Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

Accelerated Leadership - i2a Strategic Thinking

1,855 views

Published on

Presentation on the i2a Strategic Thinking process developed by Gretchen Pisano and Tom Hood. Presented at the 2010 Business & Industry Conference, May 14, 2010.

Published in: Business
  • Be the first to comment

Accelerated Leadership - i2a Strategic Thinking

  1. 1. The INSIGHTS TO ACTION™ Strategic Thinking Tool An introduction to BLI’s newest Smart™ Facilitation tool. Thursday, May 13, 2010
  2. 2. the faster you go As it relates to science and technology, the rate of change in the next decade, is likely to be 4 to 7 times faster than in the last decade. If it is 4x faster it would be like planning for the 2006 in 1980, if it is 7x faster it would be like planning for 2006 in 1670.” further -Expert on Education Panel, The Aspen Institute, 2007 ahead you have to see Thursday, May 13, 2010
  3. 3. At the Business Learning Institute, we think this means a few things... “To keep pace in your L>C industry, let alone as a leader, requires your rate of LEARNING to be greater than, or equal to, the rate of CHANGE.” CHANGE Thursday, May 13, 2010
  4. 4. At the Business Learning Institute, we think this means a few things... Skills Based Training ...isn’t enough. L>C Extraordinary leaders SHIFT must be able to rapidly SHIFT perspectives and CHANGE their own mindset. Thursday, May 13, 2010
  5. 5. At the Business Learning Institute, we think this means a few things... Strategic Planning ...isn’t enough. L>C Extraordinary leaders must be strategically THINKING all of the time. Thursday, May 13, 2010
  6. 6. At the Business Learning Institute, we think this means a few things... ...in the andtoto move in ...and abstract and Charisma ...able Creativity able think quickly between the two. conceptually and the concrete... ...aren’t enough. sequentially... L>C Extraordinary leaders need to be AMBIDEXTROUS thinkers... Thursday, May 13, 2010
  7. 7. At the Business Learning Institute, we think this means a few things... Extraordinary Leaders ...can’t do it alone. L>C O E W R They must be adept at K T building and sustaining large S social NETWORKS of N people engaged in the work. Thursday, May 13, 2010
  8. 8. That’s nice... ...SO WHAT? Thursday, May 13, 2010
  9. 9. To change what people are thinking about and, more importantly, how they are thinking, we have to change the tools we are using to do the work. Thursday, May 13, 2010
  10. 10. We have to create smart processes that support organizational change. Thursday, May 13, 2010
  11. 11. A system designed to support organizational leaders in accelerating their rate of learning and their organization’s ability to adapt to rapid change. Thursday, May 13, 2010
  12. 12. • Focuses on rigor of process and quality of thought. • Draws on both verbal and visual facilitation techniques. • Teaches skills beyond the subject matter. • Results in tangible engaging communication tools. • Is Scaleable. • Can be facilitated internally or externally. Thursday, May 13, 2010
  13. 13. Sight - Ability to see emerging patterns and shift perspective when necessary. Five Qualities Insight - Ability to learn faster than the rate of change in your industry. of Create - Ability to think strategically and critically to gain insights that create new Extraordinary opportunities. Communicate - Ability to collaborate inside and outside your organization and to Leaders build and sustain social networks of people engaged in the work. Inspire - Ability to mobilize support and engage others to join you in ACTION. Thursday, May 13, 2010
  14. 14. The meta map of the I2A™Strategic Thinking System provides an architecture or framework to structure thinking and conversation as you engage. When talking about complex issues that aren’t completely understood, or debating solutions where there are multiple points of view, it is easy to get lost in the conversation and prematurely locked into a solution. Thursday, May 13, 2010
  15. 15. Continuing into SIGHT & INSIGHT... Thursday, May 13, 2010
  16. 16. Historically speaking, people are good at recalling events and stories of great hardship and triumph. These are powerful stories, however, they are episodes in our history that are often shared without additional context of what else was going on at the same time. Only by creating a shared picture can we get an accurate picture of where we came from and what strengths we drew upon to continue growing. This historical perspective yields important information for the future. Thursday, May 13, 2010
  17. 17. Insights to our History... + + = What I knew What I learned Fresh coming into while I was INSIGHTS! Perspective. the room. here. Thursday, May 13, 2010
  18. 18. Insights to our History... + + = What I knew What I learned Fresh coming into while I was INSIGHTS! Perspective. the room. here. Thursday, May 13, 2010
  19. 19. The SCOT provides important information within the context of today. Each quadrant will yield important information about your company and, more importantly, how you are thinking about your company and competitive environment. Thursday, May 13, 2010
  20. 20. Insights to our SCOT... + + = Traditional SWOT Analyses stop at the collection of data points. Your finish point is a collection of the organization’s Strengths, Weaknesses, Opportunities, and Threats, but what does that really tell us about what to do next? Thursday, May 13, 2010
  21. 21. As the rate of change in our external environment speeds up, so does then the requirement on us to innovate at a faster pace. This opportunity brings 2 distinct challenges: 1. How will we ensure that what we create isn’t obsolete by the time we are ready to launch? 2. How will we ensure that the timing is right when we are ready to launch? That we aren’t so far out ahead of the curve that our customers and clients don’t understand the value we have to offer? Thursday, May 13, 2010
  22. 22. Learnings to Date focuses the group conversation on what has been learned in four critical areas in the recent past specific to a project, initiative, or strategic efforts. Thursday, May 13, 2010
  23. 23. What does what we’ve learned mean? Of everything that we’ve learned what matters right Thursday, May 13, 2010
  24. 24. Moving into CREATE... Thursday, May 13, 2010
  25. 25. Moving into CREATE... Thursday, May 13, 2010
  26. 26. Change Visions must be collectively built and the priorities of the change vision must originate in the hearts and minds of those doing the work. Thursday, May 13, 2010
  27. 27. The reality of today is that less is more. Why is that so? Because if we focus our attention on what really matters then what we are looking at, and working on, is far more relevant than when we are focused on a broad spectrum of opportunities trying to minimize our risk. Thursday, May 13, 2010
  28. 28. Shared agreement on the priorities of the organization moving forward which provide guidance to workflow planning, resource allocation, and budgeting processes. Thursday, May 13, 2010
  29. 29. An exceptional vision will remain on paper without the means to get to the next steps. Thursday, May 13, 2010
  30. 30. Moving into COMMUNICATE... Thursday, May 13, 2010
  31. 31. Moving into COMMUNICATE... Thursday, May 13, 2010
  32. 32. The success of your plans will depend on the ability of your planners to carry the message from the planning session to the organization in a succinct, powerful, and hopeful way. Thursday, May 13, 2010
  33. 33. The success of your plans will depend on the ability of your planners to carry the message from the planning session to the organization in a succinct, powerful, and hopeful way. Thursday, May 13, 2010
  34. 34. INSPIRE... Thursday, May 13, 2010
  35. 35. Extraordinary leaders cannot do it alone; they must be INSPIRE... adept at building and sustaining large social networks of people engaged in the work. Thursday, May 13, 2010
  36. 36. Tom Hood, III, CPA, CITP tom@macpa.org Gretchen Pisano, MCC, MAPP gretchenpisano@mac.com Thursday, May 13, 2010
  37. 37. Thursday, May 13, 2010
  38. 38. Extra Slides Thursday, May 13, 2010
  39. 39. Insert Text Thursday, May 13, 2010
  40. 40. Thursday, May 13, 2010
  41. 41. Thursday, May 13, 2010

×