Light and fast a blueprint for organisations handout

light AND fast
A BLUEPRINT FOR ORGANISATIONS IN A VUCA* WORLD
*Volatile, Uncertain, Complex, Ambiguous

Switzerland
The Eiger 3,970m
www.patrickhollingworth.com

1938
four days (96 hrs)

Ueli Steck
2008

2 hrs 47 mins!

expedition style vs alpine style

the future belongs to the alpinist

why me
?

GEOGRAPHY ANTHROPOLOGY
PSYCHOLOGY

PEOPLE TEAMS
ORGANISATIONS

V U C A
Volatility Uncertainty Complexity Ambiguity
- likely to change in
an extreme way
- cause may be
unknown
- outcome is
unknown
- many interconnected
components
- volume of information
overwhelming
- little or no information
- unclear relationships

STABILITY
CERTAINTY
SIMPLICITY
CLARITY
VOLATILITY
UNCERTAINTY
COMPLEXITY
AMBIGUITY
OLD
WORLD
THE TRANSITION
NEW
WORLD

1
2
3
changing social & political relationships
globalisation
rate of technological innovation
THE 3 CAUSES OF VUCA

1
2
3
PEOPLE
PLACES
TECHNOLOGY
THE 3 CAUSES OF VUCA

Q who is this man?
A Gordon Moore, Intel co-founder
“every 18 months, the processing
power of a computer chip doubles”
1965
MOORE’S LAW

PROCESSINGPOWER
TIME
COMPUTER CHIP EVOLUTION

EVOLUTION
TIME
HUMAN EVOLUTION

EVOLUTION
TIME
EVOLUTION

EVOLUTION
TIME
EVOLUTION
DISCOMFORT

STABILITY
CERTAINTY
SIMPLICITY
CLARITY
VOLATILITY
UNCERTAINTY
COMPLEXITY
AMBIGUITY
OLD
WORLD
COMFORT DISCOMFORT
THE TRANSITION
NEW
WORLD

1
2
3
nobody likes it
people disengage from it
organisations aren’t structured for it
THE 3 PROBLEMS WITH VUCA

OBJECTIVE
SWOT & Key
Issues
STRATEGY
PLANS
BUDGETS
key performance
indicators
LAUNCH
external analysis
internal
analysis
forecast & gap
analysis
key success
factors

“It’s a good job”
“It pays the bills”
“I HATE this place”
SOUNDS LIKE
ENGAGED
DISENGAGED
DESTRUCTIVE
THE ENGAGEMENT SPECTRUM
30%
50%
20%
GALLUP SURVEY 2013:

“I was BORN to do this job”
“I LOVE this job”
“It’s a good job”
“It pays the bills”
“I HATE this place”
CELEBRATE THESE
MAXIMISE THESE
NORMALISE THESE
MINIMISE THESE
GET RID OF THESE
DESTINY
INSPIRED
SOUNDS LIKE
ENGAGED
DISENGAGED
DESTRUCTIVE
REQUIRED ACTION
THE ENGAGEMENT SPECTRUM

expedition style

alpine style

DRIVE /
MOTIVATION
OPENNESS /
CURIOSITY
FLEXIBILITY /
ADAPTABILITY
THE EXPLORER’S MINDSET MODEL

DO KNOW
BE
- sense making
- decision making
- getting critical
- strength
- weakness
- risk tolerance
- open (growth mindset)
- learning from failure
- non-alpha male
mission
autonomy
VISION
engagement
mastery resilience & grit
purpose
THE ALPINE STYLE ORGANISATION

1
2
3
sense make
decision make
get critical
3 DO’S

COMFORT
CREATIVITY
Imagine
See
Show
Act
Look
SENSE MAKE

3 x 4 MATRIX
VOLATILE
UNCERTAIN
COMPLEX
AMBIGUOUS
PEOPLE PLACES TECHNOLOGY

Daniel Kahneman
Thinking Fast and Slow

FAST THINKING AND SLOW THINKING
slow thinking
fast thinking
Complete the phrase “salt and…”
Whistle a tune while you are driving
Answer:1 + 1 = ?
Solve a complex riddle
Give someone else directions while you are driving
Understand the ideas within this slide

FULL SPECTRUM DECISION MAKING
EMOTIONAL
SUB-
CONSCIOUS
RATIONAL
slow thinking
fast thinking

CRITICAL
UNCRITICAL
GET ALONG
DON’T
GET ALONG
Old World
New World
GET CRITICAL (TEAM BUILDING)

If you liked the ideas and concepts in this presentation, send an email to
hello@patrickhollingworth.com to receive a fortnightly piece Pat writes about all things
VUCA. Subscribers have said nice things about it, such as “this is rather good!”

www.whatisvuca.com

Light and Fast will be released by Wiley on 1st March 2016.
Please email hello@patrickhollingworth.com if you’d like to pre-order a copy.

slow thinking
White Papers
Pat will release a new white paper based on this presentation and including a few
additional ideas and models in a few week’s time.
Please email hello@patrickhollingworth.com if you’d like to receive a copy.

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