This document discusses open innovation and collaborative mindsets. It argues that open innovation is not just a fad, but rather a new era that will transform all aspects of human life. The most important skill of the 21st century is cognitive and interpersonal intelligence (CIQ). There is potential for "win-win-win" scenarios through collaboration instead of competition. It also discusses how hierarchies are being dissolved and networks are emerging in a globalized, participatory society. Leaders need collaborative qualities like being possibility-focused, open, responsive, networked, resilient, empathic and coachable. Co-coaching and co-learning can boost collaborative skills.
Keynote for senior managers of Novartis on how to influence people and strategies ethically and effectively in matrix organisations and networks / collaborations. Includes latest research from social psychology, neuroscience and behavioral economics. June 2011.
This document discusses the transition from tribal societies to hierarchical societies to market societies and now to networked societies. It argues that power is increasingly lying at the edges in soft, peer power as opposed to hierarchical power. The operating system of networks is underpinned by values of openness, cooperation, collective intelligence and common purpose. True innovation and breakthroughs require collaboration and co-creation across networks as no single person, enterprise or state can achieve goals alone today.
PwC has published a report titled "Cities of Opportunity" for the past 4 years. The report examines what makes cities successful by taking a holistic look at 21 global cities. The central thesis is that cities that are well-balanced for both businesses and residents will fare better. The report reflects PwC's views on city management and takes both quantitative and qualitative approaches. It aims to identify factors that contribute to cities' successes and shortcomings, ultimately substantiating the report's central thesis. The goal is for government leaders to utilize the findings to improve their cities.
The document discusses challenges facing education systems in developed countries. Population aging and global mobility will increase pressure to focus on retaining young talent and adapting curricula for new cultures. Emerging economies are producing more graduates, becoming new competitors. Education must focus on teaching skills like entrepreneurship, collaboration, and business modeling. New learning methods like e-learning and gaming are also discussed.
The document discusses the rise of intelligent communities and their importance for economic and social development in the 21st century. It outlines ICF's mission to study and share best practices of intelligent communities to help all communities. It explains the dynamics of the broadband economy and how communities can enter the 21st century by becoming "Louie" communities that leverage broadband for innovation and collaboration.
This document provides an overview of Generation Z and their impact on luxury brand management. It discusses their characteristics as digital natives who are highly participative. It also outlines how luxury brand management is shifting from a top-down approach to a 360 degree model where consumers co-create brand meaning through social media and user reviews. Brands must provide virtual and real experiences to build meaningful connections with Generation Z, who will make up a larger percentage of luxury consumers in the future.
Andy Hines: A dozen surprises about the future of workKristin Wolff
1. Augmented humans will present challenges as enhancements become more common. Organizations will need policies on augmented workers.
2. Emerging markets will influence work culture as their position improves. Organizations will need to adapt to new market powers.
3. Intelligence technologies could migrate into infrastructure, devices, or humans, shifting decision-making burdens. Organizations will face challenges integrating intelligence.
4. Payment models may follow trends like Radiohead's optional payment, based on project success not hours.
Keynote for senior managers of Novartis on how to influence people and strategies ethically and effectively in matrix organisations and networks / collaborations. Includes latest research from social psychology, neuroscience and behavioral economics. June 2011.
This document discusses the transition from tribal societies to hierarchical societies to market societies and now to networked societies. It argues that power is increasingly lying at the edges in soft, peer power as opposed to hierarchical power. The operating system of networks is underpinned by values of openness, cooperation, collective intelligence and common purpose. True innovation and breakthroughs require collaboration and co-creation across networks as no single person, enterprise or state can achieve goals alone today.
PwC has published a report titled "Cities of Opportunity" for the past 4 years. The report examines what makes cities successful by taking a holistic look at 21 global cities. The central thesis is that cities that are well-balanced for both businesses and residents will fare better. The report reflects PwC's views on city management and takes both quantitative and qualitative approaches. It aims to identify factors that contribute to cities' successes and shortcomings, ultimately substantiating the report's central thesis. The goal is for government leaders to utilize the findings to improve their cities.
The document discusses challenges facing education systems in developed countries. Population aging and global mobility will increase pressure to focus on retaining young talent and adapting curricula for new cultures. Emerging economies are producing more graduates, becoming new competitors. Education must focus on teaching skills like entrepreneurship, collaboration, and business modeling. New learning methods like e-learning and gaming are also discussed.
The document discusses the rise of intelligent communities and their importance for economic and social development in the 21st century. It outlines ICF's mission to study and share best practices of intelligent communities to help all communities. It explains the dynamics of the broadband economy and how communities can enter the 21st century by becoming "Louie" communities that leverage broadband for innovation and collaboration.
This document provides an overview of Generation Z and their impact on luxury brand management. It discusses their characteristics as digital natives who are highly participative. It also outlines how luxury brand management is shifting from a top-down approach to a 360 degree model where consumers co-create brand meaning through social media and user reviews. Brands must provide virtual and real experiences to build meaningful connections with Generation Z, who will make up a larger percentage of luxury consumers in the future.
Andy Hines: A dozen surprises about the future of workKristin Wolff
1. Augmented humans will present challenges as enhancements become more common. Organizations will need policies on augmented workers.
2. Emerging markets will influence work culture as their position improves. Organizations will need to adapt to new market powers.
3. Intelligence technologies could migrate into infrastructure, devices, or humans, shifting decision-making burdens. Organizations will face challenges integrating intelligence.
4. Payment models may follow trends like Radiohead's optional payment, based on project success not hours.
The document discusses the concepts of disruptive innovation and collaborative innovation to create radical change. It advocates switching from the status quo by breaking conventions and assumptions to build new models that make existing ones obsolete. Examples are provided of how Kodak failed to innovate digitally and how the PC opened up computing to everyday users through a breakthrough concept.
The workbook provides templates and prompts to guide self-reflection exercises around topics like personal purpose and vision, understanding human nature, identifying problems in the system, generating breakthrough ideas, and developing an impact model. Users are prompted to fill in blanks and answers to thought-provoking questions in order to develop insights that could form the basis for social or environmental initiatives.
Science for Change Agents, Innovators & Entrepreneurs. Day 3
Complex systems in nature
Self-organisation & entropy
Chaos Theory & Modelling Chaos
Scale-free Networks & Power Laws
Designing resilient and self-organising human systems
The Cynefin Codel: Change Making in Simple, Complicated, Complex and Chaotic real-world contexts
MASTERCLASS FOR KAOS PILOTS, DENMARK
How cynefin model improves lean implementationPierre E. NEIS
The document discusses how the Cynefin model can improve lean implementation. It provides an overview of the Cynefin framework, which categorizes systems as simple, complicated, complex, or chaotic. This helps tailor leadership approaches and process improvement methods. The Cynefin model supports lean tools by assessing whether a situation requires directive changes or emergent solutions. It can help design effective processes for 5S, waste reduction, PDCA cycles, and other lean best practices. Overall, Cynefin provides a systematic approach to continuous improvement that considers the dynamics of each situation.
Understanding complexity - The Cynefin frameworkKeith De La Rue
A brief overview of the Cynefin framework, with discussion on complexity, and why it is important to understand how organisations work in order to implement change.
The document provides an overview of innovation and collaboration. It discusses that innovation is inherently risky but building an innovation mindset can help overcome challenges. True innovation requires being creative, courageous, collaborative, curious and committed. Networks are replacing hierarchies, and problems are too complex for any single organization to solve alone, requiring collaboration between competitors. Together, through collaboration and leveraging each other's ideas, more is possible than working alone.
The document discusses the rise of collaborative economy and networks as a new model of social and economic organization that is replacing older hierarchical and market-based systems. It argues that collaboration is necessary due to increasing complexity, interdependence and scarcity of resources. The keys to succeeding in this new environment include co-creation, sharing knowledge and resources openly through networks, trusting others and seeking win-win partnerships through a collaborative mindset.
The document discusses collaboration and innovation. It argues that collaboration is needed to solve complex problems, as no single person or organization has enough resources or expertise to work alone. Effective collaboration depends on diversity, networks, trust and self-organization. When people from different backgrounds work together, it leads to better ideas and outcomes than a small group of similar experts. The document promotes opening up to new ideas from others and working with a variety of partners and stakeholders to achieve shared goals.
This document discusses innovation and collaboration. It defines innovation as a way of being that is creative, courageous, collaborative, contributive, connected and committed. It argues that innovation is never a solo pursuit and that true innovation happens through networks as people collaborate to solve complex problems. The key messages are that no single organization can understand how to solve complex issues alone, intelligence and creativity exist in crowds, and that through collaboration, win-win outcomes are possible.
This document discusses how global operating systems have changed over time from tribes to hierarchies to markets and now to networks. It notes how the rise of technologies like social media, smartphones, and the internet have empowered individuals and enabled new forms of peer collaboration and sharing. It argues that businesses must adapt to this new networked environment by opening up, collaborating externally, focusing on relationships over transactions, and sharing risks and rewards to remain relevant in this new era.
This document discusses co-creation and innovation in networks and collaborative environments. Some key points:
- Hierarchies are being dissolved in a globalized, participatory, and networked society where innovation happens through co-creation in networks rather than top-down directives.
- Crises create opportunities for positive change through collaboration and designing solutions together rather than maintaining the status quo.
- The most important skill of the 21st century is excelling at co-creation through radical collaboration and questioning assumptions to solve complex issues no single organization can understand alone.
- Together through co-creation, everything is possible and a once-in-a-generation opportunity exists to co-create a radically better world that works for
This document discusses breakthrough innovation and leadership. It defines breakthrough social innovation as impactfully leveraging ideas for social good in a way that permanently solves or greatly reduces a major social problem. It notes that breakthrough innovation is systemic, sustainable, scalable, and self-organizing. However, achieving true breakthrough is difficult due to risk aversion and other organizational constraints. Breakthrough requires embracing ambiguity and cultivating networks. Human-centered design alone often leads to incremental outcomes. The document profiles possibility-oriented, open, responsive, networked, resilient, empathic, and coachable leadership as key to breakthrough innovation.
Leveraging the Present, Preparing for the FutureCarlos Dominguez
The document discusses how companies must embrace disruption and change in today's technological landscape. It notes that the pace of change is rapid, with new technologies and business models emerging constantly. It advocates that companies leverage disruption, experimentation, and collaboration to survive and thrive. The document provides several suggestions companies can take such as embracing social media, focusing on disruptive innovation, imagining the future, experimenting over focusing on ROI, leveraging technology, and implementing effective collaboration across divisions.
This document discusses implementing innovation through collaboration, specifically focusing on mobility issues. It advocates for open innovation where ideas are leveraged together so risks and rewards are shared. It argues that incremental changes to existing systems will not create revolution, while disruptive new behaviors can transform the status quo. Hierarchies tend to maintain the status quo through outdated assumptions, while networks allow for innovation through affinities and collaboration around shared goals. The document provides principles for effective collaboration, noting that no single organization can solve complex issues alone and that together through co-creation, ambitious goals are possible.
This document discusses the shift from traditional hierarchical operating systems to a new networked operating system. It argues that networks based on collaboration, cooperation, and collective intelligence are increasingly powering business, culture and society. The networked OS is underpinned by connections, shared values, openness and a desire for positive social change over individual ownership. Leading in this new system requires tearing down walls, welcoming outside perspectives, engaging in common purpose through storytelling, and supporting others through uncertainty. Those who learn to collaborate most effectively will succeed in today's changing environment.
Innovating with the Consumers: The Co-Creation for Marketing Research - Andre...OpenKnowledge srl
A dairy producer commissioned Nextplora to lead research on developing a new corporate website. Nextplora conducted an online market research community to get input from fans and experts on the brand regarding the role and content of the new site. Over 140 participants were recruited from the company's promotional databases. The research aimed to understand consumer expectations for the online presence, identify a positioning concept, and test which services and features would make interactions with the site meet expectations.
Bonchek - MIT Social Leadership - 18Mar12Mark Bonchek
This document discusses the shift from traditional business hierarchies and models to new social architectures enabled by networked technologies. It argues that successful 21st century leaders will transform their leadership approach and organizational structures. The principles of social architecture that will be covered include moving from audiences to communities, hierarchies to networks, control to empowerment, consumers to creators, and targets to orbits. Real world examples will be used to apply these concepts. The overall goal is to gain insight into social leadership in a networked world.
This document discusses the rise of Society 3.0, characterized by connectivity, collaboration, and shared ownership through digital platforms. Key points include:
- Digital platforms are allowing for new forms of shared ownership, access over ownership, and decentralized organizations. This is shifting economic value creation away from traditional industries and companies.
- Physical platforms like robots and 3D printing combined with AI are automating many jobs while also creating new opportunities for entrepreneurs through makers platforms.
- The collaborative economy is demonstrating the power of platforms to enable shared hospitality, insurance, travel and more through online marketplaces that connect providers with customers.
- Successful platforms are merging global reach with support for local networks and communities, facilitating new connections,
The Korean government invested heavily in developing world-class physical infrastructure like broadband internet to provide the foundation or "highway" for knowledge flow and innovation. This helped boost Korea's "REACH-factor".
The document discusses the concepts of disruptive innovation and collaborative innovation to create radical change. It advocates switching from the status quo by breaking conventions and assumptions to build new models that make existing ones obsolete. Examples are provided of how Kodak failed to innovate digitally and how the PC opened up computing to everyday users through a breakthrough concept.
The workbook provides templates and prompts to guide self-reflection exercises around topics like personal purpose and vision, understanding human nature, identifying problems in the system, generating breakthrough ideas, and developing an impact model. Users are prompted to fill in blanks and answers to thought-provoking questions in order to develop insights that could form the basis for social or environmental initiatives.
Science for Change Agents, Innovators & Entrepreneurs. Day 3
Complex systems in nature
Self-organisation & entropy
Chaos Theory & Modelling Chaos
Scale-free Networks & Power Laws
Designing resilient and self-organising human systems
The Cynefin Codel: Change Making in Simple, Complicated, Complex and Chaotic real-world contexts
MASTERCLASS FOR KAOS PILOTS, DENMARK
How cynefin model improves lean implementationPierre E. NEIS
The document discusses how the Cynefin model can improve lean implementation. It provides an overview of the Cynefin framework, which categorizes systems as simple, complicated, complex, or chaotic. This helps tailor leadership approaches and process improvement methods. The Cynefin model supports lean tools by assessing whether a situation requires directive changes or emergent solutions. It can help design effective processes for 5S, waste reduction, PDCA cycles, and other lean best practices. Overall, Cynefin provides a systematic approach to continuous improvement that considers the dynamics of each situation.
Understanding complexity - The Cynefin frameworkKeith De La Rue
A brief overview of the Cynefin framework, with discussion on complexity, and why it is important to understand how organisations work in order to implement change.
The document provides an overview of innovation and collaboration. It discusses that innovation is inherently risky but building an innovation mindset can help overcome challenges. True innovation requires being creative, courageous, collaborative, curious and committed. Networks are replacing hierarchies, and problems are too complex for any single organization to solve alone, requiring collaboration between competitors. Together, through collaboration and leveraging each other's ideas, more is possible than working alone.
The document discusses the rise of collaborative economy and networks as a new model of social and economic organization that is replacing older hierarchical and market-based systems. It argues that collaboration is necessary due to increasing complexity, interdependence and scarcity of resources. The keys to succeeding in this new environment include co-creation, sharing knowledge and resources openly through networks, trusting others and seeking win-win partnerships through a collaborative mindset.
The document discusses collaboration and innovation. It argues that collaboration is needed to solve complex problems, as no single person or organization has enough resources or expertise to work alone. Effective collaboration depends on diversity, networks, trust and self-organization. When people from different backgrounds work together, it leads to better ideas and outcomes than a small group of similar experts. The document promotes opening up to new ideas from others and working with a variety of partners and stakeholders to achieve shared goals.
This document discusses innovation and collaboration. It defines innovation as a way of being that is creative, courageous, collaborative, contributive, connected and committed. It argues that innovation is never a solo pursuit and that true innovation happens through networks as people collaborate to solve complex problems. The key messages are that no single organization can understand how to solve complex issues alone, intelligence and creativity exist in crowds, and that through collaboration, win-win outcomes are possible.
This document discusses how global operating systems have changed over time from tribes to hierarchies to markets and now to networks. It notes how the rise of technologies like social media, smartphones, and the internet have empowered individuals and enabled new forms of peer collaboration and sharing. It argues that businesses must adapt to this new networked environment by opening up, collaborating externally, focusing on relationships over transactions, and sharing risks and rewards to remain relevant in this new era.
This document discusses co-creation and innovation in networks and collaborative environments. Some key points:
- Hierarchies are being dissolved in a globalized, participatory, and networked society where innovation happens through co-creation in networks rather than top-down directives.
- Crises create opportunities for positive change through collaboration and designing solutions together rather than maintaining the status quo.
- The most important skill of the 21st century is excelling at co-creation through radical collaboration and questioning assumptions to solve complex issues no single organization can understand alone.
- Together through co-creation, everything is possible and a once-in-a-generation opportunity exists to co-create a radically better world that works for
This document discusses breakthrough innovation and leadership. It defines breakthrough social innovation as impactfully leveraging ideas for social good in a way that permanently solves or greatly reduces a major social problem. It notes that breakthrough innovation is systemic, sustainable, scalable, and self-organizing. However, achieving true breakthrough is difficult due to risk aversion and other organizational constraints. Breakthrough requires embracing ambiguity and cultivating networks. Human-centered design alone often leads to incremental outcomes. The document profiles possibility-oriented, open, responsive, networked, resilient, empathic, and coachable leadership as key to breakthrough innovation.
Leveraging the Present, Preparing for the FutureCarlos Dominguez
The document discusses how companies must embrace disruption and change in today's technological landscape. It notes that the pace of change is rapid, with new technologies and business models emerging constantly. It advocates that companies leverage disruption, experimentation, and collaboration to survive and thrive. The document provides several suggestions companies can take such as embracing social media, focusing on disruptive innovation, imagining the future, experimenting over focusing on ROI, leveraging technology, and implementing effective collaboration across divisions.
This document discusses implementing innovation through collaboration, specifically focusing on mobility issues. It advocates for open innovation where ideas are leveraged together so risks and rewards are shared. It argues that incremental changes to existing systems will not create revolution, while disruptive new behaviors can transform the status quo. Hierarchies tend to maintain the status quo through outdated assumptions, while networks allow for innovation through affinities and collaboration around shared goals. The document provides principles for effective collaboration, noting that no single organization can solve complex issues alone and that together through co-creation, ambitious goals are possible.
This document discusses the shift from traditional hierarchical operating systems to a new networked operating system. It argues that networks based on collaboration, cooperation, and collective intelligence are increasingly powering business, culture and society. The networked OS is underpinned by connections, shared values, openness and a desire for positive social change over individual ownership. Leading in this new system requires tearing down walls, welcoming outside perspectives, engaging in common purpose through storytelling, and supporting others through uncertainty. Those who learn to collaborate most effectively will succeed in today's changing environment.
Innovating with the Consumers: The Co-Creation for Marketing Research - Andre...OpenKnowledge srl
A dairy producer commissioned Nextplora to lead research on developing a new corporate website. Nextplora conducted an online market research community to get input from fans and experts on the brand regarding the role and content of the new site. Over 140 participants were recruited from the company's promotional databases. The research aimed to understand consumer expectations for the online presence, identify a positioning concept, and test which services and features would make interactions with the site meet expectations.
Bonchek - MIT Social Leadership - 18Mar12Mark Bonchek
This document discusses the shift from traditional business hierarchies and models to new social architectures enabled by networked technologies. It argues that successful 21st century leaders will transform their leadership approach and organizational structures. The principles of social architecture that will be covered include moving from audiences to communities, hierarchies to networks, control to empowerment, consumers to creators, and targets to orbits. Real world examples will be used to apply these concepts. The overall goal is to gain insight into social leadership in a networked world.
This document discusses the rise of Society 3.0, characterized by connectivity, collaboration, and shared ownership through digital platforms. Key points include:
- Digital platforms are allowing for new forms of shared ownership, access over ownership, and decentralized organizations. This is shifting economic value creation away from traditional industries and companies.
- Physical platforms like robots and 3D printing combined with AI are automating many jobs while also creating new opportunities for entrepreneurs through makers platforms.
- The collaborative economy is demonstrating the power of platforms to enable shared hospitality, insurance, travel and more through online marketplaces that connect providers with customers.
- Successful platforms are merging global reach with support for local networks and communities, facilitating new connections,
The Korean government invested heavily in developing world-class physical infrastructure like broadband internet to provide the foundation or "highway" for knowledge flow and innovation. This helped boost Korea's "REACH-factor".
Seduction Of The Swarm: Understanding patterns of online participationKevin Lim
I was invited to give an online guest lecture on emerging web technology. I chose to build on the collective intelligence series I've been working on, so I'll be presenting this LIVE via Google Docs and Skype. This invitation came from an Information Systems instructor at the Robert H. Smith School of Business, University of Maryland College Park.
See full blog post about this presentation at http://theory.isthereason.com/?p=1982
The document discusses the opportunity presented by Eikonicopolis, a proposed virtual world. It identifies four problems with existing virtual worlds: lack of social responsibility, inability to transfer social capital between worlds, lack of diverse governance models, and privacy being traded for commercial interests.
To address these problems, Eikonicopolis would implement the following solutions: 1) an economic system based on euergetism where reputation and status is earned through contributions to the community, 2) use of an ePortfolio that allows users to maintain their identity and social capital across worlds, 3) a governance model based on Goertzelian principles of diversity and separation of power, and 4) inversion of the current data model so
This document outlines the rise of Society 3.0, characterized as a "chaordic society" where connected people collaborate through shared platforms and networks. Key trends include the rise of digital nomads, the importance of cities over countries, access over ownership, an internet of things smarter than humans, and virtual and decentralized autonomous platforms ruling various industries. New economic models are emerging around collaborative consumption, hospitality, insurance, travel and more. This document advocates for a collaborative ecosystem connecting stakeholders through shared workspaces to foster unexpected encounters, cross-pollination of ideas, and opportunities that can lead to new jobs, projects or companies through serendipity.
A hybrid MMORPG-virtual world called Eikonico would allow players to explore concepts like transhumanism, resource-based economics, and singularitarianism through gameplay, while building a sense of community. The game incorporates unique features like self-governance models, an avatar ePortfolio to transfer social capital between virtual worlds, and a system of "euergetism" where players gain reputation and influence by contributing funds, services, or products to the community. These innovations aim to address issues like lack of social responsibility in virtual markets, inability to transfer social capital, governance problems like anarchy, and privacy/data concerns by inverting standard models to prioritize player interests over corporate data collection.
The Great Recession has changed consumer attitudes and behaviors. Most consumers report not feeling better about their economic situation and are not spending more on discretionary items. As a result, consumers are engaging in more frugal behaviors like staying home for vacations, sharing items with others, declaring bankruptcy, eating at home more, and using store brands and coupons. Marketers have been put on notice that they need to show more empathy for consumers who no longer see themselves as "walking wallets." Even luxury brands are adapting by offering more affordable options. The document argues that to understand today's "Sovereign Consumer," marketers need to consider a wide range of cultural, environmental, technological and other factors that influence consumer behavior
The document discusses the opportunities and risks of generative AI (GenAI) for leaders. It notes that GenAI could enable unprecedented positive impact but also dangers if not addressed. It provides 5 steps leaders should take: 1) learn GenAI fundamentals, 2) explore available GenAI services, 3) get inspired by opportunities, 4) understand hazards, and 5) take safe initial steps to unlock potential while avoiding harms. Leaders are encouraged to ground their purpose and integrity amid the possibilities and existential risks of GenAI.
Keynote for Conscious Life Expo introducing a revolutionary new framework that drives breakthroughs towards thriving in any human system. It's a comprehensive integration of science and wisdom focused on encouraging transformational change.
This document outlines Nick Jankel's views on the future of business and leadership. It discusses how business has evolved from small human networks based on trust, to shareholder capitalism focused on profit, to the modern corporate structure designed for efficiency. However, this has led to issues like worker disengagement, stress, and lack of purpose. The document argues this is an opportunity to transition to Enterprise 3.0, with businesses focused on delivering purpose to communities through creativity and a collective spirit. It provides Nick's perspective on leadership approaches needed to drive this transition, such as presence, wisdom, collaboration and influencing change.
This document discusses the importance and power of storytelling for leaders. It explains that storytelling is how human brains naturally communicate and process information. Stories are an evolutionary advantage as they package reason and emotion in a way that prompts an immediate response. The document outlines some of the challenges leaders face in influencing others and creating change, such as short attention spans, risk aversion, competing narratives, and groupthink. It argues that storytelling is a vital skill for leaders to overcome these challenges, connect with people, and influence behavior. Effective stories create meaning, project visions of the future, and engage others in possibilities for change. The final sections provide examples of how to transform problems and ideas into compelling stories that build momentum for new realities.
WECREATE Worldwide is a company established in 2005 to support organizations and leaders in achieving breakthrough innovation and leadership. They work with clients on processes for breakthrough innovation in products, services, experiences and brands. They also provide leadership development training. The document discusses WECREATE's approach of using "Breakthrough Biodynamics" to create leverage ideas and impact the future in unexpected ways. It provides examples of past breakthrough innovations and discusses challenges organizations face in embracing future changes.
How to use commercial innovation techniques - particularly strategic breakthrough innovation - in the public sector; and how to lead innovation in government and non-profits. Includes an introduction to Breakthrough Biodynamics. Taught at SciencePo Feb 2015
The document discusses collaborative innovation and breakthrough thinking. It describes how collaboration allows teams to solve more ambitious problems, generate more diverse ideas and solutions, and implement solutions faster, cheaper and better. The document also discusses how problems are crucial to creativity, and outlines a breakthrough innovation process involving inspiring people to change, igniting passion around problems, collaborating for solutions, gaining deep insights, implementing strategies, and inventing new models.
The latest neuroscience of the masculine and what it means to be a man. The difference between the brains of men and women, neuropeptides and hormones like dopamine and testosterone, what brings men to life and opportunities for brands to empower men.
A keynote to NHS Leadership Academy on how to lead for impact in complex systems and a networked reality. Includes insight on breakthrough innovation, the science of breakthrough, the neurobiology of breakthrough and our Breakthrough Innovation Engine.
The document discusses 3 disruptors to business and life as we know it: 1) Understanding of how our world works is changing, 2) Understanding of how we interact and organize is changing, 3) Understanding of the stories we can and must tell is changing. It provides examples of each disruptor and argues that businesses must adapt to thrive by focusing on contribution, connection, and creativity rather than outdated assumptions and models.
This document provides guidance on using storytelling for leadership. It outlines an 8-stage storytelling engine to craft an effective narrative: 1) Connect with the problem or need, 2) Provide context for past failures and solutions, 3) Question assumptions, 4) Present a creative shift in thinking, 5) Introduce the concept or solution, 6) Convey conviction in the vision, 7) Describe concrete impacts, and 8) Call the audience to action. Each stage focuses the narrative and moves it forward to inspire and engage the audience in creating change. The overall message is that storytelling allows leaders to effectively frame issues, showcase new ideas, and motivate others in a way that taps into human psychology.
1) The document discusses breakthrough innovation and leadership through quotes and graphics. It promotes switching to a growth mindset and embracing creative thinking.
2) It provides tools and models for generating breakthrough ideas, such as considering more insightful beliefs and future-positive propositions.
3) The document advertises the author's upcoming book and services for organizations seeking breakthrough, and calls the reader to join the movement towards a more innovative world.
Brief history of science from Aristotle, Galileo, Bacon, Descartes to Max Weber, Foucault
Theories of Science: Induction, deduction
Critical thinking of science
This document discusses breakthrough innovation and leadership. It emphasizes that breakthroughs come from embracing chaos and ambiguity, and letting go of assumptions. True insights are empowering, enlightening, and liberating. They allow organizations to create business models that deliver purpose and bring about a brilliant world. The document promotes harnessing creativity to solve problems, empower communities, and express our potential to make a positive impact.
This document provides a summary of the history and evolution of science from ancient times to the present. It begins with early natural sciences and philosophers like Aristotle and progresses through major developments and shifts in paradigms. These include the scientific revolution of the 16th-17th centuries with figures like Copernicus, Galileo, Newton establishing modern science. It then discusses developments in the 19th century like Darwin's theory of evolution, germ theory, and advances in physics. The 20th century brought developments like relativity, quantum mechanics, and the growing role of science in technology and warfare. The document raises questions about the nature, goals, and social construction of science as well as critiques like those of Kuhn and Foucault regarding parad
This document discusses how to lead with disruption and innovation in yourself and your team. It encourages embracing change and letting go of old patterns to allow for breakthrough ideas. Switched on leaders are open-minded and willing to challenge assumptions to create possibilities at the edge of chaos. They stay open in the face of fear and criticism by being connected, proactive, and focused on possibility rather than problems.
This document provides an overview of Nick Jankel and his company Wecreate, which delivers social and sustainable innovation through coaching programs. Wecreate designs leadership programs to catalyze continuous breakthroughs for leaders and the systems they influence. The document discusses concepts like switched on leadership, embracing change and chaos to find opportunities, and the importance of collaboration. It emphasizes staying open-minded and open-hearted in the face of uncertainty to enable breakthrough thinking. The goal is to provide tools to impactful innovators and leaders to build a more thriving world.
This document discusses switched on leadership and innovation at the edge of chaos. It begins with an introduction to Wecreate, a social innovation consultancy, and the Global Leaders Academy which designs leadership programs. The document discusses serving others with insights collected, and creating a safe space for discussion. It explores topics like biomimicry, networks, and working at the edge of chaos and ambiguity where new ideas are born. It presents frameworks and tools for breakthrough thinking to solve problems in new ways. It emphasizes open-minded, intuitive leadership of head, heart and hands to thrive in times of change.
2. BUILDING THE CAPACITY FOR LEADERS & ORGS TO
INNOVATE COLLABORATIVELY &
PURPOSEFULLY
THROUGH CAPACITY BUILDING, TRAINING, COACHING
& ORG DESIGN
3.
4.
5. IN THIS SESSION
OI IS NOT JUST A FAD. A NEW AGE THAT WILL
CHANGE EVERY PART OF HUMAN LIFE
CIQ MOST IMPORTANT SKILL OF 21ST C
THERE IS ALWAYS A WIN WIN WIN
11. NETWORK
EFFECT
INNOVATION OF NEW ARTIFACTS, EMBEDDED IN
NEW COLLECTIVE ACTIVITIES, GENERATES NEW
ORGS LEADS TO NEW VALUES AND NEW NEEDS
AND NEW INNOVATIONS
12. PRINTING
PRESS
PAPER, BOOKS, SALES FORCE, TRAVEL,
PAMPHLETS, IDEAS, NEW ORGANISATIONS, NEW
POLITICAL PARTIES, NEW STATES, NEW FORMS
OF LEARNING
13. THE WAY TO CREATE VALUE
CHANGES AS SOCIETY
CHANGES
HIERARCHIES /
BUREAUCRACIES
TRIBES /
CLASS MARKETS
14. TRIBE (CLASS) HIERARCHY MARKET
POWER THROUGH
CENTRAL STRENGTH THROUGH REWARDS THROUGH
AUTHORITY
IDEA SOLIDARITY COMPETITION
(VIOLENCE)
FEAR AND VESTED GREED & SELF-
MOTIVES LOYALTY AND KIN
INTEREST INTEREST
VALUE CONQUER NATIONS & ECONOMIES OF SCALE
COLLECTIVE LABOUR
CREATION MARKETS & PROPRIETARY IP
RESOURCES GIVEN TO RESOURCE TAKEN BY RESOURCE EARNT BY
ECONOMY
STRONG IN FEALTY POWERFUL INGENUITY & EFFORT
TYPES OF ENTREPRENEUR /
HERO AUTOCRAT
LEADER TECHNOCRAT
15. WHAT NEXT?
HIERARCHIES /
BUREAUCRACIES ?
TRIBES /
CLASS MARKETS
32. WWW
WEB, DOT COMS, VC’S, INCUBATORS, SOCIAL
NETWORKING, FILE SHARING, WEB 2.0,
CROWD-SOURCING, NEED TO COLLABORATE,
NEW FORMS IP, NEW LAWS ETC ETC
33. “A revolution doesn't
happen when society
adopts new tools. It
happens when society
adopts new behaviours.”
CLAY SHIRKY
34. HIERARCHIES ARE
BEING DISSOLVED IN A
GLOBALISED
PARTICIPATORY
NETWORKED SOCIETY
www.wecreate.c 34
c
35. HIERARCHIES /
NETWORKS
BUREAUCRACIES
TRIBES /
CLASS MARKETS
36. TRIBE (CLASS) HIERARCHY MARKET NETWORK
POWER THROUGH FLOURISHING
CENTRAL STRENGTH THROUGH REWARDS THROUGH
AUTHORITY THROUGH
IDEA SOLIDARITY COMPETITION
(VIOLENCE) CO-CREATION
COMMON PURPOSE &
FEAR AND VESTED GREED & SELF-
MOTIVES LOYALTY AND KIN COLLECTIVE
INTEREST INTEREST
BETTERMENT
VALUE COLLECTIVE CONQUER NATIONS & ECONOMIES OF SCALE
CREATION INVENTION MARKETS & PROPRIETARY IP
RESOURCES GIVEN TO RESOURCE TAKEN BY RESOURCE EARNT BY
ECONOMY
STRONG IN FEALTY POWERFUL INGENUITY & EFFORT
TYPES OF ENTREPRENEUR /
HERO AUTOCRAT
LEADER TECHNOCRAT
37. "Predicting the future of the
Internet is easy: anything it
hasn’t yet dramatically
transformed, it will. People,
companies, investors and even
countries can’t stop this
transformation. The only
choice you have is whether
you join the side of innovation
and progress or you don’t.”
CHRIS DIXON
58. TRIBE (CLASS) HIERARCHY MARKET NETWORK
POWER THROUGH FLOURISHING
CENTRAL STRENGTH THROUGH REWARDS THROUGH
AUTHORITY THROUGH
IDEA SOLIDARITY COMPETITION
(VIOLENCE) CO-CREATION
COMMON PURPOSE &
FEAR AND VESTED GREED & SELF-
MOTIVES LOYALTY AND KIN COLLECTIVE
INTEREST INTEREST
BETTERMENT
VALUE CONQUER NATIONS & ECONOMIES OF SCALE ENABLING
COLLECTIVE LABOUR
CREATION MARKETS & PROPRIETARY IP ECOSYSTEMS
RESOURCES GIVEN TO RESOURCE TAKEN BY RESOURCE EARNT BY RESOURCES FLOW TO
ECONOMY
STRONG IN FEALTY POWERFUL INGENUITY & EFFORT OPEN SHARERS
TYPES OF ENTREPRENEUR /
HERO AUTOCRAT COLLABORATOR
LEADER TECHNOCRAT
88. “All power is a trust; we
are accountable for its
exercise; that from the
people, and for the
people all springs, and
all must exist.”
DISRAELI
89.
90. “In the long history of
humankind (and animal
kind, too) those who
learned to collaborate
and improvise most
effectively have
prevailed.”
CHARLES DARWIN
91. IN THIS SESSION
OI IS NOT JUST A FAD. A NEW AGE THAT WILL
CHANGE EVERY PART OF HUMAN LIFE
CIQ MOST IMPORTANT SKILL OF 21ST C
THERE IS ALWAYS A WIN WIN WIN
93. “Be patient toward everything
unresolved in your heart and try to
love the questions themselves...
Do not now seek the answers,
which cannot be given you because
you would not be able to live them.
And the point is, to live everything.
Live the questions now. Perhaps
you will then gradually, without
noticing it, live along some distant
day into the answer.”
RAINER MARIA RILKE
94. IN THIS SESSION
DIFFERENT FORMS OF COLLABORATION REQUIRE
DIFFERENT MINDSETS & TOOLS
COLLABORATIVE LEADERSHIP REQUIRES 7
UNUSUAL QUALITIES
CO-COACHING AND CO-LEARNING BOOST CIQ
98. IN THIS SESSION
DIFFERENT FORMS OF COLLABORATION REQUIRE
DIFFERENT MINDSETS & TOOLS
COLLABORATIVE LEADERSHIP REQUIRES 7
UNUSUAL QUALITIES
CO-COACHING AND CO-LEARNING BOOST CIQ