Smarter approaches are needed to address increasingly complex and uncertain external factors known as VUCA. Being smart is no longer enough; wisdom is required. Wisdom involves highly proactive, collaborative approaches using quantum science and real-time information to navigate challenges like population growth, climate change, and resource scarcity. Leaders must innovate their behavior to achieve victory rather than become victims in the new reality. Tools like behavioral modeling and mapping processes can support innovative leadership.
Defense Intelligence & The Information ChallengeIBMGovernmentCA
The document discusses the challenges that defense and intelligence agencies face in managing large amounts of information from various sources. It summarizes that agencies now need to transform how they manage threat information due to intensifying threats, more complex threats, and an explosion in data volume, variety, and velocity. It also notes that agency leaders recognize the need for transformation and are defining new requirements to achieve comprehensive, insightful, accurate, and trusted information management through the use of governance, analytics, and technology.
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Slides for the workshop session facilitated by Brian Kelly on “Automated News Feeds (3)” (B5) at the IWMW 2001 event held at Queen's University Belfast on 25-27 June 2001.
See http://www.ukoln.ac.uk/web-focus/events/workshops/webmaster-2001/sessions.html#b5
Big data refers to large and complex datasets that are difficult to process using traditional databases and tools. The rise of big data is due to the massive amounts of data generated by mobile devices, sensors, social networks, and other sources. Companies analyze big data to spot trends, improve research, and gain insights.
One way companies use big data is to personalize the customer experience. By collecting and analyzing customer purchase histories and other information, companies like Amazon can greet customers by name, quickly resolve issues, and avoid unnecessary questions - strengthening the customer relationship.
While big data enables benefits like more efficient disaster response, it also raises privacy concerns if personal information is collected and shared without consent. Overall, big data will continue changing
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Slides for a talk on "E-Learning at SHU" given by Paul Helm at the IWMW 2001 event held at Queen's University Belfast on 25-27 June 2001.
See http://www.ukoln.ac.uk/web-focus/events/workshops/webmaster-2001/sessions.html#speaker-2
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The document discusses the challenges that defense and intelligence agencies face in managing large amounts of information from various sources. It summarizes that agencies now need to transform how they manage threat information due to intensifying threats, more complex threats, and an explosion in data volume, variety, and velocity. It also notes that agency leaders recognize the need for transformation and are defining new requirements to achieve comprehensive, insightful, accurate, and trusted information management through the use of governance, analytics, and technology.
Human Impact on Information Security - Computer Society of India Conference, ...Anup Narayanan
This document discusses creating an effective information security culture through changing employee behavior. It notes that most security issues stem from cultural problems rather than technical failures. Awareness alone is not enough to create the desired behavior - there must also be enforcement. The solution proposed uses a methodology called HIMIS to assess the current culture and define desired behaviors. Information security champions are selected to increase awareness and provide feedback, while enforcement strategies are developed by the core security team. Regular audits and consistency over time are needed to influence behavior through consequences and repetition. The goal is to progress employees from having no awareness to knowing the rules but not following them, to ultimately knowing and practicing secure behaviors.
This document provides an overview of critical thinking, situation awareness, and decision making. It discusses threat and error management and how critical thinking, situation awareness, and decision making are essential processes in TEM. The document covers topics like gathering data, understanding information, planning ahead, assessing risks, and making choices to control thinking and improve safety. It emphasizes controlling biases, seeking multiple perspectives, and continuously learning to enhance expertise.
Slides for the workshop session facilitated by Brian Kelly on “Automated News Feeds (3)” (B5) at the IWMW 2001 event held at Queen's University Belfast on 25-27 June 2001.
See http://www.ukoln.ac.uk/web-focus/events/workshops/webmaster-2001/sessions.html#b5
Big data refers to large and complex datasets that are difficult to process using traditional databases and tools. The rise of big data is due to the massive amounts of data generated by mobile devices, sensors, social networks, and other sources. Companies analyze big data to spot trends, improve research, and gain insights.
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Slides for a talk on "E-Learning at SHU" given by Paul Helm at the IWMW 2001 event held at Queen's University Belfast on 25-27 June 2001.
See http://www.ukoln.ac.uk/web-focus/events/workshops/webmaster-2001/sessions.html#speaker-2
Barclay Jones and Bond Adapt deliver a webinar explaining why you should be using instagram as part of your social recruitment strategy and what tools out there can make life a little easier for you! Repost, share, snap and like - Love Instagram!
Read more: http://www.barclayjones.com/blog/social-media-for-recruiters/webinar-why-and-how-recruiters-should-be-using-instagram/
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The value from traditional principles related to analyzing market or social environments is becoming extremely limited. Current and emerging issues facing the world today are more complex and dynamic in nature than in decades and generations past. Traditional, simple, and historic demographic based data isn't sophisticated enough to properly quantify the characteristics of these more complex and dynamic market and social environments.
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Read more: http://www.barclayjones.com/blog/social-media-for-recruiters/webinar-why-and-how-recruiters-should-be-using-instagram/
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Managing with VUCA: Breaking the Corporate Addiction to Luck and HopeDavid Sypnieski
The value from traditional principles related to analyzing market or social environments is becoming extremely limited. Current and emerging issues facing the world today are more complex and dynamic in nature than in decades and generations past. Traditional, simple, and historic demographic based data isn't sophisticated enough to properly quantify the characteristics of these more complex and dynamic market and social environments.
An evolved set of skills, tools and processes are required to develop successful corporate strategies and thrive in the "Social Economy". In the Social Economy, principles that drove business strategy now expose companies to a tremendous amount of risk due to what is known as the VUCA context. Successfully navigating VUCA with Traditional Strategies requires a significant amount of Hope and Luck. Evolved leaders and strategies engage in activities that on the surface counter the intuition of Traditional Strategists, but ultimately drive out an organization's reliance on Hope and Luck to survive.
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The 5 steps towards successful disruptive innovation are:
1. Positioning through competitive strategy analysis
2. Clarity of vision and intention through socialized strategy
3. Rapid iterative design and development through systems engineering
4. Managing market performance and adoption of disruptive technologies
5. Continuous improvement through systematic review
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Charity Navigator's CEO Debates Hudson Institute Director on the Realities of...CharityNav
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How to become an Analytics-driven organization - and why bother? - IBM Smarte...IBM Sverige
Presentation från IBM Smarter Business 2011. Spår: IBM Cognos Performance.
Information is the oil of the future. It will be the resource running our economy in ways not possible in the past. In this era of extreme information organizations need to understand how to find the information that really matters and how to draw intelligence from it. They need to become Analytics-driven.
Talare: Juha Teljo, Business Analytics Executive.
Mer information på www.smarterbusiness.se
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This document discusses strategic recommendations for Hyundai Motor Corporation regarding their electric/hybrid vehicle strategic business area (SBA). It analyzes Hyundai's history, environmental turbulence in the auto and electric/hybrid industries, strategic aggressiveness and capability responsiveness frameworks. It identifies strategic capability gaps for Hyundai and discusses possibilities and challenges for expanding in China, including political and cultural risks. It also examines sources of resistance to change at Hyundai and recommends a change management strategy of maintained resistance.
The document discusses trends in leisure behavior and participation. It provides data showing shifts away from formal, structured group activities towards more informal, self-directed individual activities. Physical activity levels are increasing overall but still below targets, and decrease with age. Participation in team sports is declining while creative/cultural activities are growing in popularity. The document analyzes emerging leisure classes and barriers to participation to help recreation organizations better position their services.
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2. It provides examples of how managers can measure their score on different risk factors within each dimension, such as rate of expansion, rewards for risk-taking, and gaps in diagnostic performance measures.
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When crisis hits! the importance of being preparedText100
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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
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/