This note highlights the need for a business organization to scale heights of innovation beyond the horizon in its second stage of evolution, which is broadening leaders' scope of competitive intensiveness to include Exploration. Leaders must introduce Knowledge Work by letting humans decode unchartered domains of innovation. This is done by growing the value of human assets, like any other asset.
- A company beyond survival will face increased competition and experience a changing market dynamic. That forces a shift that includes exploration focusing on cognitive innovative processes for sustainable expansion and customer satisfaction.
- This stage emphasizes a committed kind of innovation, rethinking everything and putting any intangible assets into play to transform ideas and new knowledge into new products, re-design, information, and functionality, which customers don’t like initially but later can't live without.
- Leaders act as explorers and encourage a culture code of polymath creativity and experimentation. They promote cross-functional teams and give people the autonomy to do what they think is correct.
- Leaders focus on an overall long-term purpose (UN 17 SDG), a bold vision for long-term achievements, shared values, adaptability as ideology, social rituals, overall progress, and peak experiences as the learning process.
- Decision-making is decentralized to people who do the job, always as a bottom-up approach. This organizational workout process eliminates outdated procedures and enables quick individual and team responses to changes for the better.
Senior Advisor, Strategic Transformation @ StratCore Partners | Business Development, Financial Management, Organisation, ESG
1 年Yes... and what's coming is not for everyone. It is a massive transformation of especially middle management's mindsets, value creation and working day. In an environment of rapid change 'Agile' becomes more important than 'Solid'. I.e. you need a strong Purpose, real time Transparency, Trust and Empowerment and Leaders working on the 'shop floor' for and with the colleagues/employees with a strong emphasis on continuous improvement (experimentation and learning from failing as you state). And a lot of what we call management will be done by/facilitated via AI! '' Be out of control to be in control '' NB: Tesla is a fantastic case of 'Agile management' but build from the bottom over +10 years. Established companies will have to apply the principles but build on their individual strengths..
Build Compassionate Leaders & Thriving Organizations | Create Culture Change
1 年It's important for leaders to first create an environment where "creativity and experimentation" can happen. Building trust and psychological safety are essential to that environment for unencumbered innovation to occur.
Senior Managing Director
1 年Siegfried W. Andersen - KF Andersen A/S Very insightful.?Thanks for sharing.