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

1. Smarter Business Requires
Smarter Information
NAVIGATING VUCA IN
BUILDING A SMARTER
PLANET

2. Being Smart Has Gotten Us Here…
Wisdom
Knowledge
Information

3. …Using Smart Systems
Wisdom
Knowledge
Partially Proactive
High Scientific
Mostly Reactive Initial Collaboration
Basic Scientific
Information Low Collaboration
Completely Reactive
Non Scientific
Non Collaborative

4. Being Smart Just Isn’t Good Enough Anymore
Wisdom
Knowledge
Highly Proactive
Quantum Scientific
Real Time Collaboration
VUCA

5. What the VUCA is that?
Originated from US Army War College in late 1990’s
Volatility
Uncertainty Wisdom
Complexity Knowledge
Ambiguity
Information
LOW HIGH
“VUCA Meter”

6. Why the VUCA is it Happening?
ENVIRONMENTAL
Changing and less predictable climatic patterns
Scarcity of resources (oil, water, arable land, etc)
SOCIAL
More tightly interconnected systems (economics, political,
social)
Evolution to rapid exponential effects vs. slow or
moderate linear effects

7. Being Smart Has Been Good Enough….So Far
Wisdom
Knowledge
Information
LOW HIGH
External Factors
Policy & • Resource Abundance
Current Regulatory • Environmental Consistency
Smart • Independent & Sovereign
Economic & • Moderate & Linear Evolutionary Advancements
Models
Business

8. Being Smart Has Been Good Enough….So Far
We’re pretty smart at deploying innovations to benefit humanity. Just
keep doing what has worked in the past…..right?
Current Business & Policy Models are
sufficient to determine appropriate
strategies and resources to drive
innovations
Adoption
Lack of Complexity of External Factors =
Little interference with ease of use
Confidence in extraction of value
Time

9. New Realities in External Factors
Simply being smart doesn’t produce the benefits it used to
Wisdom
Knowledge
Information
LOW HIGH
External Factors
Policy &
Current Regulatory • Resource Constrained
Smart • Environmental Change
Economic & • Interconnected & Global
Models • Rapid & Exponential Evolutionary Required Objectives
Business

10. Why Isn’t Smart Good Enough?
Current Business & Policy Models
assuming low to moderate VUCA
contextual environment
Adoption
Complex External Factors =
Significant interference with ease of use
Obstacles to extraction of value
Time

11. Ultimately, Stalling at the Gap
Wisdom
Knowledge
Highly Proactive
Quantum Scientific
Real Time Collaboration
VUCA
Population Growth to 9 Billion +
Climate Change
Resource Scarcity
Economic Disparity

12. How to Become Smarter
The innovation that is needed, is an innovation to leadership
behavior.

13. Victim or Victor
Leaders have historically achieved victory by being
smart with smart tools. Those same leaders using
the same smart behavior are becoming victims in
the evolving new reality.
How about a little game of…….

14. Truth or Dare
VICTIM
Be honest……tell the truth
Leadership Behavior
 Yearly underperformance & missed expectations
 Only sees and addresses the most immediate problems
 Sees only one issue or solution, misses the range and combinations
 Unaware of the cause and effect between multiple issues
 Sees realization of success only through narrow focus
 Scalability is dependent on repeatability of the same behavior and set of tools
that have worked in the past
 Commits to a path and pushes through, regardless of indicators of potential
failure
 Uncomfortable or unwilling to absorb and act on complex situations or
“intuitive based” strategies

15. Truth or Dare
VICTOR
Do you dare……be a great leader
Leadership Behavior
 Achieving “top-line” growth and consistent positive EBITDA in turbulent times
 Continual assessment of risks and improvement of “sensing” processes
 Has a range of operational options that are flexible, yet achieve a single strategic
outcome
 Sees both the forest AND the trees, knows the difference and can identify the most
appropriate set of paths
 Sees issues in the context of their entire environmental relationship
 Identifies core issue determinants and understands their relevance to achieving the
strategic goal
 Trusts that sensing future issues can improve today’s ability to compete

16. Tools That Support Innovative Leadership
Behavioral Modeling and Mapping Processes
Region 3 – Wine Grape
Region 2 – Wine Grape
Agronomic
Specific agronomic Agronomic
attribute affecting Specific agronomic
influencing factor attribute affecting
influencing factor
Region 2 – Wine Grape
Agronomic
PRIMARY Region 2 – Wine Grape Specific agronomic
DRIVING PRIMARY
MARKET DRIVING attribute affecting
FACTORS AGRONOMIC influencing factor
FACTORS Agronomic
Specific agronomic
attribute affecting
influencing factor
PRIMAR
Y DRIVI
FACTOR
S
Region 1
crop Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Wine Grapes
Region 1
crop Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Wine Grapes
Region 1
crop Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Wine Grapes
Region 1
crop Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Wine Grapes

17. Market Behavioral Modeling and Mapping
Supporting Principles
Corporate Foresight Modeling
Crowd Sourcing
Collective Intelligence
Lifecycle Modeling
Innovation Adoption Models

18. Knowledge to Wisdom
Knowledge is Smart Information
Traditional market analysis driven by demographic based data
Wisdom is Smarter Information
Traditional market analysis driven by demographic based data AND
Integrated configuration of market’s external factors
Degree of influence from integrated set of external
factors
Relational map of vested stakeholders and change
indicators
Guidance system for optimal market engagement

19. Tools That Support Innovative Leadership
Behavioral Modeling and Mapping Processes
Methodology and tools for market
analysis
Quantifying the configuration and
PRIMARY
DRIVING
MARKET
FACTORS
PRIMARY
DRIVING
AGRONOMIC
degree of influence from external
market factors on a market population
FACTORS
PRIMAR
Y DRIVI
FACTOR
S
Establishing a market behavioral
profile

20. Tools That Support Innovative Leadership
Behavioral Modeling and Mapping Processes
Profile mapping with primary behavioral
Region 2 – Wine Grape
Region 2 – Wine Grape
Agronomic
influencing factors
This is the Lodi wine Agronomic
region This is the Lodi wine region
If you can read this – you If you can read this – you
are awesome. are awesome.
Nam Myo Ho Renge Kyo Nam Myo Ho Renge Kyo
Profile specific vested stakeholder
relational map Region 2 – Wine Grape
Agronomic
Region 2 – Wine Grape This is the Lodi wine region
If you can read this – you
Agronomic are awesome.
Market based ecosystem relational map
This is the Lodi wine region Nam Myo Ho Renge Kyo
If you can read this – you
are awesome.
Nam Myo Ho Renge Kyo
Profile and issue specific optimal market
engagement guidance Region 1
crop Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Wine Grapes
Region 1
crop Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Wine Grapes
Region 1
crop Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Wine Grapes
Region 1
crop Jan Feb Mar Apr May Jun Jul Aug Sept Oct Nov Dec
Wine Grapes

21. Bridge the Gap to a Smarter Planet
Victory over VUCA
Adoption
Wisdom
Time
Knowledge

22. They Said What?
Strategy without tactics is the slowest route to
victory. Tactics without strategy is the noise before
defeat – Sun Tzu
A man should look for what is, and not for what he
thinks should be – Albert Einstein
He who innovates will have for his enemies all those
who are well off under the existing order and only
lukewarm supporters in those who might be better
off in the new – Niccolo Machiavelli, The Prince

23. Acknowledgements
Imagery:
Google Images
To the men, the myths and the legends that I’ve worked with in refining
these models and processes. You all know who you are. Onward and
upward!
Contact:
www.linkedin.com/in/dsypnieski/