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Navigating VUCA in building a smarter planet
 

Navigating VUCA in building a smarter planet

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Building and realizing a "smarter planet" will require an innovation in Leadership Behavior.

Building and realizing a "smarter planet" will require an innovation in Leadership Behavior.

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    Navigating VUCA in building a smarter planet Navigating VUCA in building a smarter planet Presentation Transcript

    • Smarter Business Requires Smarter Information NAVIGATING VUCA IN BUILDING A SMARTER PLANET
    • Being Smart Has Gotten Us Here… Wisdom Knowledge Information
    • …Using Smart Systems Wisdom Knowledge Partially Proactive High Scientific Mostly Reactive Initial Collaboration Basic ScientificInformation Low Collaboration Completely Reactive Non Scientific Non Collaborative
    • Being Smart Just Isn’t Good Enough Anymore WisdomKnowledge Highly Proactive Quantum Scientific Real Time Collaboration VUCA
    • What the VUCA is that?Originated from US Army War College in late 1990’sVolatilityUncertainty WisdomComplexity KnowledgeAmbiguity Information LOW HIGH “VUCA Meter”
    • Why the VUCA is it Happening?ENVIRONMENTAL Changing and less predictable climatic patterns Scarcity of resources (oil, water, arable land, etc)SOCIAL More tightly interconnected systems (economics, political, social) Evolution to rapid exponential effects vs. slow or moderate linear effects
    • Being Smart Has Been Good Enough….So Far Wisdom Knowledge Information LOW HIGH External Factors Policy & • Resource AbundanceCurrent Regulatory • Environmental Consistency Smart • Independent & Sovereign Economic & • Moderate & Linear Evolutionary AdvancementsModels Business
    • Being Smart Has Been Good Enough….So FarWe’re pretty smart at deploying innovations to benefit humanity. Justkeep doing what has worked in the past…..right? Current Business & Policy Models are sufficient to determine appropriate strategies and resources to drive innovations Adoption Lack of Complexity of External Factors = Little interference with ease of use Confidence in extraction of value Time
    • New Realities in External Factors Simply being smart doesn’t produce the benefits it used to Wisdom Knowledge Information LOW HIGH External Factors Policy &Current Regulatory • Resource Constrained Smart • Environmental Change Economic & • Interconnected & GlobalModels • Rapid & Exponential Evolutionary Required Objectives Business
    • Why Isn’t Smart Good Enough? Current Business & Policy Models assuming low to moderate VUCA contextual environmentAdoption Complex External Factors = Significant interference with ease of use Obstacles to extraction of value Time
    • Ultimately, Stalling at the Gap WisdomKnowledge Highly Proactive Quantum Scientific Real Time Collaboration VUCA Population Growth to 9 Billion + Climate Change Resource Scarcity Economic Disparity
    • How to Become SmarterThe innovation that is needed, is an innovation to leadership behavior.
    • Victim or VictorLeaders have historically achieved victory by beingsmart with smart tools. Those same leaders usingthe same smart behavior are becoming victims inthe evolving new reality. How about a little game of…….
    • Truth or Dare VICTIM Be honest……tell the truthLeadership Behavior Yearly underperformance & missed expectations Only sees and addresses the most immediate problems Sees only one issue or solution, misses the range and combinations Unaware of the cause and effect between multiple issues Sees realization of success only through narrow focus Scalability is dependent on repeatability of the same behavior and set of toolsthat have worked in the past Commits to a path and pushes through, regardless of indicators of potentialfailure Uncomfortable or unwilling to absorb and act on complex situations or“intuitive based” strategies
    • Truth or Dare VICTOR Do you dare……be a great leaderLeadership Behavior Achieving “top-line” growth and consistent positive EBITDA in turbulent times Continual assessment of risks and improvement of “sensing” processes Has a range of operational options that are flexible, yet achieve a single strategicoutcome Sees both the forest AND the trees, knows the difference and can identify the mostappropriate set of paths Sees issues in the context of their entire environmental relationship Identifies core issue determinants and understands their relevance to achieving thestrategic goal Trusts that sensing future issues can improve today’s ability to compete
    • Tools That Support Innovative LeadershipBehavioral Modeling and Mapping Processes Region 3 – Wine Grape Region 2 – Wine Grape Agronomic Specific agronomic Agronomic attribute affecting Specific agronomic influencing factor attribute affecting influencing factor Region 2 – Wine Grape Agronomic PRIMARY Region 2 – Wine Grape Specific agronomic DRIVING PRIMARY MARKET DRIVING attribute affecting FACTORS AGRONOMIC influencing factor FACTORS Agronomic Specific agronomic attribute affecting influencing factor PRIMAR Y DRIVI FACTOR S Region 1 crop Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Wine Grapes Region 1 crop Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Wine Grapes Region 1 crop Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Wine Grapes Region 1 crop Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Wine Grapes
    • Market Behavioral Modeling and MappingSupporting PrinciplesCorporate Foresight ModelingCrowd SourcingCollective IntelligenceLifecycle ModelingInnovation Adoption Models
    • Knowledge to WisdomKnowledge is Smart Information Traditional market analysis driven by demographic based dataWisdom is Smarter Information Traditional market analysis driven by demographic based data AND Integrated configuration of market’s external factors Degree of influence from integrated set of external factors Relational map of vested stakeholders and change indicators Guidance system for optimal market engagement
    • Tools That Support Innovative LeadershipBehavioral Modeling and Mapping Processes Methodology and tools for market analysis Quantifying the configuration and PRIMARY DRIVING MARKET FACTORS PRIMARY DRIVING AGRONOMIC degree of influence from external market factors on a market population FACTORS PRIMAR Y DRIVI FACTOR S Establishing a market behavioral profile
    • Tools That Support Innovative Leadership Behavioral Modeling and Mapping ProcessesProfile mapping with primary behavioral Region 2 – Wine Grape Region 2 – Wine Grape Agronomicinfluencing factors This is the Lodi wine Agronomic region This is the Lodi wine region If you can read this – you If you can read this – you are awesome. are awesome. Nam Myo Ho Renge Kyo Nam Myo Ho Renge KyoProfile specific vested stakeholderrelational map Region 2 – Wine Grape Agronomic Region 2 – Wine Grape This is the Lodi wine region If you can read this – you Agronomic are awesome.Market based ecosystem relational map This is the Lodi wine region Nam Myo Ho Renge Kyo If you can read this – you are awesome. Nam Myo Ho Renge KyoProfile and issue specific optimal marketengagement guidance Region 1 crop Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Wine Grapes Region 1 crop Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Wine Grapes Region 1 crop Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Wine Grapes Region 1 crop Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec Wine Grapes
    • Bridge the Gap to a Smarter Planet Victory over VUCAAdoption Wisdom Time Knowledge
    • They Said What?Strategy without tactics is the slowest route tovictory. Tactics without strategy is the noise beforedefeat – Sun TzuA man should look for what is, and not for what hethinks should be – Albert EinsteinHe who innovates will have for his enemies all thosewho are well off under the existing order and onlylukewarm supporters in those who might be betteroff in the new – Niccolo Machiavelli, The Prince
    • AcknowledgementsImagery:Google Images To the men, the myths and the legends that I’ve worked with in refining these models and processes. You all know who you are. Onward and upward! Contact: www.linkedin.com/in/dsypnieski/