LOCAL GOV ASSOCIATION

742 views

Published on

Published in: Business
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total views
742
On SlideShare
0
From Embeds
0
Number of Embeds
21
Actions
Shares
0
Downloads
7
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide

LOCAL GOV ASSOCIATION

  1. 1. @NICKWECREATESWITCH ONCREATE RADICALLY BETTER FUTURES THROUGHBREAKTHROUGH INNOVATION & BREAKTHROUGHLEADERSHIPNICK JANKEL, WECREATELGANOV 2012
  2. 2. wecreate worldwideis a consultancy delivering social &sustainable innovation andamplifying ethical enterpriseGLOBAL LEADERS ACADEMYdesigns and delivers programmes thatcatalyse continuous breakthroughs in thelives of leaders and the wider systemsthey touchNICK JANKELCoaching, writing, TV presenting, practicalphilosophy, multi-media thriving tools
  3. 3. WHO WE WORK WITH
  4. 4. WHO WE WORK WITH
  5. 5. WHERE WE HAVE DONE IT ☀ ☀ ☀ ☀☀ ☀ ☀ ☀ ☀☀ ☀☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀ ☀
  6. 6. ZERO IDEAHOW TO CREATE, SUSTAIN OR GUIDE PROJECTSTHAT INNOVATE & CREATE IMPACTHOW TO LEAD MYSELF & OTHERS AND GENERATEPERSONAL & COLLECTIVE THRIVING
  7. 7. PURPOSETO PROVIDE THE TOOLS OF LEADERSHIP &INNOVATION WHERE THEY CAN MAKE MOSTIMPACTTO BUILD A RADICALLY MORE THRIVING WORLD
  8. 8. WHATDO YOU SEE?
  9. 9. SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 201
  10. 10. SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 201
  11. 11. SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 201
  12. 12. SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 2012
  13. 13. “If I had not been in prison I would nothave been able to achieve the mostdifficult task in life, and that is changingyourself... Prison itself is a tremendouseducation in the need for patience andperseverance. It is above all a test ofones commitment.”NELSON MANDELA
  14. 14. SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 201
  15. 15. “He was a bold man that first atean oyster.”JONATHAN SWIFT
  16. 16. ‘Switched on’ innovatorsand leaders are eitherdelusional or visionary.Whichever way, they seebreakthroughs that no-one else can see andmake them happen.
  17. 17. SWITCHED ON LEADERSHIPBmusic BREAKTHROUGH © Wecreate 201
  18. 18. SWITCHED ON LEADERSHIP Cubism BREAKTHROUGH © Wecreate 201
  19. 19. BRAIN DRIVEN BY DOPAMINE TO FIND PATTERNS EVERYWHERE
  20. 20. FORAGE, FEED,FORNICATE
  21. 21. FIGHT,FLIGHT,FREEZE
  22. 22. NATUREABHORS A VACUUM
  23. 23. HUMANSABHOR A VACUUM OF MEANING
  24. 24. PATTERNSARE HOW WE CREATE ORDER IN A WORLDTHAT IS OFTEN CHAOTIC
  25. 25. EASYTO FOCUS ON THE PROBLEM PATTERNSAT THE EXPENSE OF SEEKING OUT NEWPATTERNS, THE INNOVATIONS
  26. 26. TIMESOF RAPID CHANGEWHERE NEW PATTERNS ARE FORMING ANDREFORMING
  27. 27. 1BILLIONCONTENT PIECES ADDED TO FACEBOOK
  28. 28. 70,000HOURSYOUTUBE VIDEOS UPLOADED
  29. 29. 100,000NEW LINKEDIN MEMBERS
  30. 30. 16BILLIONSMS MESSAGES SENT
  31. 31. 800,000NEW INTERNET USERS
  32. 32. 3VIDEOSBEING WATCHED PER GLOBAL INTERNET
  33. 33. 600MILLIONTWEETS
  34. 34. 18MILLION 30 MILLION FOLLOWERSFOLLOWERS OF LADY GAGA
  35. 35. NO.1#TAG...OF 2011
  36. 36. #EGYPT
  37. 37. 5 YEARSAGO
  38. 38. NODEMOCRACY IN EGYPT OR TUNISIA
  39. 39. NOBODYHAD HEARD OF QUANTITATIVE EASING ORLEHMAN BROTHERS
  40. 40. NEVERBEEN A BLACK PRESIDENT OR OPENLY GAYSENATOR
  41. 41. NOBODYHAD EVER USED AN IPAD
  42. 42. CHANGEIS THE ONLY CONSTANT
  43. 43. CHANGEIS BUILT INTO EVERY LEVEL OF THE UNIVERSE
  44. 44. FROMELECTRONS IN EVERY ATOM...TO EVOLUTION OF SPECIES & GALAXIES
  45. 45. CHANGEIS THE PREREQUISITE FOR ALL LIFE & ALLCREATIVITY
  46. 46. DEATHIS STASIS (EQUILIBRIUM)HEALTHY COMPLEX SYSTEMS AREADAPTIVE, IN ‘DYNAMIC NON-EQUILIBRIUM’
  47. 47. ‘Switched on’ leadersknow that change isinevitable and welcome.Crucially it creates thespace necessary for newinnovations to emerge.
  48. 48. DEFINITIONTHE IMPACTFUL LEVERAGE OF IDEAS &IMAGINATIONLEVERAGING CHANGE FOR GOOD
  49. 49. 5 MILLENNIA100 WATTS / DAY + 10 TOOLS 1010,000 WATTS / DAY + 10 TOOLS
  50. 50. INNOVATIONHAPPENS FASTEST IN SPACES WHERE CHANGE ISOCCURING
  51. 51. FERTILEMEDICI FLORENCE vs. PAPAL ROMEDEMOCRATIC ENGLAND VS. TSARIST RUSSIASILICON VALLEY vs. SAUDI ARABIAONLINE vs. OXFORD UNIVERSITY CLASSICS DEPT.
  52. 52. “Creativity is at the edge ofchaos.”ROBERT BILDER, TENNENBAUM CENTER FOR THEBIOLOGY OF CREATIVITY
  53. 53. EDGEOF CHAOS IS WHERE NEW IDEAS IN NATURE &CULTURE ARE BORN
  54. 54. KIDS LIVE AT THEEDGE OF CHAOS
  55. 55. Vegetable Peel Soup Recipe - Ingredients: 1. 1/2 cup carrot Peels 2. 1/2 cup cucumber peels 3. 1/2 cup ridged gourd peels 4. 1/4 cup potato peels 5. 1 tsp corn flour 6. Pinch of sugar 7. Salt to taste 8. Pepper powder as per taste 9. Water as per requirementSource: http://www.boldsky.com/cookery/soups-snacks-drinks/vegetarian-soup/vegetable-peel-soup-recipe-250211-aid0111.html
  56. 56. ORDEREDGE OFCHAOSDISORDER
  57. 57. SWITCHED ON LEADERSHIPINNOVATION BREAKTHROUGH PREFERRED ORDER CURRENT ORDER BREAKTHROUGH BREAKTHROUGH © Wecreate 201 CHAOS
  58. 58. BREAKWITH THE OLD PATTERNS / RULES TOCREATE NEW ONES
  59. 59. EUREKA!EPIPHANY
  60. 60. “Sudden bursts of insight - the Aha! orEureka! moment - come when brainactivity abruptly shifts its focus. Thealmost ecstatic sense that makes uscry “I see!” appears to come when thebrain is able to shunt aside immediateor familiar visual inputs.”MARK JUNG-BEEMANS LAB, NORTHWESTERN,EDGE.ORG
  61. 61. THE MYTHBREAKTHROUGH LEADERSHIP &INNOVATION IS ABOUT “GETTING” NEWIDEAS / CONCEPTS
  62. 62. “It turns out that the abilityto stop oneself fromthinking something iscentral to creativity.”SCIENTIFIC AMERICAN, 2012
  63. 63. THE TRUTHLETTING GO OF THE OLD PATTERNS THATBLOCK BREAKTHROUGH
  64. 64. “The difficulty lies not so muchin developing new ideas as inescaping from old ones.”JOHN MAYNARD KEYNES
  65. 65. DISCOVEROUR INSIGHT INTO REALITY THAT FITS THISTIME, THIS PLACE, THIS LIFE
  66. 66. EXPLORE
  67. 67. WITHOUT LOSING OTHERS... OR GETTING LOST DOWN IT OURSELVES
  68. 68. SWITCHED ON LEADERSHIPINNOVATION BREAKTHROUGH THE EXTENT OF THE BREAKTHROUGH DEPENDS ON HOW DEEP WE ARE WILLING TO GO INTO WHAT IS POSSIBLE BREAKTHROUGH BREAKTHROUGH © Wecreate 201
  69. 69. SWITCHED ON LEADERSHIPINNOVATION BREAKTHROUGH BREAKTHROUGH BREAKTHROUGH © Wecreate 201
  70. 70. “Jump to an answer - you might aswell jump to the river.”RUSSIAN PROVERB
  71. 71. 74 THE BREAKTHROUGH SWITCH Breakthrough Opportunity What kind of headline ideas could Problem seize this opportunity?What is the problem, in human terms? Breakthrough Proposition What proposition emerges from this Proposition insight?What is the current proposition that results in the current proposition that resultsin this problem?this probelm? Breakthrough Insight What is a more insightful, future-positive Assumptions belief?What do we have to believe to generateand validate this proposition? BREAKTHROUGH © wecreate 2012
  72. 72. ‘Switched on’ people arewilling to let go of theirmost cherished beliefs...In order to purposefullyexplore breakthroughideas that can generateradical impact.
  73. 73. ORGSDESIGNED FOR CONTROL IN STABLE &PREDICTABLE ENVIRONMENTSWIRED TO RESIST CREATIVITY IN FAVOUR OFEFFICIENCY
  74. 74. POWERSUCCEEDED WITH THE OLD RULESVESTED IN MAINTAINING STATUS QUO &RESISTING CHANGE
  75. 75. WORLDCHANGES, ORGS HAVE TO CHANGE WITH ITLEADERS HAVE TO USHER IT IN
  76. 76. DISTINCTMANAGE: CONTROL, HANDLE, TOLERATELEAD: ENGAGE, EMPOWER, ENABLE
  77. 77. “We were all born leaders;that is, until we were sent toschool and taught to bemanaged and to manage.”DEE HOCK, FOUNDER & CEO, VISA
  78. 78. TRAINEDNOT TO QUESTION AUTHORITY / EXPERIENCENOT TO RESPECT THE MAVERICKS / OUTSIDERSNOT TO CHALLENGE RECEIVED WISDOMNOT TO DO THINGS DIFFERENTLYNOT TO EMBRACE AMBIGUITY
  79. 79. LEADOUR SELF, OUR PEERS, OUR BOSSES, OURORGS, THE SYSTEMTO CATALYSE & DELIVER BREAKTHROUGHSIN OURSELVES & THE WIDER SYSTEM SOTHAT ALL THRIVE
  80. 80. WIREDTO SURVIVE (FIGHT, FLIGHT, FREEZE) AT ALLCOSTS
  81. 81. FEARRESPONSE
  82. 82. “Nothing will stop youbeing creative so effectivelyas the fear of making amistake.”JOHN CLEESE
  83. 83. SHUTDOWN
  84. 84. SWITCHED OFF LEADERSHIP Closed hand Fist / flight OFF REACT = Closed minded = RETREAT OFF Assume solutions REPEAT Closed hearted Fearful / judgmental OFF
  85. 85. WIREDTO SURVIVE (FIGHT, FLIGHT, FREEZE) AT ALLCOSTSALTHOUGH OUR ORGANISM HAS EQUALCAPACITIES TO THRIVE (CREATE, INNOVATE,COLLABORATE)
  86. 86. SWITCH
  87. 87. SWITCHED ON LEADERSHIP ON Open handed Create, build, hold space, soothe Open minded ON Challenge = CREATE = assumptions, seek COLLABORATE CONTRIBUTE possibility, learn at edges ON Open hearted Intuitive, trusting, © wecreate 2012 connected
  88. 88. OPENSTAY OPEN IN FACE OF FEAR, UNCERTAINTY,CRITICISM, BEING SIDE-TRACKED
  89. 89. CONNECTEDNETWORKED, REACHING OUT, WIDE CIRCLES
  90. 90. “The real lesson: Chancefavors the connected mind.”STEVEN JOHNSON, WHERE GOOD IDEAS COMEFROM
  91. 91. LEADERSHIPOPEN HAND, HEAD & HEART
  92. 92. 97SWITCHED ON LEADERSHIPSWITCHED ON LEADERSHIP Proactivity What can I do right now to serve those most needing support and ensure this problem does not happen again? ProblemsWhat is the problem I perceive right now? Am I prepared Switch On -and stop reacting, start observing and follow it to its origins? Possibility With this purpose, what kind of ideas and opportunities come to me to solve this problem positively? Patterns PurposeWhat pattern is being triggered now that causes this to be a problem With this passion, what is my focused purpose in this situation?for me? Is it familiar to me? How does my mind and body react? Power Passion With this peace, what am I passionate about inspiring or enabling more of in the world around me? PainWhat (painful) beliefs and assumptions do I have about myself andthe world that underpin this pattern?What causes me to believe in these assumptions? What scares me Peacemost in these moments?What memories do I associate with these beliefs? How can I reconnect with who I truly am and heal the pain BREAKTHROUGH right now? From this sense of peace and openness what do I truly believe about myself and the world? Presence © Wecreate 2012
  93. 93. SUSTAINHEART PROVIDES RESILIENCE IN THE FACE OFINEVITABLE CHAOS
  94. 94. EMBRACECHAOS TO FIND & SEIZE OPPORTUNITIES FORINNOVATION AND IMPACT
  95. 95. THRIVENOT DESPITE OF CHANGE, BUT BECAUSE OF IT
  96. 96. SWITCH ONPURPOSEFULLY REWIRE OURSELVES & OURORGS TO STAY OPEN TO POSSIBILITIES WITHINTHE CHALLENGES OF CHANGE
  97. 97. Switched on leaderstrust that problems arebreakthroughs waitingto be found.They stay open in theface of chaos, criticismand conflict.
  98. 98. CHOICE IS TO RIDE THE WAVE OR BE SUNK BY IT
  99. 99. “The key to success is figuringout where is the edge? And howdo I stay the right distance fromthe edge?”RAY DALIO, FOUNDER, BRIDGEWATER (LARGESTAND MOST SUCCESSFUL HEDGE FUND IN THEWORLD)
  100. 100. FALLINGIS INEVITABLE ON THE EDGEOFTEN IT HURTS SO MUCH WE DON’T WANT TOGET UP AND TRY AGAIN
  101. 101. “I have not failed 700 times. I havenot failed once. I have succeeded inproving that those 700 ways will notwork. When I have eliminated theways that will not work, I will find theway that will work.”THOMAS EDISON, NEW YORK TIMES 1847
  102. 102. ONELEADER, COUNCIL OR STATE CANNOTACHIEVE THEIR AMBITIONS ALONE
  103. 103. “If you want to go fast,go alone. If you want togo far, go with a group.” AFRICAN PROVERB
  104. 104. CO-LABCOLLABORATIVE LAB FOR BREAKTHROUGHSOCIAL INNOVATION
  105. 105. COACHINGIS KEY TO LEARNING (FROM EACH FALL) ANDAVOIDING FALLS OTHERS HAVE LEARNT FROMSTAYING OPEN / COACHABLE
  106. 106. The pioneeringcreative leadership & collaboration coaching programme
  107. 107. Seeing new patterns (that nobody elsecan see) is the key to breakthroughinnovation.When we let go of old patterns, beliefsand behaviours we allowbreakthroughs to occur.The edge of chaos, where change isbubbling, is the best place to do this.To deliver and sustain breakthroughs inthe real world we must lead with heart,head and hands.Together, everything is possible.
  108. 108. SIGN UPINSIGHTS, IDEAS, OPEN COURSES ETC
  109. 109. THESWITCH
  110. 110. “The important thing isthis: to be able at anymoment to sacrificewhat we are for what wecould become.”CHARLES DUBOIS
  111. 111. “Innovation distinguishesbetween a leader and afollower.”STEVE JOBS
  112. 112. CONNECTWECREATEWORLDWIDE.COM: innovationconsulting & trainingGLOBAL LEADERS ACADEMY.COM: leadershipdevelopment, peer coaching programmes, coachingcircles, org designNICKJANKEL.COM: life coaching; workshops; books
  113. 113. @NICKWECREATESWITCH ONCREATE RADICALLY BETTER FUTURES THROUGHBREAKTHROUGH INNOVATION & BREAKTHROUGHLEADERSHIPWORKSHOP
  114. 114. WHAT ATTRACTS YOU MOST TO THISSESSION?HOW DOES THIS TOPIC CONNECT WITHYOUR GOALS & AMBITIONS?
  115. 115. IMPACTFULLEVERAGE OF IDEAS & IMAGINATION
  116. 116. INCREMENTALEVOLUTIONARY
  117. 117. BREAKTHROUGHDISRUPTIVE
  118. 118. SWITCHED ON LEADERSHIPINNOVATION BREAKTHROUGH THE EXTENT OF THE BREAKTHROUGH DEPENDS ON HOW DEEP WE ARE WILLING TO GO INTO WHAT IS POSSIBLE BREAKTHROUGH BREAKTHROUGH © Wecreate 201
  119. 119. SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 2012
  120. 120. SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 2012
  121. 121. SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 2012
  122. 122. SWITCHED ON LEADERSHIP BREAKTHROUGH © Wecreate 2012
  123. 123. “The German triumph wasessentially a triumph ofintellect.”MARC BLOCH
  124. 124. WHAT IS A BREAKTHROUGH INNOVATION INYOUR WORLD?
  125. 125. BREAKTHROUGHSOCIAL INNOVATIONDefinition: The impactful leverage of ideasfor social good in a manner thatpermanently disappears or massivelyreduces a major social problem
  126. 126. BREAKTHROUGH SOCIALINNOVATIONWE FOCUS ON CREATING PROPOSITIONS THATDELIVER AS MANY OF THESE AS POSSIBLE:SOCIAL (ALLEVIATES A SOCIAL PROBLEM IN SOME WAY) ✓SUSTAINABLE (IMPLEMENTED SUSTAINABLY INTO THE FUTURE) ✓SYSTEMIC (TACKLES ROOT ISSUES NOT JUST SYMPTOMS) ✓SCALEABLE (DESIGNED FOR MILLIONS VS. HUNDREDS) ✓SELF-ORGANISING (CITIZENS/ USERS PARTICIPATE - DRIVES ✓AMBASSADORSHIP, UPTAKE & SCALE)
  127. 127. MAXIMISING POSITIVEIMPACTMEASURED ON THE QUADRUPLE BOTTOM LINE:PROFIT POSITIVE RETURNS FOR SHAREHOLDERS ✓PEOPLE POSITIVE IMPACT ON CITIZENS ✓PLANET POSITIVE OR MITIGATED IMPACT ON THE ENVIRONMENT ✓PURPOSE POSITIVE IMPACT ON THE QUALITY OF LIFE AND SENSE ✓OF MEANING OF EMPLOYEES & DELIVERY PARTNERS
  128. 128. SKETCH A DINING TABLESKETCH AN ELECTRIC HEATERSKETCH A GOLF-BALL SHAKER
  129. 129. BREAKTHROUGHINNOVATIONS
  130. 130. DESTABILISESTATUS QUO
  131. 131. CREATEA RADICALLY BETTER FUTURE
  132. 132. CURRENTORG DRIVEN BY OLD RULES
  133. 133. CURRENTLEADERS SUCCEEDED WITH THE OLD RULES
  134. 134. VESTEDINTERESTS MAINTAIN STATUS QUO & RESISTCHANGE
  135. 135. POWEROFTEN CAN’T OR WON’T SEE THE FUTURE
  136. 136. UNTILIT’S TOO LATE
  137. 137. $85 BILLIONTO $0
  138. 138. WHY?
  139. 139. THE WORLD’S LARGESTCOMPANY 28YEARS LATER
  140. 140. BREAKTHROUGHINNOVATIONS CHANGE THE RULES FOREVERBY SWITCHING THE ASSUMPTIONS THATDRIVE THE SPACE
  141. 141. RECIDIVISM IS OVER 70%
  142. 142. ASSUMPTIONPRISONERS HAVE SINNEDPUNISHMENT RESTORES GOOD BEHAVIOURCONTROL IS KEYMENIAL WORK IS BEST THEY ARE GOOD FORINVESTING IN THEIR TALENTS IS A WASTETHEY ARE NOT DESERVING
  143. 143. SWITCH!
  144. 144. ASSUMPTIONPRISONERS CAN BE THERE TO BE LEARN ANDRECOVERTHEY CAN CONTRIBUTE TO MEANINGFUL WORKINVESTING IN THEIR TALENTS IS A PRIMARYWAY TO STOP THEM REOFFENDING
  145. 145. SOLUTIONA PRISONERS-RUN FINE DINING RESTAURANTTHAT PREPARES THEM FOR THE RIGOROUSDEMANDS OF REAL-WORLD CATERINGINDUSTRY AND GETS THEM INTO JOBS THATPREVENTS THEM RETURNING
  146. 146. IMPACT150 GRADUATES25% NEVER HAD A JOB70% TO 20% REOFFENDING RATE12,000 VISITORS£64 MILLION SAVING
  147. 147. PROBLEMS CANNOT BE SOLVED BY THESAME LEVEL OF CONSCIOUSNESS THAT CREATED THEM. ALBERT EINSTEIN
  148. 148. MODELSALL ARE PREMISED ON ASSUMPTIONS
  149. 149. STATUS QUOMAINTAINED BY OUTDATED ASSUMPTIONS
  150. 150. ASSUMPTIONSHELP WITH SURVIVING
  151. 151. PREVENTUS THRIVING
  152. 152. ASSUMPTIONSSHAPE OUR SUCCESS AND DELINEATE OURFAILURE
  153. 153. SWITCHOUR ASSUMPTIONSIF WE CAN SEE THEM!
  154. 154. SURFACEASSUMPTIONS, BIASES, BELIEFS
  155. 155. SHARE AN ASSUMPTION THAT NO LONGERSERVES YOU AS A LEADER
  156. 156. EASY...?IF IT WAS, EVERYONE WOULD BE DOING IT!
  157. 157. 168 THE BREAKTHROUGH SWITCHWhat is our / my purpose? Breakthrough Opportunity What kind of headline ideas could Problem seize this opportunity?What is the problem, in human terms? Breakthrough Proposition What proposition emerges from this Proposition insight?What is the current proposition that results in the current proposition that resultsin this problem?this probelm? Breakthrough Insight What is a more insightful, future-positive Assumptions belief?What do we have to believe to generateand validate this proposition? BREAKTHROUGH © wecreate 2012
  158. 158. 169A BILLION PEOPLE DO NOT HAVE CLEAN WATER - CHOLERA EPIDEMICS KILLHUNDREDS OF THOUSANDS
  159. 159. CHOLERA Breakthrough Opportunity What kind of headline ideas could seize this opportunity? ProblemWhat is the problem, in human terms? The Folded Sari A billion people do not have clean water - cholera epidemics kill hundreds of thousands. Breakthrough Proposition What proposition maximises accessibility, usability and enjoyability? Proposition Focus investment on empowering and enablingWhat is the current proposition [product offer, business model, people (with media tools, comms etc) to use it inorg process] that leads to this problem? new ways to increase health - virally. Raise money to buy and deliver equipment (drill boreholes, pumps, lifestraws) to provide water. More investment needed to maintain Breakthrough Insight technology. What is a more powerful, liberating and abundant view of human nature /life? AssumptionsWhat do we have to believe to generate and validate this proposition? Existing equipment - the sari - can be re- purposed to solve problems.New things / technology is the best way to solve The people welcome empowerment. problems. Money solves problems. BREAKTHROUGH The people need help. . © wecreate 2012
  160. 160. 17199% OF MICROBES FILTERED50% REDUCTION IN CHOLERA 70% STILL FILTERING 5 YEARS LATER + VIRAL SPREAD
  161. 161. 1 CHILD DIESEVERY 5 SECONDS FROM HUNGER-RELATED CAUSES
  162. 162. CHILD MALNUTRITION Breakthrough Opportunity What kind of headline ideas could seize this opportunity? ProblemWhat is the problem, in human terms? ShoktiDoi: The power yoghurt. Children in Bangladeshs rural areas are not getting enough nutrients to survive Breakthrough Proposition What proposition maximises accessibility, usability and enjoyability? Proposition Locals contribute raw materials (goat’s milk) andWhat is the current proposition [product offer, business model, resources (workers, sales force). Industry redesignsorg process] that leads to this problem? brewing technology to make local, small scale micro-breweries work (removing need for refrigeration). Dry food aid (live food needs refrigeration) Breakthrough Insight What is a more powerful, liberating and abundant view of human nature /life? AssumptionsWhat do we have to believe to generate and validate this proposition? Commercial solutions are not feasible, Poor people can be empowered to contribute to scaleable or profitable in rural areas. Poor a successful win win win with industry. people cannot take part in a globalised, Commercial solutions can be redesigned to fit sustainable economy. BREAKTHROUGH BOP realities. © wecreate 2012
  163. 163. IN 1983, ONLY THOSE WHO COULD USE ACOMMAND LINE COULD USE A COMPUTER
  164. 164. PERSONAL COMPUTING Breakthrough Opportunity What kind of headline ideas could seize this opportunity? ProblemWhat is the problem, in human terms? Think different with a Mac... (and its ecosystem) Everyday people are not buying or using computers as much as they could. Breakthrough Proposition What proposition maximises accessibility, usability and enjoyability? Proposition We design and sell ‘computers’ as creativityWhat is the current proposition [product offer, business model, maximisers - they help people thrive.org process] that leads to this problem? We design and sell computers as productivity maximers - they help businesses win. Breakthrough Insight What is a more powerful, liberating and abundant view of human nature /life? AssumptionsWhat do we have to believe to generate and validate this proposition? Creativity is the goal of life. Technology can help liberate us, empower us and inspire us. Productivity is the goal of life. Technology helps us be more productive cogs in the BREAKTHROUGH business machine (growing profits, GDP etc.) © wecreate 2012
  165. 165. THE WORLD’S LARGESTCOMPANY 28YEARS LATER
  166. 166. WORK THROUGH THE BREAKTHROUGHSWITCH
  167. 167. 179 THE BREAKTHROUGH SWITCH Breakthrough Opportunity What kind of headline ideas could Problem seize this opportunity?What is the problem, in human terms? Breakthrough Proposition What proposition emerges from this Proposition insight?What is the current proposition that results in the current proposition that resultsin this problem?this probelm? Breakthrough Insight What is a more insightful, future-positive Assumptions belief?What do we have to believe to generateand validate this proposition? BREAKTHROUGH © wecreate 2012
  168. 168. THEPROCESSTHE BREAKTHROUGH 180 INNOVATION PROCESS Engage FINISH Engage stakeholders - from users to funders - in the project, bringing it to life to capture hearts and minds. Innovation Intention START Multi-platform storytelling across media / tech platformsThe strategic intent shared by the team. The appetite and distribution channels.for risk, breakthrough and innovation. Interpreting Executethe purpose of the organisation in the light of an accurateinsight into the real-world context we will innovate into. Implement the project in partnershp with stakeholders. Use ‘continous beta’ - agile, iterative, emergent. Build capacity of implementation team to deliver. Share knowledge and learnings for future success. Collaboration Architecture StrategyWhich current and future-focused stakeholders to invite into Testing and evolving the prototypes and business models.the project for long-term engagement, effective implementation Developing business plans & business cases. Growth,and maximum collective intelligence. E.g. Current users, scale and brand strategies.funders, policy advisors, tehnical experts, lead users, positivedeviants etc. Who, when, how and why? Design Developing product and service designs, user journeys, Sense Making prototypes and pilots, business models, impact models, impact metrics all centred around real human beings.Deep and profound insight into the current system, the globaland local context; and real-world user beliefs, behaviours Ideationand needs. Leverage of powerful tools such as scenarioplanning, systems thinking, ethnographic research, Harnessing ideas from the team and crowd. Transformingprecedent proposition analysis and ‘The Breakthrough Switch’ BREAKTHROUGH them into tight concepts. Pushing hard to seize maximum- all tweaked for maximum innovation and impact. opportunities for impact. © wecreate 2012
  169. 169. CO-LABCOLLABORATIVE LAB FOR BREAKTHROUGHSOCIAL INNOVATION
  170. 170. CONNECTNICK@WECREATEWORLDWIDE.COMWECREATEWORLDWIDE.COM: CONSULTING,TRAINING, COACHING, ORG DESIGNNICKJANKEL.COM: LIFE SWITCHED ON
  171. 171. INNOVATIONSEEING PROBLEMSSWITCHING THEM INTO POSSIBILITIESAND BRINGING THEM TO LIFE, NO MATTER WHAT
  172. 172. “Economist Raul Romer hasshown [that] economies growfaster when there is moreinnovation.”JAMES SUROWIECKI
  173. 173. DISTINCTIONBOTTOM LINE GROWTH: LINEAR COST REDUCTIONSPROVIDE SHORT-TERM, LIMITED GROWTHTOP LINE GROWTH: NON-LINEAR INNOVATION FUELSUNLIMITED & LONG-TERM IMPACT ANDRESPONSIVENESS TO CHANGE
  174. 174. INNOVATIONPROCESSSYSTEMSMINDSETS
  175. 175. CULTUREIS KINGSOURCE: JOURNAL OF MARKETING / JUDGE INSTITUTE
  176. 176. “The hardest part of thesedecisions was neither thetechnological nor economictransformations required. It waschanging the culture – themindset and instincts of hundredsof thousands of people.”LOUIS GERSTNER, CEO IBM
  177. 177. ORGSWIRED TO RESIST CREATIVITY IN FAVOUR OFEFFICIENCY & CONTROL
  178. 178. SOURCE: HBR, WHARTON SCHOOL OF MANAGEMENTMORE STAFF, HIGHER SALARIES,MORE TRAINING = MORE PROFIT
  179. 179. CULTUREINCENTIVISE PAYROLLSEE IMMEDIATE EFFECT OF REDUCED PAYROLLCOUNTERS TREND TO OUTSOURCING LABOUR TOCUSTOMERS
  180. 180. “The culture, behaviors, processes,measurements, rewards, and tolerancefor failure needed to drive operationalexcellence are fundamentally differentfrom those needed to createinnovation, which requires an emphasison exploration, invention andexperimentation.”THE PHYSICS OF GROWTH
  181. 181. FAILUREIS THE REALITY WITH INNOVATION
  182. 182. “I have not failed 700 times. I havenot failed once. I have succeeded inproving that those 700 ways will notwork. When I have eliminated theways that will not work, I will find theway that will work.”THOMAS EDISON, NEW YORK TIMES 1847
  183. 183. MINDSETTHE SECRETSTARTS WITH ME / YOU / US!
  184. 184. UK civil servants are “committed butsomewhat conservative” looking towardssenior managers rather than frontlinestaff for innovation.STATE OF THE SERVICE REPORT
  185. 185. Users have to deal with the way it is - weare doing our best in a time of cutsHow things are now is fine - with a littletweakWe don’t have the resources to innovateIf I innovate and fail, my job is on the lineWe have enough on our plate today letalone worrying about tomorrowThe world is changing in a predictableway so we will get to that stuff later
  186. 186. ORGSDESIGNED FOR CONTROL IN STABLE &PREDICTABLE ENVIRONMENTS TO MAXIMISEEXECUTIONYET CHAOS REIGNS
  187. 187. CHAOSAMBIGUITYUNCERTAINTYUNPREDICTABILITY
  188. 188. CHANGEIS CHANGINGFAST, DISCONTINUOUS, PUNCTUATED,ACCELERATED, PATCHY
  189. 189. PREPARE TO ENTER...
  190. 190. THE PROCESS 203BREAKTHROUGH INNOVATION PROCESS PREFERRED ORDER Engage FINISH CURRENT ORDER Engage stakeholders - from users to funders - in the project, bringing it to life to capture hearts and minds. Innovation Intention START Multi-platform storytelling across media / tech platformsThe strategic intent shared by the team. The appetite and distribution channels.for risk, breakthrough and innovation. Interpreting Executethe purpose of the organisation in the light of an accurateinsight into the real-world context we will innovate into. Implement the project in partnershp with stakeholders. Use ‘continous beta’ - agile, iterative, emergent. Build THE EXTENT OF capacity of implementation team to deliver. THE BREAKTHROUGH Share knowledge and learnings for future success. Collaboration Architecture Strategy DEPENDS ON HOWWhich current and future-focused stakeholders to invite into Testing and evolving the prototypes and business models.the project for long-term engagement, effective implementation WE ARE WILLING DEEP Developing business plans & business cases. Growth,and maximum collective intelligence. E.g. Current users, scale and brand strategies.funders, policy advisors, tehnical experts, lead users, positive GO INTO WHAT IS TOdeviants etc. Who, when, how and why? POSSIBLE Design Developing product and service designs, user journeys, Sense Making prototypes and pilots, business models, impact models, impact metrics all centred around real human beings.Deep and profound insight into the current system, the globaland local context; and real-world user beliefs, behaviours Ideationand needs. Leverage of powerful tools such as scenarioplanning, systems thinking, ethnographic research, Harnessing ideas from the team and crowd. Transformingprecedent proposition analysis and ‘The Breakthrough Switch’ BREAKTHROUGH them into tight concepts. Pushing hard to seize maximum- all tweaked for maximum innovation and impact. opportunities for impact. © wecreate 2012 CHAOS
  191. 191. YOURS?CULTURE / MINDSET STAMP OUT INNOVATION,EXPERIMENTATION & LEARNING
  192. 192. SWITCH ONPURPOSEFULLY REWIRE OUR MINDS, THETEAM & THE ORG TO SEE POSSIBILITIES FORALL WITHIN PROBLEMS OF SO MANY
  193. 193. UNLEASHTHE INNATE CAPACITY OF OURSELVES & TEAMSTO ENABLE & EMPOWER CHANGE THROUGHINNOVATION
  194. 194. LABSHOLDS SAFE SPACE FOR RISK, TRIAL, FAILUREHONE AND SPREAD INNOVATIONS & INNOVATION BEST-PRACTICE THROUGHOUT THE ORGANISATION AND BEYONDALLOCATE % OF FUNDS TO BREAKTHROUGH INNOVATIONSHARE RISK ACROSS MULTIPLE UNITS
  195. 195. REWIRENOT TO QUESTION AUTHORITY / EXPERIENCENOT TO RESPECT THE MAVERICKS / OUTSIDERSNOT TO CHALLENGE RECEIVED WISDOMNOT TO DO THINGS DIFFERENTLYNOT TO SEARCH FOR THE POSSIBLE
  196. 196. SWITCHED ON LEADERSHIP ON Open handed Create, share ON Open minded = CREATE = Challenge COLLABORATE assumptions CONTRIBUTE ON Open hearted Intuitive, trusting © wecreate 2012
  197. 197. BREAKTHROUGH LEADERSHIP FRAMEWORK INFLUENCE, INNOVATION & IMPACT H A ND CREATE ENGAGEMENT Implement activities with others STORY & STRATEGY Develop coherent plan, narrative & toolset HEAD SENSING Gain perceptive insight into the current state of system, network & context THINK INTENTION Reflect on and then choose focusedaims & operating assumptions with precision and clarity ALIGNMENT Align with core values HEART & vision of self & team PURPOSE FEEL Ground strategies & activities in sense of leadership purpose, power & principles AWARENESS Connect to self & surroundings; attune to thoughts & feelings r
  198. 198. “You can never changethings by fighting theexisting reality. To changesomething, build a newmodel that makes theexisting model obsolete.”BUCKMINSTER FULLER
  199. 199. INNOVATIONNOT REALLY ABOUT ‘GETTING’ NEW IDEASOR SOLUTIONS
  200. 200. LET GOOF THE OLD IDEAS
  201. 201. “More recently, research in Mark Jung-Beemans lab at Northwestern has foundthat sudden bursts of insight — the Aha! orEureka! moment — comes when brainactivity abruptly shifts its focus. The almostecstatic sense that makes us cry "I see!"appears to come when the brain is able toshunt aside immediate or familiar visualinputs.”JASON ZWEIG, EDGE.ORG
  202. 202. “It turns out that the ability to stop oneselffrom thinking something is central tocreativity.”SCIENTIFIC AMERICAN
  203. 203. ALLOWNEW IDEAS ALREADY IN YOUR OWN MIND,YOUR TEAMS & IN THE NETWORK TO FLOW
  204. 204. THE PROCESS 217BREAKTHROUGH INNOVATION PROCESS PREFERRED ORDER Engage FINISH CURRENT ORDER Engage stakeholders - from users to funders - in the project, bringing it to life to capture hearts and minds. Innovation Intention START Multi-platform storytelling across media / tech platformsThe strategic intent shared by the team. The appetite and distribution channels.for risk, breakthrough and innovation. Interpreting Executethe purpose of the organisation in the light of an accurateinsight into the real-world context we will innovate into. Implement the project in partnershp with stakeholders. Use ‘continous beta’ - agile, iterative, emergent. Build capacity of implementation team to deliver. Share knowledge and learnings for future success. Collaboration Architecture Strategy LETTING GO OFWhich current and future-focused stakeholders to invite into ALLOWING Testing and evolving the prototypes and business models.the project for long-term engagement, effective implementation OLD IDEASand maximum collective intelligence. E.g. Current users, NEW ONES TO Developing business plans & business cases. Growth, scale and brand strategies.funders, policy advisors, tehnical experts, lead users, positive EMERGEdeviants etc. Who, when, how and why? Design Developing product and service designs, user journeys, Sense Making prototypes and pilots, business models, impact models, impact metrics all centred around real human beings.Deep and profound insight into the current system, the globaland local context; and real-world user beliefs, behaviours Ideationand needs. Leverage of powerful tools such as scenarioplanning, systems thinking, ethnographic research, Harnessing ideas from the team and crowd. Transformingprecedent proposition analysis and ‘The Breakthrough Switch’ BREAKTHROUGH them into tight concepts. Pushing hard to seize maximum- all tweaked for maximum innovation and impact. opportunities for impact. © wecreate 2012 CHAOS
  205. 205. RISKY?TO BREAKTHROUGH
  206. 206. HOLDING ONTO OLDIDEAS IS FAR MOREDANGEROUS THANRISKING NEW ONES
  207. 207. THOUGH IT DOESNOT STOP PEOPLE TRYING
  208. 208. WORLDCHANGES, ASSUMPTIONS HAVE TO CHANGEWITH IT
  209. 209. FAILEDORGANISATIONS HAVE ACCESS TO SAME (ANDUSUALLY MORE!) TECHNOLOGY, RESOURCES,CONSUMERS, CONSULTANTS AS THEDISRUPTORS...
  210. 210. You are only ever one(major) assumptionaway from a (massive)breakthrough.
  211. 211. The pioneeringcreative leadership & collaboration coaching programme
  212. 212. BQWHAT DOES EVERYONE THINK ABOUT THEPROBLEM?IF WE DIDN’T THINK THAT, WHAT COULD BEA MORE EMPOWERING, LIBERATINGINSIGHT?
  213. 213. “The important thing isthis: to be able at anymoment to sacrificewhat we are for what wecould become.CHARLES DUBOIS
  214. 214. CONNECTNICK@WECREATEWORLDWIDE.COMWECREATEWORLDWIDE.COM: CONSULTING,TRAINING, COACHING, ORG DESIGNNICKJANKEL.COM: LIFE SWITCHED ON

×