Storyboarding as we know it may have been pioneered by filmmakers and animators, but we can use many of the same concepts in the development of other forms of storytelling including keynote presentations or short-form presentations such as those made...
Whether its economic instability, environmental angst, culture clash or the inundation of technology, people are feeling overwhelmed by reality. Being a society of consumers, they're reaching out to brands to provide leadership. Now more than ever, companies need to look hard at their higher purpose and recalibrate their strategies and tactics to reinforce that purpose.
Control: It’s the essence of management. We’re trained to measure inputs, throughputs, and outputs in hopes of increasing efficiency and producing desired results. In a world of linear processes, such as in the factories of the Industrial Age, that made sense. But in today’s knowledge economy, where enterprises are complex, adaptive systems, it’s counterproductive.
The real problem is confusion between control and order. Control implies centralized control and hierarchical relationships. The person with control tells others what to do and whether they are successful or not. Order, on the other hand, emerges from self-organization. There may not be anyone telling others what to do, yet things get done—often with great efficiency and effectiveness. People know what is expected of them and what they can expect of others.
But how can this be true? Mustn’t an orchestra have a conductor? A dance troupe, a choreographer? A company, a CEO?
Not necessarily. Nature abounds with examples of what is known as swarm intelligence. Termites build intricate dwellings without the benefit of set of plans or engineers with advanced degrees. Birds migrate thousands of miles in formations where the lead position rotates to optimize their collective capacity. There are no marching orders or hierarchies dictating who leads. Massive flocks of starlings engage in intricate maneuvers known as murmuration with neither collisions nor confusion. There is order without overarching control. Indeed, our obsession with control helps explain why human-designed organizations fail to achieve such beautiful synchronicity.
Fear is a potent human emotion that can sabotage success for even the brightest minds and biggest organisations. It can also undermine an organisations ability to harness the potential of those within it. Learning how to create a ‘culture of courage’ in which employees feel safe to push back, take risks and explore new possibilities is becoming an ever more valuable skill in today’s marketplace
Is it any wonder that employee engagement is reported to be at an all time global low while business continues to become increasingly complex?
Every leader wants more of link between an organization’s purpose and real action. This is where hacking work comes into play. We need to challenge ourselves and others and think about how we can better link purpose with action.
The future will be less about money, power or size, but more about agility, networking and sharing. In order to survive, businesses need to grow to a permanent state of curiosity, making it a core strategic competence.
In this series, Christophe Fauconnier & Benoit Beaufils, respectively CEO & founding partner of brand consultancy Innate Motion, present the tools that the company uses to develop purposeful, mission-driven brands with their clients. The Believer’s Pyramid tool is used to integrate a sense of purpose and social contribution into the core of everything that a business does.
How do you build the kind of brand that would be missed? How do you carve out such a distinctive position and create such a powerful emotional connection? You drill down to the core of your existence to identify the essential, enduring value of your brand – and then you design and run your business to execute relentlessly on that core brand essence.
Culture eats strategy for breakfast, technology for lunch, and products for dinner, and soon thereafter everything else too.Why? Because company culture, a concept pioneered by Edgar Schein, is the operationalizing of an organization’s values. Culture guides employee decisions about both technical business decisions and how they interact with others. Good culture creates an internal coherence in actions taken by a very diverse group of employees.
After decades of growth and innovation—in 2000, the company was the fifth-largest toy maker in the world—LEGO hit a major slump. In January 2004, it announced a huge deficit. It was, by its own accounts, bleeding cash to the tune of $1 million a day. Owner and CEO Kjeld Kirk Kristiansen, grandson of founder Ole...
One of the most difficult management challenges is taking a big old hierarchical bureaucracy, and turning it into a nimble 21st Century networked organization that can cope with the challenge of today’s dynamic marketplace and compete with younger organizations that have been networked from the outset.
These big old hierarchical bureaucracies have deeply engrained cultures with a tradition of individuals reporting to bosses and coordinating processes made up of roles, rules, plans and reports; the reports flow up and down the hierarchy. These processes ensure order but they restrain innovation and creativity - a critical handicap in the emerging Creative Economy. In these big old firms, the careers of those who have risen to the top are built on the principles of hierarchical bureaucracy. Inside these firms, the thought that a firm could be run in any other way can be discomforting, if not hallucinatory.
Ahead of the Design Council's Leading Business by Design summit, Andy Payne from global brand consultancy Interbrand, discusses why brand-led design is about more than creating an effective design - it's about adding brand and business value.
All of us are prone to believing our own legend—and each of us must be aware of the shadow we cast. Carl Jung described the concept of The Persona and The Shadow—our public face (show) versus the portion of ourselves we wish to hide.
david o'connor's insight:
The shadow of ego blocks out the light for others and kills innovation. Nice piece, and a warning tio those who believe their own legend.
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