How can you encourage board members to challenge conventional wisdom?

?? Personally, I believe that challenging conventional wisdom is not just about questioning existing norms, but it also involves a deeper understanding of why change is necessary. ?? Global Perspective Shift Board members must consider global trends affecting local strategies, identifying outdated practices. ?? Technological Advancements Rapid tech changes require reassessment of existing practices and embracing disruptive innovations. ?? Sustainability and Ethics Boards must revisit traditional models to align with sustainability and ethical standards. ?? Encouraging board members to challenge conventional wisdom is crucial for fostering innovation, adapting to changing landscapes, and maintaining relevance in a dynamic world.

Los directivos o juntas directivas que están enfocados en cumplir los objetivos de la empresa y obtener beneficios, saben que lo único permanente en los procesos es el cambio y la mejora continua, y que no deben saber todo pero siempre pueden aprender más, por lo que se debería definir es cual va a ser el proceso de retroalimentacion para de ser pertinente, oportuno y viable se establezca un nuevo objetivo o una mejor manera de cumplir los indicadores de la empresa

Ich habe vor langer Zeit einen Vortrag eines Automobilmanagers geh?rt, der mich als Berater sehr gepr?gt hat. Er wurde zu einer gerade sich anbahnenden Rezension gefragt: "Wie sehen Sie das und wie werden sie mit den negativen Folgen umgehen". Er erwiderte, dass es natürlich schwierig wird und viele negative Folgen mit sich ziehen kann. Aber wir ben?tigen auch solche Krisen, denn in erfolgreichen Zeiten ist es kaum m?glich, konventionelle Denkweisen und Vorgehensweisen zu hinterfragen bzw. zu ?ndern. Menschen, besonders in TOP-Positionen, sind da kaum bereit dazu. Es braucht einen gewissen "Druck von AUSSEN". Deshalb sind Krisen oft echte Chancen. Ein interessanter Denkansatz, finde ich, um "veraltetes Denken" gerade jetzt abzu?ndern.

Encouraging board members to challenge conventional wisdom is crucial for innovation. Incorporate diverse external insights, study disruptive business models, and engage in workshops on emerging trends. Cultivate a culture where questioning norms fuels strategic growth. Leverage data-driven insights to identify new trends, combat biases like confirmation bias and groupthink, and encourage robust debate. Align this practice with the organization’s core values, ensuring it becomes integral to decision-making. This approach not only drives sustainable growth and resilience but also ensures adaptability and forward-thinking in an evolving business landscape.

Conventional wisdom provides safety, comfort,... You do just what is expected. If it fails, you will not be the only one - conventional wisdom is to blame. If you succeed, you did your job right, and move on to the next decision. Challenging conventional wisdom opens new windows, mind is set free for new options, adding new color to the picture. Its the tool for the brave and the origin of innovation, i.e. where a differentiator towards competition is given birth. However you must be prepared to defend your thoughts in front of those who do not embrace changes. You must be willing to take some risks, or be surrounded with open minded colleagues, if you want to openly challenge conventional wisdom.

To foster a safe space for dissent, establish clear expectations and guidelines for constructive dialogue. Encourage board members to focus on the issue, listen actively and empathetically, avoid personal attacks or defensiveness, seek clarification, and evidence, and share their perspectives. Invite external experts to provide different viewpoints and challenge assumptions. As a leader, model and reward dissenting behaviour by questioning conventional wisdom and exploring new possibilities

My thoughts are distinctly different than others. Board members that were selected are expected to be able to deal with conflict. They are expected to be subject matter experts. They must be held to account based upon the companies charter. That is why they are in place. The chairman's job is to ensure they do just that. Our issue today is the powerful third party influences that are in play do to the political leanings of large hedge funds. The stock prices may not reflect the true value of a company because of the position of those funds. The SEC needs to take them out of play in the boardroom so companies focus on doing what they are supposed to do instead of feeding the material at the door.

Educación y respeto antes todo, pero con la mente abierta para recibir comentarios y criticas que nuestro ego usualmente no acepta. Aceptación de errores sin sentirse atacado, sino más bien animado.

A 'safe space for dissent' refers to an environment where individuals feel comfortable expressing differing opinions, ideas or concerns without fear of judgment or negative consequences. So...How to create it?...just create a 'SAFE'! S- Supportive Environment: Foster an atmosphere of trust & respect where individuals feel safe expressing opinions. A- Active Listening: Practice attentive & respectful listening to ensure everyone's viewpoints are heard & considered without interruption. F- Free of Judgment: Emphasize constructive criticism while discouraging personal attacks for expressing dissent. E- Embrace Diversity: Welcome diverse perspectives & backgrounds, recognizing their value in enriching discussions & decision-making.

En los espacios que brinda la alta gerencia normalmente se expresan esas ideas de innovación, lo que algunos llamamos aprovechar el cuarto de hora, somos escuchados atentamente y en ocasiones se cérea la inquietud y algo de desarrollo. También ocurre que la idea queda en el aire y se contrata un experto para validar. En cualquiera de los casos se debe aprovechar el haber generado un cuestionamiento, haber sido tenido en cuenta y lograr un cambio.

Para mi, la clave está en como evaluamos las nuevas ideas. Es importante desafiar la sabiduría convencional pero para hacerlo con criterio hay que poder evaluar las nuevas ideas con datos. Es un error pensar que los negocios van a mantenerse estables en el tiempo, pero tampoco tenemos que aceptar que las nuevas ideas van a ser mejores solo por ser innovadoras o atractivas. Hay que contrastarlas con la realidad. El verdadero reto es ser capaz de retar nuestro marco mental actual con los abundantes datos que la tecnología nos pone a disposición.

Los mapas mentales creados en plataformas son una excelente idea para mostrar un panorama más completo ante una situación, para que funcione se debe tomar en cuenta las ideas de todos los participantes y dar el crédito a quienes tienen ideas fuera de lo convencional. Con el uso de esta herramienta y alguna otra de análisis de datos en tiempo real puede ser de interés para aquellos que aún no confían del todo en lo actual.

The boards of the companies can generate and evaluate different ideas through: Diverse Collaboration: Engage cross-functional teams for varied perspectives, harnessing collective intelligence. Creative Frameworks: Utilize tools like brainstorming, mind maps, and scenario planning to stimulate divergent and convergent thinking. Learning Mindset: Embrace failure as an opportunity for improvement, encouraging experimentation and iteration.

In my experience, brainstorming is often a very powerful tool. At some conditions. - The company vision should be clear and shared. - Criticism should not be taken personally - different opinions or views should not be automatically considered as a vote against the CEO and the managers of the company. The Board should involve frequently the top managers, going together also through the real issues, beyond the day-by-day ones. In my opinion, you have a proof that the discussion was fruitful if, at the end, you have a brief and clear operational memo, hopefully with some quantifications or al least KPI. To be reviewed later, in order to assess the effectiveness of the actions decided.

Schedule time to question ideas. The highest quality, best-loved, most loyalty-driven products and services are the result of iteration. Iteration isn't just for product launch. Ongoing, scheduled examinations are the bedrock for growing something long-term. Mainly because we continue to get new data and information from our client base. If we ignore this new info, then we are ignoring opportunity for progress.

I think that any Manager or Director would reasonably confirm today that he embraces changes and competition. But reality checks suggest instead that often many people states that change is necessary and positive, simply because it is the politically correct answer. In reality, they fear the additional workload, the revision of the organization and maybe of their position, the struggle for resources, etc. The CEO and the Top Management should really involve these people, share problems, and drive them to a different attitude.

Vincular nuevas ideas con objetivos organizacionales implica demostrar cómo contribuyen directamente al objetivos establecido. Esta vinculación refuerza la relevancia y la importancia de las nuevas perspectivas, posicionándolas como herramientas efectivas para alcanzar resultados específicos y promover la evolución positiva de la empresa. Además, que la implementación de nuevas ideas sea sostenible implica considerar aspectos a largo plazo y asegurar su integración continua en la cultura organizacional. Estrategias de Liderazgo Comprometido, Procesos de Retroalimentación Continua, e Incentivos y Recompensas, podrían ser ejemplos para conseguir esa sostenibilidad.

Es fundamental no perder el foco de que queremos conseguir o donde queremos llegar. Pero tenemos que saber que hay múltiples caminos para llegar a un mismo sitio. Hay caminos rapidos, con curvas, que van cuesta abajo, atajos, caminos con arboles que dan sombra o que no. Hay que tener la curiosidad de innovar y probar nuevas cosas sin perder jamás la visión de cual es el objetivo.

From my own experience, what I have seen to work most, is involvement of team and staff in mapping the change through workshops and facilitated meetings. In that way change is seen as the right thing to do by majority of the organization. That can pave the way for a smooth implementation.

Hier ist wichtig das die C-Level Ebene, die Ver?nderung wirklich selbst lebt und nicht blo? dem Vorschlag einer Unternehmensberatung folgt und "befiehlt", dass die unteren Ebenen dann mal schnell umsetzen. Ver?nderungen sind immer ein iterativer Proress mit Fort- und Rückschritten. Der Prozess ist nie linear. Es braucht auch Zweifler und Z?gerer, damit Risiken gewürdigt werden. Und manchmal muss sich die Vision der faktischen Realit?t beugen, wenn z.B. Kunden eine Ver?nderung ablehnen. Eine Kernkompetenz für das C-Level ist das aktive Zuh?ren, um zu verstehen, was im Unternehmen im Ver?nderungsprozess wirklich passiert und am besten redet der Vorstand nicht nur mit den Change Agents, sondern mit einem bunten Querschnitt im Unternehmen.

The main task for board members is strategy - they have to set the direction. To know which way to go, it is necessary to know the circumstances of your business and the oppinion of your team members. Stay hungry, stay curious, listen to your team and then go your way - the rest will follow...

Remember, the goal is to foster an environment where challenging conventional wisdom is seen as a path and sometimes a prerequisite to better decision-making and innovation. Here are some things you might want to consider: - Encourage diverse perspectives - Foster a culture of inquiry. - Provide relevant data and examples. - Invite external experts - Organise workshops and trainings - Encourage constructive debates - Implement 'devil's advocate' sessions - Review past decisions - Set 'challenge' agendas. And most importantly. Openly challenge your own ideas and welcome challenges from others. This sets a tone that questioning and critical thinking are valued and safe.

Relate it to profits for the board members to want to embrace change. "This change will be profitable by this much if implemented." The board understands dollar signs and their pocket books increasing, so talk their language.

Una práctica productiva es cambiar los roles de cada miembro Directivo. Así el Director Financiero pasa a ser “ virtualmente” el Director Comercial e indica de 1 a 3 decisiones estratégicas. Los demás Directores razonan. cómo esas decisiones beneficiarían o perjudicarían a sus respectivos Departamentos. Hecho de manera rotatoria implica a todos. Se pueden crear del orden de 25 a 30 ideas generadas por distintas Direcciones, , lo que facilita la creación de nuevas alternativas, la elección de las más apropiadas, más conocimiento de lo que hacen y aportan cada una de las áreas estratégicas de la Compa?ía y una mayor conciencia de la necesidad de trabajar juntos a la hora de ofrecer experiencias de compra única a los Clientes.

Vision und Strategie zeigen generell die Richtung. Da heutige Wirtschaftswelt sich im st?ndigen Wandel befindet, so ist es angesagt die bisherigen Strategien kreativ dem Wandel zu begegnen und innovative L?sungsvorschl?ge auf den Prüfstand zu stellen. So wie Kinder durch ausprobieren und aus eigenen Fehlern lernen, so wird auch Weiterentwicklung durch Ausprobieren unkonventioneller L?sungsans?tze gef?rdert.