World's Next Practice eBook by Future Thread Co-op


Published on

World's Next Practice eBook by Future Thread Co-op
Find out more about us here:

Published in: Business, Technology
1 Comment
No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide

World's Next Practice eBook by Future Thread Co-op

  1. World’s Next PracticeThe FuTure oF: global Thinking • business, people and Technology • corporaTeTribes • predaTory markeTing • high-sTakes conversaTions • aTTiTude andexecuTion • sTraTegic neTworking • ideaTion and innovaTion • leadership 1
  2. World’s Next PracticeCopyright © 2010 FutureThread Co-op LtdAll rights reserved. Except as may be permitted by the Copyright Act, no part of this publicationmay be reproduced in any form or by any means without prior permission from the publisher.FutureThread Co-op LtdPO Box 6215 North Ryde NSW 2113Phone: (02) 8014 8878support@futurethread.comDesign and layout by Lankshear Design.
  3. Content The Future of The Future of The Future Global Thinking Business, People of LeadershipReveal Anders Sorman-Nilsson and Technology Scott Stein 5 15 25 Craig Rispin The Future of The Future The Future of Innovation and Ideation of Predatory Workplace CultureFrame Nils Vesk Marketing Michael Henderson 35 45 55 Ashton Bishop The Future of The Future The Future ofImplement Face-to-Face Strategic of High-Stake Productivity and Networking Conversations Execution 65 75 85 Julia Palmer Hugh Gyton Rowdy McLean 3
  4. Introduction Change doesn’t care whether you like it or not. It doesn’t need your permission. Innovation means choosing change, creating something new, and forging a path where no one has treaded before — it’s about imagining and implementing world’s next practice, as opposed to yesterday’s best practice. This book is your thread to that future. It will help you reveal, frame and implement the strategies that shape tomorrow’s business landscape. Curated by Future Thread’s thought leading experts from around the globe, this book delivers innovation advice from all angles to position your business for serious growth. Grab a hold of this future thread, and come explore the key drivers of change and strategic advantage with us. 1 Reveal 2 Frame 3 Implement The previously The actions that will For durable unseen maximise ROI advantage and lasting success4
  5. The Future of GlobalThinking Anders Sorman-Nilsson Global Thinking Expert 5
  6. Change doesn’t care whether you like it or not – it doesn’t need your permission. We upgrade, exchange, invest in and flip strategies because we know that old technological software, rusty circuitry and limited bandwidth won’t suffice in the future. Yet many of us fail to upgrade our thinking, organisational and leadership software to deal with the constant innovation, generation and communication changes around us.6
  7. The world has changedand it’s a little out of whack.Organisations and leadersare struggling to find theirbearings, and many feeloverwhelmed by the changesthey are facing. Globally,tidal waves of new ideasand thought currents aresmashing old school thinkingto smitherines. You andyour leaders need a thinkingstrategy that is as flexible asa GPS, and that enables youto stay on trend, to adapt withthe times, and successfullynavigate a constantly shiftingbusiness landscape. 7
  8. Digital replaces analogue, wireless techology surpasses fibreoptics, the internet has truly gone mobile and computer power doubles every 18-24 months. We are interlinked, hyperconnected, and linkedin 24/7/365, and it’s likely that the generation mobile phone you just bought will be defunct within 2 years. To stay on trend, to be future compatible, and to have a crack at being successful you and the people in your organisation need to constantly upgrade the way you think.8
  9. How Would Your Company Be Different If …4 • your staff were inspired about change, rather than paralysed by it? • your leaders could raise performance, do more with less, and innovate their way into the future? • your senior leaders knew how to profoundly connect with your emerging leaders? • you were able to harness the power of social media to your organisation’s advantage? • you knew which trends were impacting your industry today and how to position your thinking favourably for the future? 9
  10. Your Brain Trust Needs to Start to … spot disruptive trends, feel the underlying currents of change, and position their ideas successfully • are your leaders longing for the days when a Blackberry was just a fruit, when we used to express our emotions without adding an emoticon, or the re-assuring sound of the 56K modem as we slowly connected over the fax • are your teams equipped with the line? strategic foresight required to take • does what your organisation your organisation forward? deliver really and truly matter • is your salesforce confident that tomorrow? what they’re selling is something that will be relevant not just today, but tomorrow and for the foreseeable future?10
  11. Innovation happens at theintersection of thought. Yourteam members all have uniquegifts and talents – one ofthem is the authentic waysthey think, communicate andsolve problems. Is this whatthey bring to your work?For too long, we have beenasked to conform and turnup as organisational droneswhich creates group-thinkand ‘same old / same old’products and services. Toharness the thinking capital inyour organisation you need tocreate innovation intersectionsthat encourage your peopleto turn up and contribute theirunique intelligence at work. 11
  12. 1 • do your leaders reflect the diversity of thinking in your organisation, or do they at least encourage heterogeneous thought? • is your organisation known as an innovation champion or is it known as a reactive laggard? • are your teams vibrating with enthusiasm, passion and a love for ideas and bringing the organisation into the new decade of thinking? • is your salesforce aware of and capable of adapting their sales pitches depending on what style of thinker they’re communicating with?12
  13. Idea Nuances Ideas are the new currency. Branding and marketing is no longer just about capturing attention. It’s about spreading idea viruses and10 about your organisation being seen as the ‘go-to-expert’. Your leadership brain trust’s and thought leaders’ ideas and intellectual property is what will give life to your logo today and in the future. The question is whether you’re nurturing, harnessing and helping your thought leaders be brand advocates and live their brilliance inside and outside your organisation. 13
  14. Outside is the New In Misfits change things. Your people are demanding to bring their whole selves to work. The question is whether you can handle them. It’s so much easier when people behave and respond in predictable ways. It doesn’t demand as much cognitive bandwidth from leadership. However, a global shift is occurring where new generational trends are equipping, empowering and encouraging employees to bring their genuine selves – with both positive and negative connotations for you – to work. These misfits can be both your most brilliant team members and your most challenging team members, but lead them in a way that profoundly connects with them, and you have a profit and inspiration centre to count on.14
  15. The Future of Business,People and Technology Craig Rispin Business Futurist & Innovation Expert 15
  16. THE FuTuRE OF BuSINESS From Hierarchy to Networks Photo by SnaPsi Photo by Lida Rose Corporations’ structure was copied from the military from over 400 years ago. The future of business is real-time 16 networked organisations with entirely new structures based more on biology rather than pyramids.
  17. From Competition to Cooperation THE FuTuRE OF BuSINESS Businesses are beginning to realise that someone else already has their customer. Cooperation, 17 enabled by technology, will empower the organisation of the future.
  18. THE FuTuRE OF BuSINESS From Grabbing to Good Tom’s Shoes - for every pair of shoes sold, one pair is given away to a child in need. 18 A new way of thinking in business is emerging. Can I make a profit and do good works too?
  19. Tiny Technology19 THE FuTuRE OF TECHNOLOGY
  20. 20 THE FuTuRE OF TECHNOLOGY Robots on the Rise
  21. Generation of Genomics THE FuTuRE OF TECHNOLOGYIn 2010Craig Ventercreated the firstsynthetic life form.In a 2007 interview with New Scientistwhen asked “Assuming you can makesynthetic bacteria, what will you do withthem?”, Venter replied:“Over the next 20 years, synthetic genomics isgoing to become the standard for making anything.The chemical industry will depend on it. Hopefully,a large part of the energy industry will depend on it.We really need to find an alternative to taking carbonout of the ground, burning it, and putting it into theatmosphere. That is the single biggest contributionI could make.” 21 Photo by jurvetson
  22. THE FuTuRE OF PEOPLE Digital Denizens denizen – inhabitant: a person who inhabits a particular place digital denizen – a person who spends a significant amount of time in the digital word, connected to the ‘net There are more than 200 million active users currently accessing Facebook through their mobile devices. People that use Facebook on their mobile devices are twice as active on Facebook than non-mobile users. Smartphones (aka Superphones) now connect many of us full-time to the internet, provide supercomputer-level processing,access to 100,000’s of Apps, global positioning systems and megapixel imaging. Very soon this type of capability will be available on a single chip for under $75, making it available to a budget-minded or developing world consumer. 22 How different will your workforce, your customers, the rest of the world behave when they all have access to this enabling technology?
  23. Amplified Attitudes THE FuTuRE OF PEOPLEBeing connected full-time to the internet allows instant connection with like-minded individuals anywhere, anytime. This can lead to amplification of ideas and attitudes almost instantly, globally – like a digital echo chamber. These ideas or attitudes amplified might help or hurt you – or your business. What are you doing to monitor, engage or 23 participate in the digital conversation? Amplified Attitudes will be growing exponentially in the future and impossible to ignore.
  24. THE FuTuRE OF PEOPLE ultimate upgrades Kidney Esophagus Bladder Smooth Muscle Cartilage Urethra Ureter Vessels Salivary glands Trachea Bone Breast Skeletal Muscle Lung Retina Uterus Heart Testes  Nerve Liver Pancreas Genitalia 24 Will we be able to regrow body parts, organs in the near future? Scientists are making major breakthroughs right now.
  25. The Future ofLeadership Scott Stein Leadership Strategist Expert 25
  26. Leadership Snapshot: 2000 What was the focus of leadership 10 years ago … Business Week Best Sellers: Who moved my cheese? The Millionaire Mind, The Tipping Point, Gung Ho, Fish! etc Of the top 10, five titles focused on fostering a happier and more efficient workplace—trend: employers competing for workers 1st major downloadable e-book with Stephen King’s novel Riding the Bullet downloaded more than 500,000 copies in 3 days—trend: instant internet This was then, let’s look at now.26
  27. 5 Leadership ImperativesThe 5 things for you to focus on in 2011 27
  28. The New Leadership 1 Structure Web matrix vs pyramid Circular vs triangle Coordination vs control Collaboration vs specialisation28
  29. Balancing Individual2 vs Collective Label vs role Me vs we Office vs virtual Leverage vs linear 29
  30. Micro Leadership 3 Teams Label vs role (again!) Freeform vs accountable Projects Multiple reporting lines Own turf vs our turf30
  31. Leadership Footprint 4Five Critical AreasDetermine Success 1. Direction 2. Intent 3. Impact 4. Attention 5. Legacy 31
  32. Thought Leadership 5 New business imperative Admired as leaders in industry, country, world Ability to bring new ideas, approach and/or execution to life Master nine essential skills Will separate the successful up and coming from the “left behind”32
  33. What MuST Organisations Do?Develop your strategy—involving your thought leadersMap out critical leadership touchpointsPosition your organisation as a thought leader 33
  34. What MuST Individuals Do? Promote Yourself as a Thought Leader … • Clarify your expertise in a memorable way that others will remember Get the Book • Develop a visual model that others can understand and use • Identify key influencers within your organisation and share your expertise • Externally promote your expertise through … • Industry Conferences • Publishing in Industry Journals • Client and/or supplier Presentations • Get the Book: Thought Leaders: How to Capture, Package and deliver your ideas for greater commercial success at Monitor your Leadership Footprint • Regularly assess your impact on others • Seek feedback from others on this impact
  35. The Future of Innovationand Ideation Nils Vesk Innovation, Ideation & Design Thinking Expert 35
  36. Innovation Is In Flux Innovation is in constant change The changing future of innovation is dependent on three key elements: 1. Cognition – the way we think to innovate 2. Knowledge – our understanding of innovation 3. Application – where and how we innovate36
  37. If You Want Innovation usean Innovation ArchitectThe Innovation Architect’s skill-set and mind-set eliminatead-hoc innovation and replace it with bankable andsustainable innovation.Innovation Architects: • Are on the increase • Their thinking and skills can be easily learnt • Are problem seekers and problem solvers 37
  38. Innovation Planning is Insurance Against a Bleak Business Landscape Innovation plans enable you to develop your innovation capital Clarifies Prioritises Codifies Simplifies38
  39. Aesthetics are Optional,Structure is EssentialYour innovation structure determines how big, how strong andhow fast you can build your innovation hot houseConsider the blueprint levelConsider the bottom-line level 39
  40. Quantifiable Innovation Means Profitable Innovation Innovation’s biggest curse is in measurability The changing future of innovation is dependent on what can be measured, how it relates to profit, and the impact we can have on it40
  41. Ideas are the Keystone toInnovationIdeas are plenty but great ideas are rareQuantity determines qualityIdeas only come when we provide the space, time andpermission for: • Facilitating • Stimulating • Generating 41
  42. Smart Innovators Take Their Ideas to the Courthouse Selection is crucial Have a process and make it: • Simple • Transparent • Effective • Efficient42
  43. Crash it Before it Goesto MarketPrototyping is now becoming second natureBeta versions are often final versionsKeys to prototyping are: • Speed • Function • Representation • Cost effectiveness 43
  44. Execution Is Paramount Ownership Outsourcing Partnership Coordination Implementation Inspection44
  45. The Future of PredatoryMarketing Ashton Bishop Predatory Marketing Expert 45
  46. The great news ... is there’s a bunch of people out there just waiting for your product and service oT ! n ?46
  47. Somebody Else Has Your Moneyand There Are Only Two Ways to Get It1. By encouraging new people to use your product or service2. By getting existing customers to spend more and more often 47
  48. Effective Positioning Space in the mind is limited So you want to be a market leader, even if that means you define a smaller market Who remembers number 2? ? Who was the second man Who made the second What’s the second highest on the moon? solo trans-pacific air mountain in Australia?48 crossing?
  49. Let’s Get Predatory Identify the weakness that arises out of your competitor’s greatest strengthAvoid merely looking for parity Focus on relative strengths Inflicts the greatest damage and makes response difficult 49
  50. Reposition the Competition Nutrition Iron Man Food VS 3.2 grams of sugar 32 grams of sugar 10 days, $1 million media, $50 million to bottom-line50
  51. The Four Reasons PredatoryMarketing is the FutureEverybody’s got a bullyYou don’t want to just annoy themMarkets are nichingStand-out or die-out 51
  52. It pays to be ‘on-trend’ Tune into WiiFM “what’s in it for me” Take a stand52
  53. Risk = reward Innovate or dieBe true to yourself 53
  54. If you’re not winning change the game You have to let go to succeed Play big!54
  55. The Future ofWorkplace Culture Michael Henderson Corporate Anthropologist 55
  56. What is Culture? The way we do things around here? Our company values? What happens while were busy making strategic plans? Meaning making!56
  57. Organisations are Failing atCultureGlobal staff engagement surveys show that on average,only 20% of the millions of working staff members worldwideare engaged with their work and the organisations thatemploy themThe 20/80 rule suggest that 20% of an organisations peopledeliver 80% of the results the companies achieveswho are most likely to be the 20%? you guessed it …those with highest engagement 57
  58. Why do so Many Organisations Fail to Engage Most of Their Staff? The leaders of the organisations aren’t perceived as worth following Leaders and managers don’t know how to create a culture worth belonging to Leaders fail to position the work as worth doing58
  59. What Makes a LeaderWorth Following?Provides dignity for allPractices integrityand wholenessCreates acompellingstory 59
  60. What Makes a Culture Worth Belonging to? Community Connection Conviction60
  61. What Makes Work WorthDoing?AspirationalPracticeInspirationalDirectionDeeplymeaningfulService 61
  62. Culturings Future now next Iconic brands Brand tribes Process driven Personality driven performance performance Work life balance Woeisure H.R. R.H.62
  63. Culturings Futurenow nextNumbers tell the story Stories tell the numbersStructural driven culture Social driven cultureKnowledge capability Ideas & thought leadershipIntellectual property Social equity Cost effectiveness 63
  64. Culturings Future now next E-commerce Social exchange Motivation Commitment Company Community Communication Connection64
  65. The Future of Face-to-FaceStrategic Networking Julia Palmer Strategic Networking Expert 65
  66. The Networking Shift what you know who you know who knows you who is promoting you The ability to Net [work] effectively is essential to every job title in every industry sector66
  67. You Must Have a NetworkingStrategySome are good at creating and others at managing, but rarely do business professionalshave a networking strategy that focusses on both AND aligns to personal andbusiness outcomesinfact 75% of business people admit that their existing networks do not support theresults they need 67
  68. The Face-To-Face Facts: “Every dollar a company invests in a conference or trade show produces $4 to $6 in return.” Oxford Economics “85 percent of business executives believed face to face meetings are the most effective way to gain potential customers.” Oxford Economics Research at institutions such as Harvard and M.I.T. has consistently shown that employees’ personal networks are in many cases the single biggest factor impacting their productivity and ability to contribute to the company One of the top 15 trend watching tips is to secure senior backing in 2011 or be doomed68
  69. Old World Now World New WorldFormal hierarchies Flatter structures (organic) Networked organisations(linear) (invisible) Social capital (intangibleHuman capital assets) Social and spiritual capital(tangible assets) (legacy) Structured networksDyads and triads (partnerships) Informal networks(autonomy) (collaborations/ conversations) 69
  70. What Network Structure are You Working Towards? Simple Network Strategic Network in uence reaches your networks’ network two way one way relationships relationships 90% of the information that the most senior executives receive and take action on comes through informal networks70
  71. Effective Leaders Have HighSocial CapitalSocial Capital: a new concept from an old ideaConnections within and between networksThe benefits of social capital are many, mostimportantly it builds competitive advantageLeaders with high social capital • View leadership as a position with responsibility to a diverse set of stakeholders • Take a partnership approach • Work as coaches within a community to build collective energy • Manage the paradox of both competing and collaborating with other enterprises 71
  72. The whole is greater than the sum of the parts Are you a central or peripheral player? Does your network see you as a hub or broker? Who are you promoting and who is promoting you?72
  73. How Connected Are You?Our online and real worlds are collidingWarning: technology is an enabler – NOT a relationshipDo you havea networkingstrategy? 73
  74. Will You Invest? In future, simply being in relationships and part of networks isn’t going to be enough. Clusters will form within structured networks (like hubs of connectedness). These invisible links will become the real source of influence and power. Are you visible enough … committees, interest groups, sub and social groups that allow more continuity, visibility and ability to move (both people and ideas)?74
  75. The Future of High-StakesConversations“be alert not alarmed” Hugh Gyton High-Stakes Conversations Expert 75
  76. What is a High-Stake Conversation? “A spoken interchange of thoughts and feelings that impact participating parties positively or negatively”. Successful conversation requires: Conscious effort, ability to listen, willingness to view things from another persons perspective, imagination, an ability to share of self and to project an interest in others. ultimately to connect.76
  77. Should we be alarmed?Are we losing the art?Non-spoken “conversation” is taking over … Email Non-Email Nearly 75 million people visited in Jan ’10 worldwide. (Source: Commscore) … and still the audience is growing exponentially with 44% of Twitter’s users joined between 28% Jan ’10 and Aug ’10. (Source: Sysomos)Over 28% of knowledge workers time is spent on Email “Conversations start in one place and 72% move us on to other fabulous places that we would never go on our own. We’re in a culture at the moment that’s encouraging us to run on the spot.” (Ron Carter, co-author Cambridge Grammar of English) 77
  78. Facebook Press Room States Over 500 Billion Minutes per Day is Being Spent in Facebook, That’s Over 400 Lifetimes78
  79. Technology is more pervasive and portable; Blackberry, Android, iPhone, iPad. With moreand cheaper band-width available. It is only going to continue to grow.Social mores are changing, our dependency is increasing. The online addiction isanalogous to poker “We keep pressing the button because occasionally somethingreally good comes in …” (Andrew Leigh: ‘Disconnected’, New South Press) “community and familylife is fraying. In business we are getting busier but not necessarily more productive,communication and engagement are still major issues.”“Forces sapping conversation seemstronger than forces nourishing it”(Stephen Miller, ‘Conversations, A history of a Declining Art’) 79
  80. Should We Be Alarmed? Is The Cost Too High? Workplace engagement continues to be low and Engaged poor relationship with peers and manager are Actively Disengaged THE key issues. Since 1998 Fortunes “100 Best Not Engaged Companies to Work For” has shown their stocks have returned 5 times as much to investors as the market in general. Better conversations are good for business. We are busy but not productive. An estimated 61% 18% $10.11 billion per year is lost through stress and depression. Workplace counselling for anxiety and stress has increased by 68% and 76% respectively since 2007. (ABS data) 21% Gallup80 Australian Engagement Survey 2008
  81. Social Cost?The Australian Bureau of Statistics tells us that every year some 40% of marriages endin divorce and 20% of de-facto relationships split within 18 months of having a child.Subsequently, each year, some 70,000 children under 18 years of age experience theirbirth parents separating. Main reasons given for separation? Lack of conversation, toomany arguments, not feeling appreciated.In response to more than 2,200 suicides per year in Australia, more than our road toll, have established 7th October as R u OK? Day. A day to consciously initiatea conversation with someone, to ask “are you OK?” Suicide is the biggest killer ofour 18-35 age bracket with an estimated 30 attempts for every suicide, some 65,000adults are affected. (Lifeline)Might these be High-Stake Conversations? 81
  82. That Said, Maybe we Just Need to be ‘Alert’ Australia leads the world in social media engagement but still only averages about 7 hours per person per month. Nearly two in five online Australians are now interacting with companies via social networking sites, reinforcing notions that Australians are open to engaging with brands and companies online. For Australians, more than any other country, it provides an efficient and effective way to hook into a community of interest. 62% of Australian internet users visited a message board or forum in 2009. (Source: The Nielsen Company) It does in fact make it much easier to find like-minded individuals to engage and connect with. Online access is creating an ease of maintaining past contacts and networks. Research, requests for help can be targeted to a broad, personal community. LinkedIn is enjoying one of the fastest growth trends with unique audience numbers increasing by 99% from July 2009 to May 2010.82
  83. So What to Do? Be Alert andNot Alarmed! Semapho Printing press Facsimile re We humans have a wonderful history of communication development, language and medium are always evolving … embrace it. Can’t avoid, so master your craft. Develop your verbal skills and your ww writing skills, tell great stories, and be your authentic, unique self. ail Engage with the new medium appropriately. Where can it add valueEm w to your relationships and your work? Don’t hide behind the technology, catchup with clients and friends. Look for opportunities to have more spoken conversations. Invest time in understanding others, what motivates and energises them. Stone ta blet Two-way Radio Tele phone 83
  84. What Do You Want to Eat? There are times when all we have time for, or need, is a quick processed, ‘happy meal’. There is nothing quicker, easier than a text to verify data, to confirm you’re on the way. It does its job, it looks and tastes the same from everyone. Equally, there are times the taste buds, the soul craves something more. The delight of a freshly prepared meal, unique in it’s flavours and textures courtesy of the personal whim and subtlety of the chef. Such nuance of ‘flavour’ can only be truly experienced and enjoyed in the presence and connection of a face-to-face conversation. Enjoy a balanced diet.84
  85. The Future ofProductivity and Execution Rowdy (Ron) McLean Execution Expert 85
  86. The number one strategy for organisations in the last two years has been Improving productivity. (Source: Telstra enterprise survey) Less than 50% of organisations measure productivity, even less have a strategy to improve it and even less actually manage to do something about it. How do we improve The only way to productivity? improve productivity is to improve execution86
  87. The S.T.E.P. Elements to improving execution ™and therefore improving productivityS.T.E.P.™ = Systems Technology Environment, People People Last? People can only Why? execute within systems Peoples ability to they understand and execute is limited by that work effectively their access to and understanding of Technology People perform at their best when their environment is so when the Systems, stimulating Technolgy and Environment are right we can motivate people to perform – productivity improves 87
  88. Improving Systems Create an understood way of doing things Map out roles and processes so anyone can do any job Continually review and refine for efficiency Make them flexible enough to adapt to rapidly changing circumstances88
  89. Improving TechnologyTechnology is critical! it saves you time and money and makes taskseasier to performGet the right technology for the right jobMake it accessible to allProvide comprehensive training on howto use it 89
  90. Improving the Environment The nature of work has changed Their has been a shift from process and systemised work to creative work practises As a result our approach to workspace must change no more nine to 5, create flexible hours no more cubical ownership, create innovative layouts it could even be, no more office, work from home90
  91. Improving PeopleThe values of people has changedTheir is a trend toward the valuesof self actualisationPeople want to be part ofsomething bigger, let me contribute,elicit my thoughts and inputWe want to chart our own destiny,allow me responsibilty But wait!I will buy into where we are going – Theres moreonly if I feel it is part of my personaljourney, I have some ownershipof the outcome 91
  92. People Level One Individuals – personal ownership equals personal productivity Make me Responsible – has ownership of tasks, projects and outcomes Ensure I am Motivated – is passionately interested in the result Help me become Engaged – actively contributes of their own accord92
  93. People Level TwoTeams – functional equals effectiveGive us resources – supportingmechanisms for getting thigs doneLet us know the rules – how, who,why and whenAssign us clear roles – what, exactly,is each expected of each individualMake us aware of the risks – how farcan we go 93
  94. People Level Three Organisation – clarity on why we exist and where we are going objectives – a clear understanding of what we want to achieve milestones – indicators of how far we have come and how far there is to go deadlines – draw a line in the sand, a commitment to completion94
  95. Future Thread 1 Reveal 2 Frame 3 ImplementFuture Thread is where companies turn previously unseen The to for support. Future Thread’s innovative advantage diverse skills and collective The actions that will For durable minds, maximise ROI and lasting successintelligence reveal opportunities that would otherwise remain unseen in the business. We are the innovation catalysts thatCEOs trust to help them make the bold shiftsReveal for exceptional profits. Future Thread frames your path to growth and 1 needed 2 Frame 3 Implementimplements bold innovations for lasting The previously unseen success. The actions that will For durable advantage maximise ROI and lasting success Reveal potent advisory board 1 2 Frame 3 Implement We’ve assembled a potent advisory board of recognised thought leaders comprising multiple areas of expertise The previously unseen The actions that will For durable advantage and diverse perspectives. The team is specifically curated to challengelasting success and ignite innovation with maximise ROI and stale thinking creative new initiatives and by facilitating change. 1 Reveal 2 Frame 3 Implement behind the world’s fastest growingactions that will The previously unseen The brands For durable advantage maximise ROI and lasting success We work with the world’s fastest growing companies to produce breakthrough results. 1 Reveal 2 Frame 3 Implement Reveal Fresh models and delivery modes 1 2 Frame 3 Implement The previously unseen Our models and delivery modes are derived The actions world experience to deliver more from real that will maximise ROI For durable advantage engaging and lasting success experiences and innovative results.previously unseen The The actions that will For durable advantage 1 Reveal 2 maximise ROI Frame 3 Implement lasting success and brutal honesty The previously unseen The actions that will For durable advantage Free from vested interests, we can handle the truth and deliver the and lastingshifting benefits that will maximise ROI mindset success open up opportunities for quantum leaps in business growth. work to results We focus on the results you’ll gain from our insight. Not on time sheets or our own bottom line. end to end solutions 1 Reveal 2 Frame 3 Implement We take you from ideas to actualisation and profits. The previously unseen The actions that will For durable advantage maximise ROI and lasting success 95
  96. The Future of The Future of Business, The Future Global Thinking People and Technology of LeadershipGlobal Thinking :: Anders Sorman-Nilsson The Future of Innovation and Ideation The Future of Predatory Marketing The Future of Workplace Culture The Future of Face-to-Face The Future of High- The Future of Productivity Strategic Networking Stake Conversations and ExecutionOutcomes ProfileBenefit from a As a reformed lawyer, avid social commentator and somewhat funky thinker, Anderscurrent global Sorman-Nilson has worked with Macquarie Bank, Singtel Optus, Commonwealth Bank,mindset: Fuji Xerox, Wella, Johnson & Johnson, Apple, MTV and more to future-proof theirimplement the business brains.latest thinkingstrategies He is the Creative Director and founder of the consultancy, Thinque. Swedish by design,being applied Germanic by schooling and Australian by choice, he is a linguistic gymnast whoaround the challenges his clients to upgrade the way they think. A self-described cultural transvestite,world to stay Anders draws on a smorgasbord of international ideas and trends to inspire ideas andtwo steps facilitate conversations.ahead of yourcompetition. Anders is an expert on generational trends, thought leadership branding and innovation. He is the author of the book ‘Thinque Funky: Upgrade Your Thinking’ (2009) and several articles. His keynotes, Thinque Tanks and consulting provide GPS directions for individual and organisational brands to successfully navigate a constantly changing business landscape and successfully position their intellectual property in a wacky world. 1 Reveal 2 Frame 3 Implement • Global thinking across industries, cultures and • How to spot and monetise trends in • Global Thought Leadership Programs markets innovations, generations and communications • Strategic Thinque Tanks • GPS directions to a constantly shifting business • Tuning into the zeitgeist (vibe) of the times to landscape profoundly connect with clients and talent • Trend Spotting Across Innovations, Generations and Communications96
  97. The Future of The Future of Business, The Future Global Thinking People and Technology of LeadershipFuture Trends and Innovation :: Craig Rispin The Future of The Future of The Future of Innovation and Ideation Predatory Marketing Workplace Culture The Future of Face-to-Face The Future of High- The Future of Productivity Strategic Networking Stake Conversations and ExecutionOutcomes ProfileKeep abreast Craig Rispin is a Business Futurist and Innovation Expert.of Business,People and His expertise lies in emerging business, people and technology trends—and howTechnology companies can profit from them.Trendstransforming Craig has over 20 years’ experience working where the future has been created withyour industry some of the most innovative companies in the world in IT, consumer electronics, internetand have the and broadcasting organisations.ability toleverage He is an award-winning speaker and thought leader mentor who has addressedopportunities audiences of 15 to 3,000 people on 5 continents. Craig has been engaged as a foresightand minimise and innovation consultant by CEOs of leading companies worldwide.threats. His clients include BHP Billiton, Canon, Colonial First State, IBM, Kimberly-Clark, Mallesons, NRMA, Sportscraft, Symantec, Toyota, the Young Presidents’ Organization (YPO) and countless professional industry associations.1 Reveal 2 Frame 3 Implement Know First – Develop Foresight: Identify Keynotes and Workshops Self Funded Innovation Programs opportunities and threats that are affecting your business now and those just over the horizon Regular delivery of in-house tailored keynotes A simple 5-principle innovation system for and workshops business leaders Be First – Implement an Innovation Program: Learn how easy it is to develop a self-funding Mentoring innovation program to leverage opportunities and 1:1 and/or group mentoring, delivered face to minimise threats face or virtually Profit First – Return on Investment: Through Foresight & Innovation Forum cost savings and new income streams Access to a CEO-only innovation forum, which has been innovating for over 15 years 97
  98. The Future of The Future of Business, The Future Global Thinking People and Technology of LeadershipLeadership Strategy :: Scott Stein The Future of The Future of The Future of Innovation and Ideation Predatory Marketing Workplace Culture The Future of Face-to-Face The Future of High- The Future of Productivity Strategic Networking Stake Conversations and ExecutionOutcomes ProfileHave the strategies to get Scott has worked with over 35,000 senior executives, leading corporationspeople to want to contribute and small businesses to help them improve their impact on others over theto your organisation. past 20 years on 4 continents.Save time and increaseprofits by effectively He blends his Native American heritage with contemporary principles—enrolling partners, staff, including a Masters Degree in Communication — to help business leaderssuppliers and customers in improve performance and get better results from their people.your cause. Scott is known for his ability to work collectively or one-on-one, and many people refer to him as “the pathfinder”. His clients include State Water, Hyundai, Westpac, QLD Child Safety, GM-Holden and more.1 Reveal 2 Frame 3 Implement Unlock your Pathfinder Leadership abilities for Coaching and workshops: Leadership Pathway Program: increased results. • Pathfinder Leadership Strategies • Measures the impact of leaders • Pathfinder Leadership Stalls • Measures the ROI of leaders • Pathfinder Leadership Actions • Increases leadership skills • Involves individual 1:1 mentoring98
  99. The Future of The Future of Business, The Future Global Thinking People and Technology of LeadershipInnovation Ideation and Design Thinking :: Nils Vesk The Future of The Future of The Future of Innovation and Ideation Predatory Marketing Workplace Culture The Future of Face-to-Face The Future of High- The Future of Productivity Strategic Networking Stake Conversations and ExecutionOutcomes Profile1. Identify the ideas Ideas are born naked. It’s no wonder so many are shy and never make it into the with the most public eye. The Innovation Architects take a stand for ideas. To see them make it, potential be recognised and evolve into true innovation.2. Give them the right They take ideas out of their hiding places - be it in bottom drawers or the dark foundation, investment and reaches of your employees’ minds; identifying the ideas with the most potential - support to giving them the right foundations, investment, development and support to succeed. succeed. With your help, we take all these naked ideas, dress them up and walk them all the way to your bottom line.3. Take them to your bottom line. Nils Vesk is a professional designer but you won’t find him designing your workplace layout or your company website. For 18 years Nils has been applying the process of design thinking to generating and realising ideas. His clients include the world’s fastest growing companies who use Nils as an idea architect and change catalyst for accelerating business growth through innovation. Nils’ clients include IBM, CBA, Optus, Bluescope Steel, Microsoft Origin Energy and many more.1 Reveal 2 Frame 3 Implement Reveal the thinking behind brilliant ideas, Frame a path for why we need to innovate, how Ongoing monthly sessions work in real time to information insights and the obstacles to to do it consistently and where to apply it in your solve problems, create new solutions and innovation and creativity. business. implement them step-by-step. Identify the creative intelligence and innovation Learn where and how to access brilliant ideas skills your business already possesses. when your business needs them most. 99
  100. The Future of The Future of Business, The Future Global Thinking People and Technology of LeadershipPredatory Marketing :: Ashton Bishop The Future of The Future of The Future of Innovation and Ideation Predatory Marketing Workplace Culture The Future of Face-to-Face The Future of High- The Future of Productivity Strategic Networking Stake Conversations and ExecutionOutcomes ProfileGain clarity and precision on where you spend Ashton is a Co-Founder of Step Changeyour marketing dollars to deliver the greatest Marketing and works with Toyota Australia as oneimpact to your business and against your of their Lead Communications Strategists.competitors. He’s a commerce law graduate with a passion for1. Develop a serious competitive advantage. communications. Ashton has over twelve years’ experience both in Australia and the UK.2. Position your brand for successful long-termgrowth. He’s worked with top-tier advertising agencies on major campaigns, new product development, new3. Create the right message to make yourself brand launches, brand re-positioning andirresistible to consumers. innovations for leading brands like Westfield,4. Attack your competitors’ weakest points and News Limited, Nokia, Pizza Hut, Nestlé,take advantage of their strong points to win CommSec, GSK and share.5. Determine where to spend your marketingdollars for maximum return on investment. 1 Reveal 2 Frame 3 Implement • Learn the marketing secrets behind the world’s • Business Growth Plan—Develop a clear Full implementation: Future Thread offers the fastest growing brands. positioning message that makes your brand complete services and capabilities you’d expect irresistible to your customers. from a top-tier advertising and communications • Predatory thinking—how to have the mindset agency, but with a more competitive value of a “challenger brand”. • Practical Marketing Plan—Define where, proposition. when and how to say it for the optimal return on • Get the best ROI out of your marketing dollars investment. in a changing media landscape.100
  101. The Future of The Future of Business, The Future Global Thinking People and Technology of LeadershipCorporate Anthropology :: Michael Henderson The Future of The Future of The Future of Innovation and Ideation Predatory Marketing Workplace Culture The Future of Face-to-Face The Future of High- The Future of Productivity Strategic Networking Stake Conversations and ExecutionOutcomes ProfileUnlock the power of One of the most essential roles of a leader is to influence their organisation’sculture in your culture, but many don’t know how.organisation.Culture is eight times Michael has the insight and foresight needed to create and sustain high-more powerful than performance business cultures. He draws on his knowledge and experiencestrategy alone. of over 70 cultures across 40 countries—each with their unique strengths.The world’s mostsuccessful organisations Michael provides the quantum leap in perspective that allows cultures to beall share one identified, understood and changed.characteristic. They eachhave a unique and well- Grounded in the realities of business, Michael has worked with the world’sdefined culture. largest brands in creating and sustaining powerful cultures that deliver real business results. His clients include Baileys, GHD, CCA, Canon, Lion Nathan, Vector, Microsoft and the New Zealand Air Force.1 Reveal 2 Frame 3 Implement How to see, understand and evaluate the impact Using presentations, keynotes and workshops Michael’s culture plan will ensure you of workplace cultures on your business. to up-skill you, Michael will show you how to continuously meet your culture objectives to unlock the power of your business culture to align with your business strategy by: drive performance. • Engaging your staff • Driving performance • Enhancing the impact of leadership on performance • Aligning workplace culture to business strategy 101
  102. The Future of The Future of Business, The Future Global Thinking People and Technology of LeadershipStrategic Networking :: Julia Palmer The Future of The Future of The Future of Innovation and Ideation Predatory Marketing Workplace Culture The Future of Face-to-Face The Future of High- The Future of Productivity Strategic Networking Stake Conversations and ExecutionOutcomes ProfileMore profitable business Julia Palmer is a respected Networking Strategist, best known for leadingfrom stronger relationships the ‘face to face revolution’. Her expertise includes 15 years of practicewith customers, key and research combined with Advanced Certifications in Neuro-linguistics,suppliers and partners. Emotional Intelligence (MSCEIT), Performance Consulting, Training and Assessment. By age 25 Julia was the General Manager of a multi-millionDevelop and implement a dollar global organisation, and has built her career by organising andnetworking strategy and gain attending thousands of networking events across all industriesthe skills to: internationally. Now as CEO of the Business Networking Academy, Julia and her team help empower people to create and manage more• Seize more opportunities sustainable and viable networks. Julia presents at functions and conferences around the world. She has• Build a strong reputation authored two books ‘Schmoozing the Globe’ and ‘BUZZ’, and appears regularly in TV, radio and print media to promote the growing importance• Expand your network in the of networking relationships in business today.most beneficial way possible Her clients include; AMP, Nestle, Sara Lee, St George Bank, Sun Microsystems and Vodafone 1 Reveal 2 Frame 3 Implement Map and manage your internal and external • Behaviour and skill-gap training Develop a networking matrix with a strategy to networks. Most importantly, leverage your social execute. • Creating Net[work]s Program capital. Resources are always available through the • Managing Net[work]s Program Business Networking Academy to reinforce • Network Relationship Management Program behaviours, strategies and lessons. (3 to 6 months including diagnostics and reporting) • 1:1 mentoring sessions for senior leaders102
  103. The Future of The Future of Business, The Future Global Thinking People and Technology of LeadershipHigh-Stakes Conversations :: Hugh Gyton The Future of The Future of The Future of Innovation and Ideation Predatory Marketing Workplace Culture The Future of Face-to-Face The Future of High- The Future of Productivity Strategic Networking Stake Conversations and ExecutionOutcomes Profile• Improved relationships With a 25-year career in IT, sales and management in the UK, Asia• Reduced conflict and stress and Australia, Hugh believes people buy people first, not their products or services. He enhances his clients’ skills in high stakes• Enhanced ability to influence for conversations to win them more business, engage their teams,your desired outcomes build trust, and increase their personal and business performance.• Heightened trust andengagement Hugh’s expertise is sought by individuals and teams in large and• Increased confidence and small organisations across a range of industries. He shares hiscredibility expertise in his book The Art of Conversation, and he is a frequent interview guest on Channel 7, ABC Radio, Bnet, Kochie’s• Improved projection of your Business Builders and Flying Solo.personal brand• Learning to identify, select and His clients include Hilton Hotels, AMP, Westpac, KMPG, Salmat,manage your team iSOFT, AQIS and more.1 Reveal 2 Frame 3 Implement Get conscious about conversations that matter: Learn the skills for successful conversations: Develop conversation mastery through one-to-one and one-to-many modalities: • Leadership • Being Present • Selling • Being Open • Keynote Speaking • Difficult • Active Listening • Workshop facilitation • High-stakes • Engaging • Tele-mentoring • Presenting • Building Trust • Blended Learning Program • Personal branding • Handling Objections • Executive Coaching • Coaching • Successful Self-Talk 103
  104. The Future of The Future of Business, The Future Global Thinking People and Technology of LeadershipExecution and Follow Through :: Rowdy McLean The Future of The Future of The Future of Innovation and Ideation Predatory Marketing Workplace Culture The Future of Face-to-Face The Future of High- The Future of Productivity Strategic Networking Stake Conversations and ExecutionOutcomes Profile• Make your organisation more Rowdy McLean is an expert on productivity, personal growth and effective, productive and achievement. efficient by turning ideas into action and actions into He is a master of making things happen and getting things done. outcomes. His life’s work has been to search for the key drivers of success. As a result he retired at just 34.• Increase momentum: people As a successful entrepreneur, author and speaker, he has become accountable and delivered keynotes, seminars and workshops to thousands of responsible for outcomes when projects are completed, items people across the globe, working with some of the world‘s top are actioned and ideas are companies. delivered. Rowdy shakes out limiting beliefs, inspires confidence in what‘s possible, motivates people to achieve amazing results and agitates them to take actions that create massive outcomes. 1 Reveal 2 Frame 3 Implement In most organisations, excuses override • EXECUTION: Learn key ideas and strategies Rolling responsibility backed back execution. But people are capable of far more for making things happen fast. accountability coaching. than they imagine. • FAST: Implement an accountability program for getting results. When actions deliver outcomes, the resulting • PEOPLE AND PERFORMANCE: Imagine if momentum builds productivity, morale everyone on your team performed at or above and results. expectations.104