Latest Thinking
From GPWiki
  New Decade & The 10 Disciplines That Will Be Required.
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Getting here from there – A process of deduction
You are a senior leader. You are tasked with developing an opportunity or driving change and transformation of some sort. You need a plan for how and the business case to prove your thinking.
For your plan to be meaningful you need to know what the company strategy is – the direction of travel and the big ambition. It would help to know that there is a supporting vision and that the people you will depend on for delivering it are feeling a part of this and share the passion and intention.
For your plan to be achievable you need a fully aligned set of initiatives that are going to be backed up with the right resources and capabilities to deliver. You need to know that you will have complete support from your sponsors and that any barriers to success will be removed.
That’s all you need.
Simple.
The next question is how to go about achieving that.
Well, you need a framework that embraces all of this. It will need to have integrity and be based on thinking through everything below. This will not only ensure buy-in and commitment but it will be vital for tracking, governing and visibly communicating progress. You need a dashboard of sorts to display any real-time dynamics, slippage or new dependency. Perfect.
Ahead of this you will have worked and decided this plan - what were the options, the alternative scenarios, the possible choices. You will need to have done this with those responsible for its delivery. You will have decided what to stay doing, start doing and stop doing as this new plan emerged. This will have involved deliberation, prioritization, horizon planning and decision quality criteria.
In order for this to have been done you will have had to have agreed the new vision, the strategy, the themes, initiatives and a new operational model. You will need to have agreed a new operational style, a culture based on true principles, values and meaning. In the process this will have involved an appreciation of the context, the capabilities and competencies alongside the required metrics, KPI's and measures. This will all add up to the inspiring outcome the team wants.
And in order to have considered this it will have been crucial to have understood all of the assets, the important stakeholders, the market insights, the routes and channels to market, important consumer segments, possible differentiators, capabilities, value propositions, decision criteria and the overall goals and objectives of the enterprise. For the tools visit 4D™
And before all of that we would have asked ourselves why.
 NEW - 2010 - TAKE A GOOD LOOK AROUND: HELLO - THE ARENA FOR CHANGE - CHANGING THE WAY THE 21ST CENTURY ORGANIZATION THINKS AND WORKS - ALL THINGS CAN BE SOLVED BY 24 CONVERSATIONS - AND THEN VISIT THE 'PIXAR' OF CONSULTING - The 21st CENTURY ORGANIZATION - WICKED PROBLEMS - THE AWESOME POWER OF MEANING - SIGNS - STRUCTURED VISUAL THINKING™' - 4D™ - THE MEANING MAKING MACHINE - 4D™' - WINNING THE BIG BIDS - 'KEVIN HOFFBERG'S 'BLOG' AND JOHN CASWELL'S 'JUST THINK' BLOG - MAIN PAGE - THE TRAINING SECTION - THE TECHNOLOGY VISION- INSIGHTS AND CREATIVITY AT WORK - EXPLAINING HOW TO CREATE A VISION MODEL - LATEST THINKING |
Thursday 09 of September, 2010
What's the latest on the wiki?
If you want to see changed pages and go straight to the newer materials here are the latest: A To Z - Quickguides - Explaining What We Do - Articles - Pull And Semantics - Sustainability - Critical Thinking - Conditioning - Heuristics & Becoming A 21st Century Organization - Approaching Brand Performance - There Is No We - Adjudicating Over A Fools Death - 21st Century Manifesto - The Burning Platform - Integrative Thinking - Biomimicry - Systems Thinking - Value Networks - Design Thinking - Signs - The Merits or Otherwise of Workshops - Valuable Outcomes... - Outcomes - WorldViews - Vision - Scenarios - Innovating Your Business System - Innovation - Systems Schema - Power Point - Thinking - Intelligent Analysis - Visualism - Acceleration - Applied Visualisation - Edward Tufte - Language - Integrative Thinking - Pattern Recognition - Sustainability Dimension - Possibility Deficit Disorder - Energy Based Breakthrough Innovation The Arena For Change - Living Systems - Associative Democracy - Roadmap - It's All About Me. iThink - Generic Term Assignment - W.Edwards Deming
 
Articles written around the Critical Context we find ourselves in in the 21st Century. New thinking about how to create sustainable changeA series of short articles that describe the context within which we need to work if we are to make a difference to the way we operate and survive in the 21st Century - 
Articles On 21st Century ToolsThe 21st Century demands different thinking and ideas to cope with the complex context we have now created. These short articles begin to describe how we are thinking about these areas and starting the debate about what we might do to resolve them.
Articles On ThinkingOne of the main agenda items for success and survival in the 21st Century. These articles explain a lot of the technical and strategic ideas that inform our work - 
Articles On MeaningAt the heart of the inertia we observe in transformation and change is the way in which humans attach words and stories to their experiences while this is a natural human condition it needs to be understood if we are to create the tools that overcome conflict and lack of improvement in complex systems.  Articles About EthicsIncreasingly organizations are determined to really make a difference and not just debate how and what. These articles debate the importance or really getting to grips with the issues that are affecting the entire planet. Articles About Being On The RoadIt's a great privilege working and being able to travel. Ever so slightly tongue in cheek and yet ever so slightly true. The following are notes made to humor myself. Observations that inspire or annoy.
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And The Main Index Of Themes
Well firstly we aim to "CHANGE THE WAY THE 21ST CENTURY ORGANIZATION THINKS & WORKS" and in the process NOT SOLVE THE WRONG PROBLEM REALLY WELL! On top of that we do this with every kind and size of ENTERPRISE, each type of BUSINESS CHALLENGE. We've told our story in 10 WORDS OR LESS. We've told it with MEANING. We've told it with MULTI-MEDIA and FUNKY explanations because we like to do our work using cool stuff. We explain the TOOLS and TECHNIQUES in simple or detailed ways because folk need both. We even talk about all problems boiling down to 24 CONVERSATIONS!!
We've decided to work within what we call an ETHICAL-COMMERCIAL CONTINUUM We explain the PHILOSOPHY and PRINCIPLES as they are important to getting this right. We cover HOW to do it as a PARTNER because we are agenda-free. We explain who WE are as that sometimes helps. We invite you to talk to US and we always reply. We give you lots of resources to DOWNLOAD because we are like that. Our CLIENTS give us great REFERENCES without us even asking.
We show you some cool OUTCOMES because we are proud of them. We tell you our TECHNOLOGY vision because we think this will help us achieve our aims at the top. In addition to all of this we can talk about the PHYSICS of it all. Deeper explanations about DECISION QUALITY and our SPECIALIST FRAMEWORKS in fact ANYTHING at all. The End. (Not)
On this page we will place the current thinking, to those of you who come here a lot this will help find the new ideas and pages.
- New Links: Ambiguity, Intellect, Great Insights, Experience Frameworks, Generic Term Assignment, Widgets, Complexity Code, Social Working
- Download the extended applications of Structured Visual Thinking™
Advancing Value
The following sessions and applications use the techniques of Structured Visual Thinking™. They leverage our expertise in facilitation of senior or critical stakeholder groups, pattern recognition and best in class information design. The opening statement refers to the ‘hot topics’ that we see are relevant to the clients at that moment in time.
Applied when clients need thinking out of the box, creativity, blue sky, innovation
Pathfinding and Imagined Futures
Identification of new value in ‘blue oceans’. This is all about thinking differently about old problems, thinking differently about things we don’t yet know. We bring global stimulus and frameworks to bear from other marketplaces, different cultures and 'out - there' ideas to test the status quo or kill sacred cows to improve existing systems, processes and methods. Imagine a room full of ideas, innovations and prompts to think deeply about where we are headed.
Ignite
Create wildfire for new initiatives. Inspire the people to greater things. By building communities around new thinking, creating conversational frameworks at issue, social and operational level we have seen behavioral change occur at business performance and strategic change level. The sessions, frameworks, tools and techniques build real ownership no matter what the topic, no matter what the outcome required. A great way to get everyone excited about the new initiatives and strategies.
Vision Model
A system, a multi-media and physical demonstrator of the future and transition. A demonstrator and learning tool. We co-create with multiple stakeholder groups, to develop multiple 'lenses' on the opportunity, the facilities, the plans, the experiences - whatever is required to engage and on-board the enterprise. Imagine a portal to the new thinking.
Future Lab
Future Vision Focus and Message Enhancement. Creation of communication frameworks - development of the story of forthcoming strategy or modes of operation. From "How will it feel?" to "What’s my role". We've built war rooms and ‘think tanks’ plus large scale Future Landscapes through which everyone can walk. Applied to ensure that there is clear understanding of the implications of a strategy/change programme and that all stakeholders are aligned to actions and plans:
Creating a Resilience Platform
Getting all operational stakeholders to imagine possible scenarios. Scenarios of opportunity and risk to create strategies in a way that is designed to ensure a ramping of value or avoid issues. Operational Subtlety and importance brought to life.
Stakeholder Readiness Alignment
Building out the relationships to improve readiness of forthcoming transformation or change. Engagement programs that cause ownership at every level of the enterprise.
Mesh the Mesh (Operational Frameworks)
Overlaying the people processes and systems transitions against the future modes. Illustrating the detailed transitions against value propositions and specific change programs. This removes individual concerns in complex change initiatives.
Increasing signal to noise ratios
The stay start stop assignments starts to remove fear of initiative overload and create engagement with the future by 'sunsetting' initiatives that are no longer required. Improving and highlighting programs that will stay or be improved and demonstrate clearly what new programs will be in place.
Unravelling complexity – creating connections across multiple organisations, functions or systems.
Visualising Conversation Patterns - Configuring New Process. - With software partners and innovative technology we can understand the patterns at play in complex enterprise. These insight immediately inform pressure points in culture and social attitude. When combined with the framework outcomes the integrated nature of the result informs and enables the enterprise to launch, track and review change. Roles and Cultural Alignment Sessions - Developing frameworks to build departmental and enterprise culture. The principles standards and criteria for valuable integration by the stakeholders in the transition or future modes of operation.
People perspectives – building insights into behaviours and traits and using them to deliver better experiences and performance
Customer Experience Sessions
Rich and wide scenario development for future mode of operation. Explaining in real and illustrated ways the environment and experiences likely in the future. From vision to operational processes, from touch points to types of stakeholder.
Exceptional Leadership Frameworks
Building the levers of vision, enabling deeper appreciation of the systems and standards, principles and behaviours of future modes of operation. A leadership session covering standards, criteria and developing a manifesto for the new ways of steering the changed program. See Also Experience Frameworks
