How does mindfulness keep your organization's business model relevant today in your marketplace? How mindful are you in managing your energy and those of your team in keeping them motivated to perform in these times of acceleration? How do you empower your people to be mindfully engaged in updating their skills and capabilities and applying these with business impact? How do you mindfully measure behaviour shifts that affect key business metrics? Shift your lens on mindfulness in your business, and see the difference.

1. DRYVONNESUMCSP
GROWTHSTRATEGIST
ORGANIZATIONALMINDFULNESS
&INNOVATION

2. Understanding mindfulness in an accelerated (VUCA) world
• Exploring mindfulness as a way of managing our perceptual filters.
• Navigating trends of developing mindfulness in an accelerated world.
• Connecting mindfulness practice across the individual, the team and the community.
Our objectives
5Echo

3. SURVIVE OR THRIVE

4. THEPARADOXOF MINDFULNESS

5. MINDFULNESS ISMORETHANTHIS

6. MINDFULNESS
UNLOCKSOUR
GENIUSSTATE
…to see the usually unseen…

8. Perceptual Filters Mindfulness loosens habitual filters to
open up new perspectives.
5Echo

9. MODIFYINGFILTERSIN MINDFULNESS

10. The Biology of Mindfulness

11. Jon Kabat-Zinn
Professor of Medicine Emeritus
Stress Reduction Clinic
Center for Mindfulness in Medicine,Healthcare and Society
University of Massachusetts
Mindfulness-Based Stress Reduction (MBSR)
organizational mindfulness

12. the amygdala hijack
Our bodies are
electro-chemical
fizz factories

13. organizational mindfulness
SELF : You need to manage your energy …..lots of sources: your family,
exercise, your spiritual well-being... we had a family meeting every week—the
family BPR ["Business Plan Review"]—where we reviewed what we needed to
do and the support required to get us through the week.
Alan Mulally
Former President & CEO
Ford Motor Company
TEAM : BPR ["Business Plan Review"]—meeting with Ford's executives every
Thursday at 7 a.m. in the "Thunderbird Room" at Ford's headquarters. He keeps
problems & progress front of mind.
ORGANISATION : At a "town meeting" of 100 information technology staffers in
February 2007, Mulally said, "We have been going out of business for 40 years",
and repeated his message to other employee groups.
PHILOSOPHY : Mindful of Problems and Manage your energy to solve them.

14. organizational mindfulness
Antony Lee
General Manager
AIG Malaysia
Our Outthinker Champions within - Growth strategists & catalysts

15. STAYIN WONDER
How curious are you?
Just do it!

17. ORGANIZATIONALMINDFULNESS
INNOVATIONLABORATORY

18. “MY ATTITUDE
WAS THAT
COMPETITION
CAN TRY TO
COPY MY
STYLE. BUT
THEY CAN’T
READ MY
MIND; SO I’LL
LEAVE THEM A
MILE AND
HALF
BEHIND.”

19. FIRST THEY IGNORE YOU,
THEN THEY LAUGH AT YOU,
THEN THEY FIGHT YOU,
THEN YOU WIN.

21. HORSES
RIDER
CARE & TRAINING

22. BREATHE.
DRINK.
FEEL.
REST.
RENEW.
TAKE5NOW

23. NARRATIVE 22
MOVE EARLY TO THE NEXT BATTLEGROUND

24. I JUST THINK A FUTURE IN
WHICH ANYONE CAN
SHOOT STUFF INTO SPACE
IS MORE EXCITING THAN
ONE WHICH ONLY THE
GOVERNMENT CAN.
NARRATIVE 22
MOVE EARLY TO THE NEXT BATTLEGROUND

25. NARRATIVE 34
COORDINATE THE UNCOORDINATED

26. NARRATIVE 34
COORDINATE THE UNCOORDINATED

27. NARRATIVE 34
COORDINATE THE UNCOORDINATED

28. NARRATIVE 34
COORDINATE THE UNCOORDINATED

29. NARRATIVE 7
FORCE A TWO-FRONT BATTLE
CLOUD SERVICES
CLOUD PROVIDERS
RETAIL

30. NARRATIVE 32
CREATE SOMETHING OUT OF NOTHING

31. Name your innovative concept
Pool your new set of ideas….

33. “HEAVIER THAN AIR FLYING MACHINES ARE IMPOSSIBLE.”
LORD KELVIN, ROYAL SOCIETY, 1895
“THERE IS NO REASON FOR ANY INDIVIDUAL TO AHAVE A COMPUTER IN THEIR HOME.”
KEN OLSEN, DIGITAL EQUIPMENT CORPORATION, 1977
“THE PHONOGRAPH… IS NOT OF ANY COMMERCIAL VALUE.”
THOMAS EDISON, 1880
“THERE IS NO LIKELIHOOD MAN CAN EVER TAP THE POWER OF THE ATOM.”
ROBERT MILLIKAN, NOBEL PRIZE IN PHYSICS, 1923
“WHO THE HELL WANTS TO HEAR ACTORS TALK?”
HARRY WARNER, WARNER BROTHERS PICTURES, 1927

35. OPTION NARROWING
LAY OUT OPTIONS, APPLY
DATA, ARRIVE AT THE
OPTIMAL OPTION
RULES
TWO STANDARD APPROACHES
1. Alkdjklsdlkj
2. Asdlkfj bou
3. Alsk boiuoidf
4. Goibjhkal dgs
5. Glijgbuu ges
6. gljgoiud
FOLLOW PROVEN RULES
FOR BEST PRACTICE

36. DISSECT
CHOOSE DIFFERENT
LEVERAGE POINTS
EXPAND
GENERATE MORE
POTENTIAL
STRATEGIES
ANALYZE
CHOOSE DISRUPTIVE
STRATEGIES
SELL
DECIDE HOW TO
COMMUNICATE
STRATEGY
IMAGINE
DEFINE OUR VISION
AND GOALS; OUR
CHALLENGES
OBJECTIVES
THE IDEAS FRAMEWORK

38. PHONETIC LOOP VISUO-SPATIAL
SKETCHPAD
EPISODIC
BUFFER
CONSCIOUSNESS

39. EXPERTMASTERGRAND MASTER
RELATIVE NUMBER OF NARRATIVE CHESS PLAYERS RECOGNIZE:

40. EUROPE & AMERICAS
FAIRYTALES
JAPAN
KONAN
INDIA
PURANAS
CHINA
36 STRATAGEMS

41. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36
AES CORP. (THE)
AL TRAN TECHNOLOGIES SA
AMOREPACIFIC CORP
APOLLO GROUP INC
ASSA ABLOY AB
ATI TECHNOLOGIES INC
AUTOSTRADE SPA
BARR PHARMACEUTICALS INC
BROOKFIELD PROPERTIES CORP
CAPITA GROUP PLC
CHINA INTL MARINE CONTAINERS
CJ CORP
CLEAR CHANNEL COMMUNICATIONS
CSL LTD
D R HORTON INC
DELL INC
ESPRIT HLDINGS LTD
FOREST LABORATORIES
FRONTLINE LTD
GAME GROUP PLC (THE)
H & M HENNES & MAURI TZ AB
HERO HONDA MOTORS LTD
HON HAI PRECISION IND CO LTD
IMPALA PLATINUM HOLDINGS LTD
INFOSYS TECHNOLOGIES LTD
INTL GAME TECHNOLOGY
ICI CORP BHD
KINGSPAN GROUP PLC
MAN GROUP PLC
MERITAGE HOMES CORP
MICROSOFT CORP
NOKIA (AEI) OY
NVR INC
OM GROUP INC
PENN NATIONAL GMAING INC
PUMA AG RUOLF DASSLER SPORT
SAGE GROUP PLC
SHINSE GAE CO LTD
SKYWEST INC
SPIL-SILICONWARE PREC IND CO
STARBUCKS CORP
TECHTRNOIC INDUSTRIES CO LTD
TEVA PHARMACEUTICALS
TIETOENATOR OYJ
VORNADO REALTY TRUST
WFTHERSPOON
COMPANY
CORE RESEARCH

42. NARRATIVES TO FIND A FOURTH OPTION
NARRATIVE 10
LOCK UP RESOURCES
NARRATIVE 11
CAPTIVE CUSTOMERS
BUILD ECONOMIES OF SCALE
BEAT THE COMPETITION
NARRATIVE 22
MOVE EARLY TO THE NEXT BATTLEGROUND
NARRATIVE 34
COORDINATE THE UNCOORDINATED
NARRATIVE 7
FORCE A TWO-FRONT BATTLE
NARRATIVE 32
CREATE SOMETHING OUT OF NOTHING
NARRATIVE 33
BE GOOD
OUTTHINK THE COMPETITION
NARRATIVE 27

43. E-COMMERCE
E-COMMERCE
DATA
NARRATIVE 7
FORCE A TWO-FRONT BATTLE
8 YEARS AGO WE SAID WE
SHOULD NOT BE AN E-
COMMERCE COMPANY, WE
SHOULD BE A DATA
COMPANY

44. NARRATIVE 7
FORCE A TWO-FRONT BATTLE
IN 3 MINUTES WE CAN DECIDE IF
WE WANT TO GIVE YOU MONEY,
HOW MUCH WE WANT TO GIVE.
WITHIN 2 SECONDS THE MONEY
WILL BE IN YOUR ACCOUNT. AND
ZERO PEOPLE TOUCH. SO WE
CALL IT 3-2-0.

45. CORPORATE ATHLETE

46. MANAGING ENERGY
PHYSICAL
INTELLECTUAL
EMOTIONAL
SPIRITUAL
TOOUTTHINK&OUTPERFORM

47. MINDFULNESSPRACTICE
TAKE5NOW
5STEPST0ENERGYCHARGINGHERE&NOW

48. BREATHE.
BEINSPIREDNOW
TAKE5NOW

49. DRINK.
BEINFLOW
TAKE5NOW

50. FEEL.
BEPRESENTNOW
TAKE5NOW

51. REST.
BEOPENNOW
TAKE5NOW

52. BEWILLINGNOW
RENEW.
TAKE5NOW

53. BREATHE.
DRINK.
FEEL.
REST.
RENEW.
TAKE5NOW

54. 58
Discussion in pairs 5 minutes
• What insights did you draw from this session?
• What filters will you choose to soften, replace or remove?
• How has this session helped you with being more mindful
about your cultural awareness?

55. SURVIVE OR THRIVE
ACCELERATION is the new normal.

56. Our 4G Future … starts now
Cultural Awareness
Generational collaboration
Gender integration
Global understanding
Generosity
5Echo

57. Our world today
MINDFULNESS unlocks genius states.
INNOVATION is seeing the usually unseen.
ACCELERATION is the new normal.

58. INTRAPRENEURIAL INTENSITY
FREQUENCY
DEGREE
(INNOVATIVENESS, RISK-TAKING, PROACTIVITY)
CONTINUOUS/
INCREMENTAL
PERIODIC/
INCREMENTAL
REVOLUTIONARY
PERIODIC/
DISCONTINUOUS
DYNAMIC
REVENUE GROWTH
MARGINS
SHAREHOLDER VALUE

59. • Innovative
• Autonomous
• Market/ competitive
awareness
• Calculated risks
• Intrinsic motiv.
• Political acumen
Action
Structure
People
Culture
• Resources
• Rewards
• Allowance of risk-taking
• Leadership support
• Org. freedom
• Proactive
• Market/competitive
awareness
• Innovative
• Risk-taking
• Autonomy
• Identify oppties
• Select the right oppties
• Rally resources
• Scale
• Hand off
Proven Drivers of II
Source: Outthinker research

60. • 3 years of research
• 120 interviews
• Best-practice research
• Performance analysis
• Assessments
Seven barriers
1. Mindset
2. Seeking strategically
3. Ideation
4. Permission to experiment
5. Business model
6. Politics
7. Scaling
Structure
People Ideas
Culture

61. TAKEACTIONNOW

62. Activity:
Please review taster programs.
Begin your new micro-learning journey.
Engage your learning by sharing.
Challenge your learning filters …

63. Business case for using Gnowbe
ForCompany Sustainability Agility Tracking
no infrastructure
investment,
continuous engage-
ment at lower cost
For EmployeesEasily digestible
access anywhere,
anytime, including
business partners,
freelancers and
clients
real-time perfor-
mance tracking,
quantitative
& qualitative
1 learningobjective
per session,
application focused
Time Commitment Fun & Engaging
~ 10 min/day, multi-media learning,
can be used“on the interactivity, daily
go”, just-in-time reminders
Want to learn more? Visit hello@gnowbe.com
Learning Mobility with
5Echo

64. Bite-sized content:Micro-learning
Easy for employees to fit into their busy schedule and digest. Drip-feeding
over longer time intervals fosters knowledge retention.
Also, easy to go back and revisit when needed.
68

65. The Shifting Learning Landscape
Challenge your learning filters …
Actionable Platform
• Commitment Engine
• Behavioural change
• Insight driven
• Relationships + Learning
• Engagement
In Real Time:
• Leaders have real time
visibility into who’s
struggling, who’s thriving
in their team
• Effectively drive better
quality coaching
conversations in the
workplace
• Organizations have real
time insight into who is
influencing and leading
change and who is
holding back

66. Better Engagement.
Want to learn more about Actionable Conversations? Visit conversations.actionable.co
The ROI
of Better
Conversations.
Research from Gallup indicates that managers and
leaders are the biggest factor influencing employee
engagement, and employees are 3x more likely
to be engaged when they have regular and meaningful
communication with their manager.
Better group conversations improve employee
relationships & leadership credibility.
Better one-to-one conversations strengthen
individual relationships & develop a coaching habit.
Better Conversations.
Better Relationships.
Your best people expect
more from their leaders.
Strong connections are formed
through (a) real conversation
and (b) shared experience.
“Our work,
our relationships,
and our lives
succeed or fail
one conversation
at a time.”
SUSAN SCOTT, AUTHOR OF
FIERCE CONVERSATIONS
Organisations with top-quartile teams in employee engagement have:
10%HIGHER
CUSTOMER
METRICS
20%HIGHER
PRODUCTIVITY
21%HIGHER
PROFITABILITY
41%LOWER
ABSENTEEISM
SUMMARISED FROM THE GALLUP Q12 SURVEY, 2016
Want to learn more? Visit conversations.actionable.co
Learning Longevity with
5Echo

67. Together we make our future.
CALM IN CRISIS. AGILE IN ACTION.

68. Pre-program
consulting
F2F in-person
delivery
Mobile
First
Learning
Measurable
Behavior
Change
• Needs analysis
• Program design
• Program develop
• Online pre-course
• Activity based
• Facilitator Exp.
• Aviation Exp.
• Professionals
• Micro learning
• Any device
• Any time
• Trackable
• Led by your managers
• Conversations
• Work issues/projects
• Relationships
How we work

69. 64
Feedback is a gift.
Thank you for your generosity.

70. Are there any ...
Questions?
Comments?
Insights?