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Business ecosystems & culture innovation

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Slides for a talk I shared at KM Asia Conference in Hong Kong on the models & thinking that underpinned the design of Amplify to catalyse a learning organisation and culture of innovation and collaboration across business eco-systems

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Business ecosystems & culture innovation

  1. 1. Business eco-systems and a culture of innovation KM Asia, Hong Kong 18 Nov 2015
  2. 2. –George Box, Statistician, 1976 “All models are wrong, but some are useful.”
  3. 3. Dave Snowden: Cynefin Model
  4. 4. https://youtu.be/IGQmdoK_ZfY “Inattentional blindness.” Arien Mack and Irvin Rock in 1992, MIT Press 1998
  5. 5. Incite a culture of challenging the status quo and “having a go”
  6. 6. Change
  7. 7. –Richard Seeley, Emergence in Organisations, 2003 “Emergence is a key property of complex systems. It is also, many believe, the key to fundamental change in human organisations. ….. while emergence is neither predictable nor controllable there are some factors which predispose an organisation towards emergent change. …. these factors can be ‘tuned’ in such a way that not only is the emergence of new patterns made more likely but also that these patterns will be similar to the patterns which are desired by the members of the organisation.”
  8. 8. Seeding Emergence Process Everyone speaks with many others Relevant & ‘irrelevant’ inputs Many short ‘rounds’, iterative, agile Safe, egalitarian environment Freedom within a framework, set a deadline, tight time-keeping Compelling vision, Sit with discomfort and apparent inaction Conditions for emergence Connectivity Diversity Rate of information flow Lack of inhibitors Good boundaries Intention, positive interaction Watchful anticipation
  9. 9. Push ( directed, controlled) Pull ( emergent) Organised in ‘silos’ of accountability 1. Build connectivity Ensure everyone ‘salutes the flag’ 2. Encourage diversity Manage communication messaging 3. Have conversations in corridors Consistent bureaucratic processes 4. Acknowledge & deal with ambiguity Appointed leader is in charge 5. Give everyone an opportunity to lead Announce new changes 6. Seek input on change Tell people what to do 7. Tell people what not to do ( boundaries) Specified objectives and KPIs 8. Agree energising goals, set deadlines Blame people for failures 9. Learn from events Micro-manage & steer 10. Watchful and patient anticipation Emergent design for innovation culture transformation
  10. 10. “The only sustainable competitive advantage is to learn faster than the competition”
  11. 11. Typical L&D investment
  12. 12. From Hierarchy to Wirearchy - credit Jon Husband, 1998
  13. 13. Show and Share EXPO
  14. 14. AMP’s petri-dish for experimentation
  15. 15. From Corporate HQ to festival of learning
  16. 16. Online ideas challenges
  17. 17. Creativity Partnerships
  18. 18. Impact
  19. 19. Old Change/ New change
  20. 20. The new UNICORNS
  21. 21. “Torn Between Two Worlds “Today, leaders and change makers across all institutions are torn between worlds: On the one hand they are confronted with a set of unprecedented 21st- century leadership challenges; and on the other they find themselves equipped with a 20th-century management toolkit that is inadequate to fix the problems they face. Between these two worlds there yawns a wide chasm that today’s leaders struggle to bridge.” – Otta Scharmer, MIT
  22. 22. Thank you

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