing with Panarchy and the Panarchic Cycle, it wont come as a great surprise that we are ‘on the same page’.

I frequently ask myself and others, “how do you know what you know”? The reason is so that we question, not just the basis of our knowledge but that of those who would presume to ‘educate’. Given that we now understand so much more about the, miraculous, fractal nature of our own biology and the striking similarities in structure and cycles affecting other systems seen in Nature, it is surprising that we are still prone to work against Nature by attempting to apply our linear thinking in an effort to control or regulate.

It is, perhaps, no great surprise that the knowledge of subject matter experts can often be seen to be ‘lacking’ or based upon knowledge that has been superseded but that vital information has not reached them or has not penetrated the walls of conventional wisdom…or herd mentality, i.e. the belief system that is the basis of their status as experts. They continue to infect enquiring minds with tainted knowledge, rather than understanding: the blinded leading the blind.

Of course there are those who, knowingly and without conscience, indoctrinate others, in return for the promise of rewards in this life (or the next). These individuals will go to extreme lengths to satisfy their master(s) so the question is worth remembering the next time someone presumes to tell you ‘how it is’…because greed, fear and ego are powerful drivers and many have been ‘blinded’ in the pursuit of truth and understanding!

…in these transformational times, organisations and their leaders need to embrace transformational change: death/rebirth, breakdown/breakthrough. In the words of Dawn Vance, Global Head of Logistics for Nike:

‘Organisations have three options:

1) Hit the wall;

2) Optimise and delay hitting the wall;

3) Redesign for resilience.’

Many organisations today – for profit and non-profit – busy themselves with optimising the existing business model which is only delaying the inevitable car crash

via Growth, Transformation & Progress.

Tips for Transformation – D.E.D.I.C.A.T.I.O.N. is what you need!


Tipping PointThe following is a mere extract from an excellent article that, literally, spells out THE messages that successful ‘Business Leaders’ of the future are already heeding.

Whilst others, instead of acknowledging the flaws and failures of conventional ‘wisdom’, remain trapped by the engrained-thinking of the prevailing culture, more enlightened leaders are happy to ‘exploit’ the competitive advantage presented to them.

Learning lessons from nature has never been more important…

More great work Giles. Thanks

The ‘new norm’ of turbulence in business requires a shift in conventional management thinking from over-reliance on top-down, hierarchical, risk-based approaches to managing within complexity.  Managing within complexity juggles and combines varying styles and techniques. It encourages bottom-up emergence to flourish; establishing an all-pervasive values-led work ethic while guiding and coaching.

via Ten Top Tips for Transformation.

Gain the competitive edge by learning from natural rules


I already knew that Giles was a bright guy (I wish I could say I have already read his book!) and that we are on a very similar wavelength BUT, if you have read any of my past blogs you will recognise a familiar message in the following extract. I know that the Executive Leadership Group with whom I have been working to form ‘Resilient Communities Network’ [RCN], AIBC & TBORI-UK have heard it all before from me but it can do no harm for them and others to hear it from another…

Akin to living systems
To succeed in business we must be agile, creative, alert, spontaneous and responsive – often operating in completely new ways. Today’s rapidly changing business environment calls for businesses that thrive in rapidly changing environments: businesses more akin to living systems. Read more of this post

The Nature of Business:: achieving through leading


That stats below merit some thought or discussion I would have thought!?

This is a Knowledge Economy of willing Risk Leaders, being starved of the liquidity of an Innovation Economy, by the discredited policies of political and financial institutions.

Unless we STOP constraining living business systems, with the structures, philosophies and values of a past era, we will fail to adapt to the complexity of systemic information-flow.

With the ability, for any firm, to measure and monitor business resilience on-line comes the capacity to better understand and build, measurably resilient; interdependent; sustainable; communities of dynamic networks and systems of sub-systems, with shared values, risks and rewards as the basis for an adaptable, sustainable and equitable platform for Responsible Capitalism.

In 1986 the average knowledge worker carried in their heads 75% of the knowledge they needed to do their job. By 2006 the average had dropped to 8%, today it’s around 5%, and within 10 years the average will be 1%. (ref. Carnegie-Mellon rolling study by Robert Kelley).

This is a paradigm shift. To succeed as a 1% knowledge worker requires learning different capabilities to before, not just trying harder. This is hitting leadership roles hardest, soonest. Leadership today requires much that leadership used to require; and a lot more that is part of a different paradigm.

As Peter Drucker said:

in times of turmoil, the danger lies not in the turmoil, but in facing it with yesterday’s logic.

via Leading with Love « The Nature of Business.

Lessons from Nature:: Ecological Thinking for Business Transformation


Most people in business subscribe to an outdated world view, a perception of reality inadequate for dealing with the volatile and globally interconnected business world.  What is required for the health and vitality of our businesses and economies is a radical shift in our perceptions, our thinking and our business behaviour.  We are witnessing a change in business paradigm from one suited for the industrial era to one suited for the interconnected era [Digital Age].

At the core of this paradigm shift is a perception shift from ‘seperatedness’ to ‘interconnectedness’

 

via Ecological Thinking for Business Transformation « The Nature of Business.