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From GPWiki
  New Decade & The 10 Disciplines That Will Be Required.
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Navigating the 21st Century
See One very Challenging Manifesto for the 21st Century
Are you from The Future?
 
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From The Future of Management – Gary Hamel
“Who’s managing your company? You might be tempted to answer, ‘the CEO’, or ‘the executive team’, or ‘all of us in middle management’ And you’d be right, but that wouldn’t be the whole truth. To a large extent, your company is being managed right now by a small coterie of long-departed theorists and practitioners who invented the rules and conventions of ‘modern’ management back in the early years of the 20th century. They are the poltergeists who inhabit the musty machinery of management. It is their edicts echoing across the decades, that invisibly shape the way your company allocates resources, sets budgets, distributes power, rewards people, and makes decisions”
Welcome
A 21st Century Organization is something any leader, any business - any competitive brand must be. It suggests that to survive in the complex global markets (now fiercely competitive and commoditized) the enterprise has to redesign the organizational model, streamline its systems and understand human behavior.
  Discovering New Meaning
Developing New Meaning
Deciding New Meaning
Deploying New Meaning
Communicating Complexity Our aim is always to find the best possible way to move our work from 'thinking' and 'deciding' to 'engaging' and 'communicating' with the enterprise. See also Visual Displays, The Innovation Lounge - Go to the demonstration of the Vision Model Creative And Logical Systems This model represents the logical model. It demonstrates that all our systems thinking and the sustained communication that emerge from it is built on a rigorous logical model and architecture. Go to Global Model, SVT Technology Vision The Platform for connectivity In this image you can see that complex schema's are underpinning a simple user interface. This means users are able to access almost infinite degrees of richness governed by robust logic and design. Go to the SVT Technology Vision, The Scenario Configurator, SVT Live' Everywhere. Anywhere By thinking differently about users and the possibility of 21st Century devices and technologies we now have the ability to dynamically engage both remotely and virtually by smart devices. Go to Augmented Visual Thinking Demonstrating Application We have proven the efficiency and power of these tools in training education, induction, knowledge transfer and general awareness. Go to Vision Model, 4D™, The 'Pixar' Of Consulting, A Vision Model |
It has to do this in meaningful and relevant ways - at the individual and team level - and display real leadership in everything from systems and process to the exploitation of every technology, media and next practice. It has to move from the restrictive practices of the ‘org chart’ to the reality of the value based and sustainable network and eco-system.
On these six pages lay the fundamentals of our work, and everything we've observed over the last ten years of assignments - We've set about creating important new techniques and tools to enable important change for the 21st Century Business.
Here also you will find links to other parts of our world but to get a rapid view over what we are deeply passionate about this is a good place to start. We have proven that these ideas and proven methods can change the way business thinks and works, they can do it rapidly and with creativity, inspiration and energy. Together, and with much better economy, we can solve complex problems, create valuable opportunities, make better decisions and avoid solving the wrong problems really well.
Also see a high level glossary of the whole approach and see the main images
Are you going to drive or get driven through the upturn?
In every business at any time - and especially in this economy - who isn't rethinking! What business isn't doing everything it can to survive, rebuild or just cope with the incredible dynamics of the change.Hard to imagine though how any one person, team or business can constantly weigh up the following demands in almost real time and sustain it.
The 21st Century Exam Question
The sub-text - cut costs, no discretionary spend, travel bans, uncertain futures for executives. Frustration and worry all around.
Our view & call to arms
Seems crazy doesn’t it that any business would choose to do anything that doesn't contribute to its own success. That means - build value by innovating every day, focus the whole enterprise on a clear vision, develop the culture for winning, being sustainable, encouraging efficiency across the firm.
We think it's time for a back to the drawing board approach to planning and strategizing the future. This is about thinking differently, challenging the traditional, looking at the new tools, taking a new route, being ready the inevitable upturn - getting ready to create wealth and growth for its employees, partners and shareholders within a compelling worldview that contributes to a better; more sustainable world.
The Genius of Visual Frameworks
They contain the views of many is that they encourage the speaking of truth to create power in visual ways - ways that are simply more powerful than other approaches to problem solving or value creation. They are also the best means of alignment and arbitration when attempting to accurately figure out issues in business.
These frameworks are an invaluable - and we believe important alternative - to those meandering meetings and brainstorms that currently don’t get us quite there. These are logic frameworks - techniques designed to get at the underlying truth of strategic thinking, transformation development and value creation.
4D™ is an approach, it’s comprehensive, leaving nothing out and leaving nothing in that is superfluous to any mission. Bringing power and performance to business strategy, transformation and change programs by developing physical and visual logic frameworks. This is a crucial weapon for business success and advantage in the 21st Century. These 'architectures' and 'maps to the future' are collaboratively engineered by the key stakeholders developing high integrity 'real time' outcomes enabling true decision quality. See also the Persistent Architecture™ section
Some howlers we’ve observed businesses make
They will often:
- Create a new vision, without wide consultation, and not looking at the broadest possible context for value. Then to compound matters still further, keep the vision and strategy locked in the boardroom.
- Avoid the power of a clearly identified and stated intention, motivational outcomes, relevant measures, a powerful and inspirational vision and well articulated roadmap.
- Begin a large transformation, change or technology program by simple procurement and contract with one siloed part of the business and then be surprised by its failure.
- Expect wide engagement by the workforce in change – change that the employees don't understand, cannot see the rationale for nor feel any human relationship with.
- Outsource all of the thinking to external agencies who then fail to transfer the full control, reasoning or confidence in their plans back to the enterprise.
- Outsource all responsibility for the solution to external agencies - many of whom have no interest in the wider implications or success of the program other than their task.
- Ignore the incredible developments in technology, social community, service excellence and sustainable - values based thinking when it comes to operational transformation fit for the world we now live in.
- Remain removed/dismissive of the newer thinking and tools of behavioral change - the cultural insights, social networks and real world/human engagement potential as they seem intangible or abstract in relation to the strategic intention.
- Forget the power of telling a good new story - one of a more inspired intention - in ways that compel, inspire or motivate the people in the enterprise. Ignoring the catalytic power of communication.
True success in change and transformation is inclusive, intelligent, thoughtful, structured and decisive. We urgently need to utilize much more appropriate tools to win in this economy – the critical context we now find ourselves in. These are tools that have been around since man got given his opposable thumb – visualization, conscious thought, story telling, reasoning and map making.
There is a wave, are you going to ride it?
Because we are privileged to work with the more enlightened clients we know the time is right. We are highly optimistic that the majority of clients actually agree that new methods and different ways to force better thinking and outcomes are needed. These pages are designed to show how. We cannot solve the problems on our own - it requires the energy of partners and clients alike. In some cases this just will not work. Some folk are just not ready - but we wont stop trying to persuade them.
Verna Allee says it best: "Don't try to change people, find people who are already going there and help them...
For me it is a question of where do I want to put my energy? People often ask me how I “sell” my ideas or convince people of the importance of value networks. I always respond. “I don’t.” It is not my job to sell or convince people of anything. My job is to help people who DO get it and are eager to move forward.
There are more of those coming forward literally every minute and they are desperate for solid, proven, easy-to-use tools and robust methodologies. My job is to provide those and show people ways to work with internal and external value networks. My philosophy is to work with what is emergent, what wants to happen. Trying to change the old guard takes an enormous amount of energy. If I tilt at windmills all I ever seem to get is a bloody nose. If people are starting to get curious and asking questions then I will happily engage with them.
People (and their organizations) simply must change if they want to be successful in this business environment – and many organizations are quickly getting on board. If they are curious and interested we are ready to help.
