I2A - Insights To Action - a strategic thinking system

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What does it take to be an extraordinary leader in today's turbulent times? Strategic planning isn't enough. Extraordianry leaders need 4 things: 1) L > C your rate of learning must be greater than …

What does it take to be an extraordinary leader in today's turbulent times? Strategic planning isn't enough. Extraordianry leaders need 4 things: 1) L > C your rate of learning must be greater than the rate of change; 2) strategic thinking and developing insigts; 3) Ambidextrous thinkers; & 4) Capable of building & sustaining large social networks.

Meet BLI's newest SMART tool - I2A - Insights to Action - A strategic thinking tool that fosues on buiklding leadership competencies to master today's turbulent times.

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  • We are exceptionally good at collecting data, and technology has only enhanced that capability, however, we often make the mistake of rushing to solutions (Create) before we understand how the data translates to information, i.e., what does what we’ve learned mean? Of everything that I’ve learned what matters right now? The result of skipping the Insight step are action plans that often solve the wrong problem or fall flat within the organization because the focus of the efforts are misplaced.
  • We are exceptionally good at collecting data, and technology has only enhanced that capability, however, we often make the mistake of rushing to solutions (Create) before we understand how the data translates to information, i.e., what does what we’ve learned mean? Of everything that I’ve learned what matters right now? The result of skipping the Insight step are action plans that often solve the wrong problem or fall flat within the organization because the focus of the efforts are misplaced.
  • We are exceptionally good at collecting data, and technology has only enhanced that capability, however, we often make the mistake of rushing to solutions (Create) before we understand how the data translates to information, i.e., what does what we’ve learned mean? Of everything that I’ve learned what matters right now? The result of skipping the Insight step are action plans that often solve the wrong problem or fall flat within the organization because the focus of the efforts are misplaced.
  • Why - the tried and true “SWOT” analysis, pictured to inspire appreciative inquiry (strength-based inquiry) and constructive conversation. The SCOT tool supports the identification of strengths and challenges inherent to your company’s character, and opportunities and threats provided by the external environment. This type of analysis provides important information about the context of today. Each quadrant will yield important information about your company, and more importantly, how you are thinking about your company and competitive environment.
  • The Insights to SCOT: Taking Inventory allows you to have the rest of the conversation, which answers the questions: Which of our opportunities do we want to structure ourselves to be prepared to take advantage of (high leverage opportunities)? How will we transform our challenges into opportunities for action vs. events that will require a reaction? Which of our strengths will we need to be relying on to take full advantage of the high leverage opportunities? Of the challenges within our organization, what needs our attention, right now? What are the implications to resource allocation, policy and practice considerations and organizational structure?
  • Learnings to Date tool is important to use when the work that you are discussing has already been underway, or you are beginning subsequent cycles of planning. Results in a shared understanding of: θ What you have accomplished (“wins” that you want to be sure to celebrate). θ What you are most proud of (shared agreement on what is “wheat” and what is “chaff”). θ What kinds of policies, practices and/or structures got in the way of your success. θ What really worked. θ What you want to do differently moving forward.
  • all of the Insight tools provide rigor to the process of strategic thinking. We are exceptionally good at collecting data, and technology has only enhanced that capability, however, we often make the mistake of rushing to solutions (Create) before we understand how the data translates to information θ As we look at the future from a variety of perspectives, what unique possibilities do we see? θ What do we recognize as transitional circumstances (temporary) versus substantive environmental change that impacts the way we do business (permanent)? How best do we plan for each? θ As an organization where are we putting our pride? How are we celebrating our successes? Are we pursuing, and making visible, short term wins to the rest of the organization? θ How are we learning from our mistakes, and more importantly how are we mining our successes for those principles that can be applied in future circumstances?
  • θ Your participants have had an opportunity to think through, and express, what is important to them as it relates to the future of their organization. θ A direct connect between “the work I do every day” and the “future of my organization.” θ The beginning of what will become Making it Real .
  • 1. Define the organization’s future state in terms of what you want to achieve (visible from the outside) and how you plan to do that (strengths you will build and/or leverage), and… (the what and how need to be bolded on the card) 2. Agree on the bold steps towards that future, i.e., what are the few things we want to do really well? (just FYI we can’t use “5 Bold Steps” because that is Grove language. My mistake, sorry.
  • In traditional strategic planning processes this is another point of risk in the integrity of the process; working groups are fatigued at this point and eager to get to action planning so this step is often skipped or it is done in lieu of the Action Planning step. The organization will benefit in the long-term by setting priorities (with either the Three-Year Approach or Setting Priorities tools) and action planning with due diligence and a collaborative approach.
  • θ Create a true sense of urgency (let’s get moving). θ Enlist the support and engaged efforts of the “right” people. θ Show the way forward from status quo. θ Create a powerful communication tool for those accountable for leading the work.
  • Research indicates that the most successful change efforts are dependent on an emotional connection between the person leading the effort and the people doing the work. I2A is designed to encourage leaders to think differently, to make that thinking visible, and to learn how to communicate their thoughts and ideas in a way that can easily be grasped by others.
  • Strategic thinking requires participants to move back and forth in time, and progressively shift perspectives to find new opportunities. At the close of a strategic thinking process, when you’ve arrived at some conclusions, it will be imperative that participants have a collective opportunity to come out of the detail and look at what they’ve created from a macro perspective. This is often referred to as the 50,000-foot perspective.
  • Strategic thinking requires participants to move back and forth in time, and progressively shift perspectives to find new opportunities. At the close of a strategic thinking process, when you’ve arrived at some conclusions, it will be imperative that participants have a collective opportunity to come out of the detail and look at what they’ve created from a macro perspective. This is often referred to as the 50,000-foot perspective.
  • Research indicates that the most successful change efforts are dependent on an emotional connection between the person leading the effort and the people doing the work. I2A is designed to encourage leaders to think differently, to make that thinking visible, and to learn how to communicate their thoughts and ideas in a way that can easily be grasped by others.

Transcript

  • 1. An introduction to BLI’s newest Smart™ Facilitation tool. The INSIGHTS TO ACTION™ Strategic Thinking Tool
  • 2. At the Business Learning Institute, we think this means a few things ... L > C “ To keep pace in your industry, let alone as a leader, requires your rate of LEARNING to be greater than, or equal to, the rate of CHANGE.” LEARNING
  • 3. At the Business Learning Institute, we think this means a few things ...
    • Skills Based Training
    L > C Extraordinary leaders must be able to rapidly SHIFT perspectives and CHANGE their own mindset. SHIFT CHANGE ...isn’t enough.
  • 4. At the Business Learning Institute, we think this means a few things ... Extraordinary leaders must be strategically THINKING all of the time. THINKING Strategic Planning ...isn’t enough. L > C
  • 5. At the Business Learning Institute, we think this means a few things ... Extraordinary leaders need to be AMBIDEXTROUS thinkers... Charisma and Creativity ...aren’t enough. L > C AMBIDEXTROUS ...able to think conceptually and sequentially... ...in the abstract and in the concrete... ...and able to move quickly between the two.
  • 6. At the Business Learning Institute, we think this means a few things ... They must be adept at building and sustaining large social NETWORKS of people engaged in the work. Extraordinary Leaders ...can’t do it alone. N E T W O R K S
  • 7. That’s nice... ... SO WHAT?
  • 8. To change what people are thinking about and, more importantly, how they are thinking, we have to change the tools we are using to do the work. what how
  • 9. We have to create smart processes that support organizational change.
  • 10. Meet BLI’s newest smart tool. smart
  • 11. A system designed to support organizational leaders in accelerating their rate of learning and their organization’s ability to adapt to rapid change.
  • 12.
    • Focuses on rigor of process and quality of thought.
    • Draws on both verbal and visual facilitation techniques.
    • Teaches skills beyond the subject matter.
    • Results in tangible engaging communication tools.
    • Is Scaleable .
    • Can be facilitated internally or externally.
  • 13. The meta map of the I2A™ Strategic Thinking System provides an architecture or framework to structure thinking and conversation as you engage. When talking about complex issues that aren’t completely understood, or debating solutions where there are multiple points of view, it is easy to get lost in the conversation and prematurely locked into a solution.
  • 14. Continuing into SIGHT & INSIGHT... What do you see? Look beyond the edges. Look back. Look around you. What does it mean to you? Your organization?
  • 15. Historically speaking, people are good at recalling events and stories of great hardship and triumph. These are powerful stories, however, they are episodes in our history that are often shared without additional context of what else was going on at the same time. Only by creating a shared picture can we get an accurate picture of where we came from and what strengths we drew upon to continue growing. This historical perspective yields important information for the future.
  • 16. Insights to our History... What I knew coming into the room. What I learned while I was here. Fresh Perspective. + + = INSIGHTS!
  • 17. Insights to our History... What I knew coming into the room. What I learned while I was here. Fresh Perspective. + + = INSIGHTS!
  • 18. The SCOT provides important information within the context of today. Each quadrant will yield important information about your company and, more importantly, how you are thinking about your company and competitive environment.
  • 19. Traditional SWOT Analyses stop at the collection of data points. Your finish point is a collection of the organization’s Strengths, Weaknesses, Opportunities, and Threats, but what does that really tell us about what to do next? Insights to our SCOT... + + =
  • 20.
    • As the rate of change in our external environment speeds up, so does then the requirement on us to innovate at a faster pace. This opportunity brings 2 distinct challenges:
    • How will we ensure that what we create isn’t obsolete by the time we are ready to launch?
    • How will we ensure that the timing is right when we are ready to launch? That we aren’t so far out ahead of the curve that our customers and clients don’t understand the value we have to offer?
  • 21. Learnings to Date focuses the group conversation on what has been learned in four critical areas in the recent past specific to a project, initiative, or strategic efforts.
  • 22. What does what we’ve learned mean? Of everything that we’ve learned what matters right now?
  • 23. Moving into CREATE...
  • 24. Moving into CREATE...
  • 25. Change Visions must be collectively built and the priorities of the change vision must originate in the hearts and minds of those doing the work.
  • 26. The reality of today is that less is more. Why is that so? Because if we focus our attention on what really matters then what we are looking at, and working on, is far more relevant than when we are focused on a broad spectrum of opportunities trying to minimize our risk.
  • 27. Shared agreement on the priorities of the organization moving forward which provide guidance to workflow planning, resource allocation, and budgeting processes.
  • 28. An exceptional vision will remain on paper without the means to get to the next steps.
  • 29. Moving into COMMUNICATE...
  • 30. Moving into COMMUNICATE...
  • 31. The success of your plans will depend on the ability of your planners to carry the message from the planning session to the organization in a succinct, powerful, and hopeful way.
  • 32. The success of your plans will depend on the ability of your planners to carry the message from the planning session to the organization in a succinct, powerful, and hopeful way.
  • 33. INSPIRE...
  • 34. Extraordinary leaders cannot do it alone; they must be adept at building and sustaining large social networks of people engaged in the work. Extraordinary INSPIRE...
  • 35. For more information: Contact: Pam Devine Business Learning Institute [email_address] p : (800) 782-2036 http://www.bizlearning.net/learningcenter/ BLI is a subsidiary of the Maryland Association of CPAs I2A:Insights to Action – A Strategic Thinking System Developed by Gretchen Pisano & Tom Hood
  • 36. BLI leadership resources
    • CPA Success, our daily blog http://www.CPASuccess.com
    • Business Learning Institute Blog
      • http://www.bizlearningblog.com
    • CPA Spotlight, our weekly podcast http://www.macpa.org/Content/23333.aspx
    • Other MACPA blogs:
      • www.CPALegislativeInsider.com
      • www.NewCPAs.com
    • CPA Learning 2, a Web 2.0 playground by CPAs for CPAs http://www.CPALearning2.com