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World's Next Practice eBook by Future Thread Co-op
1. World’s Next Practice
The FuTure oF: global Thinking • business, people and Technology • corporaTe
Tribes • predaTory markeTing • high-sTakes conversaTions • aTTiTude and
execuTion • sTraTegic neTworking • ideaTion and innovaTion • leadership
1
3. Content
The Future of The Future of The Future
Global Thinking Business, People of Leadership
Reveal
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 Culture
Frame
Nils Vesk Marketing Michael Henderson
35 45 55
Ashton Bishop
The Future of The Future The Future of
Implement
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
success
4
5. The Future of Global
Thinking
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 changed
and it’s a little out of whack.
Organisations and leaders
are struggling to find their
bearings, and many feel
overwhelmed by the changes
they are facing. Globally,
tidal waves of new ideas
and thought currents are
smashing old school thinking
to smitherines. You and
your leaders need a thinking
strategy that is as flexible as
a GPS, and that enables you
to stay on trend, to adapt with
the times, and successfully
navigate a constantly shifting
business 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 the
intersection of thought. Your
team members all have unique
gifts and talents – one of
them is the authentic ways
they think, communicate and
solve problems. Is this what
they bring to your work?
For too long, we have been
asked to conform and turn
up as organisational drones
which creates group-think
and ‘same old / same old’
products and services. To
harness the thinking capital in
your organisation you need to
create innovation intersections
that encourage your people
to turn up and contribute their
unique 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 and
10
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?
20. 20
THE FuTuRE OF TECHNOLOGY
Robots on the Rise
21. Generation of Genomics
THE FuTuRE OF TECHNOLOGY
In 2010
Craig Venter
created the first
synthetic life form.
In a 2007 interview with New Scientist
when asked “Assuming you can make
synthetic bacteria, what will you do with
them?”, Venter replied:
“Over the next 20 years, synthetic genomics is
going 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 carbon
out of the ground, burning it, and putting it into the
atmosphere. That is the single biggest contribution
I 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 PEOPLE
Being 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.
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
28. The New Leadership
1 Structure
Web matrix vs pyramid
Circular vs triangle
Coordination vs control
Collaboration vs
specialisation
28
29. Balancing Individual
2 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 turf
30
31. Leadership Footprint
4
Five Critical Areas
Determine 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 leaders
Map out critical leadership touchpoints
Position 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 www.scottstein.com.au/thoughtleadersbook
Monitor your Leadership Footprint
• Regularly assess your impact on others
• Seek feedback from others on this impact
www.scottstein.com.au/thoughtleadersbook
34
35. The Future of Innovation
and 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 innovate
36
37. If You Want Innovation use
an Innovation Architect
The Innovation Architect’s skill-set and mind-set eliminate
ad-hoc innovation and replace it with bankable and
sustainable 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
Simplifies
38
39. Aesthetics are Optional,
Structure is Essential
Your innovation structure determines how big, how strong and
how fast you can build your innovation hot house
Consider the blueprint level
Consider 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 it
40
41. Ideas are the Keystone to
Innovation
Ideas are plenty but great ideas are rare
Quantity determines quality
Ideas only come when we provide the space, time and
permission 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
• Efficient
42
43. Crash it Before it Goes
to Market
Prototyping is now becoming second nature
Beta versions are often final versions
Keys to prototyping are:
• Speed
• Function
• Representation
• Cost effectiveness
43
45. The Future of Predatory
Marketing
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 Money
and There Are Only Two Ways to Get It
1. By encouraging new people to use your product or service
2. 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 strength
Avoid 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-line
50
51. The Four Reasons Predatory
Marketing is the Future
Everybody’s got a bully
You don’t want to just annoy them
Markets are niching
Stand-out or die-out
51
52. It pays to be ‘on-trend’
Tune into WiiFM
“what’s in it for me”
Take a stand
52
53. Risk = reward
Innovate or die
Be true to yourself
53
54. If you’re not winning
change the game
You have to let go
to succeed
Play big!
54
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 at
Culture
Global staff engagement surveys show that on average,
only 20% of the millions of working staff members worldwide
are engaged with their work and the organisations that
employ them
The 20/80 rule suggest that 20% of an organisations people
deliver 80% of the results the companies achieves
who 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 doing
58
59. What Makes a Leader
Worth Following?
Provides dignity for all
Practices integrity
and wholeness
Creates a
compelling
story
59
60. What Makes a Culture Worth
Belonging to?
Community
Connection
Conviction
60
61. What Makes Work Worth
Doing?
Aspirational
Practice
Inspirational
Direction
Deeply
meaningful
Service
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 Future
now next
Numbers tell the story Stories tell the numbers
Structural driven culture Social driven culture
Knowledge capability Ideas & thought leadership
Intellectual property Social equity
Cost effectiveness
63
64. Culturings Future
now next
E-commerce Social exchange
Motivation Commitment
Company Community
Communication Connection
64
65. The Future of Face-to-Face
Strategic 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 sector
66
67. You Must Have a Networking
Strategy
Some are good at creating and others at managing, but rarely do business professionals
have a networking strategy that focusses on both AND aligns to personal and
business outcomes
infact 75% of business people admit that their existing networks do not support the
results 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 doomed
68
69. Old World Now World New World
Formal hierarchies Flatter structures (organic) Networked organisations
(linear) (invisible)
Social capital (intangible
Human capital assets) Social and spiritual capital
(tangible assets) (legacy)
Structured networks
Dyads 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 networks
70
71. Effective Leaders Have High
Social Capital
Social Capital: a new concept from an old idea
Connections within and between networks
The benefits of social capital are many, most
importantly it builds competitive advantage
Leaders 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 colliding
Warning: technology is an enabler – NOT a relationship
Do you have
a networking
strategy?
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-Stakes
Conversations
“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 twitter.com 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 Lifetimes
78 http://www.nanaroo.com/400-lifetimes-lost-on-facebook-daily.aspx
79. Technology is more pervasive and portable; Blackberry, Android, iPhone, iPad. With more
and cheaper band-width available. It is only going to continue to grow.
Social mores are changing, our dependency is increasing. The online addiction is
analogous to poker “We keep pressing the button because occasionally something
really good comes in …” (Andrew Leigh: ‘Disconnected’, New South Press) “community and family
life is fraying. In business we are getting busier but not necessarily more productive,
communication and engagement are still major issues.”
“Forces sapping conversation seem
stronger 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%
Gallup
80 Australian Engagement
Survey 2008
81. Social Cost?
The Australian Bureau of Statistics tells us that every year some 40% of marriages end
in 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 their
birth parents separating. Main reasons given for separation? Lack of conversation, too
many arguments, not feeling appreciated.
In response to more than 2,200 suicides per year in Australia, more than our road toll,
ruok.org.au have established 7th October as R u OK? Day. A day to consciously initiate
a conversation with someone, to ask “are you OK?” Suicide is the biggest killer of
our 18-35 age bracket with an estimated 30 attempts for every suicide, some 65,000
adults 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 and
Not 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 value
Em
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 of
Productivity and Execution
Rowdy (Ron) McLean
Execution Expert
www.playabiggergame.com.au
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
execution
86
87. The S.T.E.P. Elements to improving execution
™
and therefore improving productivity
S.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
circumstances
88
89. Improving Technology
Technology is critical! it saves you time and money and makes tasks
easier to perform
Get the right technology for the right job
Make it accessible to all
Provide comprehensive training on how
to 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 home
90
91. Improving People
The values of people has changed
Their is a trend toward the values
of self actualisation
People want to be part of
something bigger, let me contribute,
elicit my thoughts and input
We want to chart our own destiny,
allow me responsibilty
But wait!
I will buy into where we are going –
Theres more
only if I feel it is part of my personal
journey, I have some ownership
of 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 accord
92
93. People Level Two
Teams – functional equals effective
Give us resources – supporting
mechanisms for getting thigs done
Let us know the rules – how, who,
why and when
Assign us clear roles – what, exactly,
is each expected of each individual
Make us aware of the risks – how far
can 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 completion
94
95. Future Thread 1 Reveal 2 Frame 3 Implement
Future 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 success
intelligence reveal opportunities that would otherwise remain unseen in the business. We are the innovation catalysts that
CEOs trust to help them make the bold shiftsReveal for exceptional profits. Future Thread frames your path to growth and
1 needed 2 Frame 3 Implement
implements 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 Leadership
Global 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 Execution
Outcomes Profile
Benefit from a As a reformed lawyer, avid social commentator and somewhat funky thinker, Anders
current 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 their
implement the
business brains.
latest thinking
strategies 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 who
around 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 and
two steps facilitate conversations.
ahead of your
competition. 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 Communications
96
97. The Future of The Future of Business, The Future
Global Thinking People and Technology of Leadership
Future 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 Execution
Outcomes Profile
Keep 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 how
Technology companies can profit from them.
Trends
transforming Craig has over 20 years’ experience working where the future has been created with
your industry some of the most innovative companies in the world in IT, consumer electronics, internet
and have the and broadcasting organisations.
ability to
leverage He is an award-winning speaker and thought leader mentor who has addressed
opportunities audiences of 15 to 3,000 people on 5 continents. Craig has been engaged as a foresight
and 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 Leadership
Leadership 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 Execution
Outcomes Profile
Have the strategies to get Scott has worked with over 35,000 senior executives, leading corporations
people to want to contribute and small businesses to help them improve their impact on others over the
to your organisation. past 20 years on 4 continents.
Save time and increase
profits by effectively He blends his Native American heritage with contemporary principles—
enrolling partners, staff, including a Masters Degree in Communication — to help business leaders
suppliers 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 mentoring
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99. The Future of The Future of Business, The Future
Global Thinking People and Technology of Leadership
Innovation 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 Execution
Outcomes Profile
1. 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.
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100. The Future of The Future of Business, The Future
Global Thinking People and Technology of Leadership
Predatory 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 Execution
Outcomes Profile
Gain clarity and precision on where you spend Ashton is a Co-Founder of Step Change
your marketing dollars to deliver the greatest Marketing and works with Toyota Australia as one
impact to your business and against your of their Lead Communications Strategists.
competitors.
He’s a commerce law graduate with a passion for
1. 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-term
growth. He’s worked with top-tier advertising agencies on
major campaigns, new product development, new
3. Create the right message to make yourself brand launches, brand re-positioning and
irresistible 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 FOXTEL.
market share.
5. Determine where to spend your marketing
dollars 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.
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101. The Future of The Future of Business, The Future
Global Thinking People and Technology of Leadership
Corporate 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 Execution
Outcomes Profile
Unlock the power of One of the most essential roles of a leader is to influence their organisation’s
culture 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 experience
strategy alone. of over 70 cultures across 40 countries—each with their unique strengths.
The world’s most
successful organisations Michael provides the quantum leap in perspective that allows cultures to be
all share one identified, understood and changed.
characteristic. They each
have a unique and well- Grounded in the realities of business, Michael has worked with the world’s
defined 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 Leadership
Strategic 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 Execution
Outcomes Profile
More profitable business Julia Palmer is a respected Networking Strategist, best known for leading
from stronger relationships the ‘face to face revolution’. Her expertise includes 15 years of practice
with 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-million
Develop and implement a dollar global organisation, and has built her career by organising and
networking strategy and gain attending thousands of networking events across all industries
the 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 leaders
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103. The Future of The Future of Business, The Future
Global Thinking People and Technology of Leadership
High-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 Execution
Outcomes 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 and
engagement Hugh’s expertise is sought by individuals and teams in large and
• Increased confidence and small organisations across a range of industries. He shares his
credibility 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
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104. The Future of The Future of Business, The Future
Global Thinking People and Technology of Leadership
Execution 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 Execution
Outcomes 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.
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