strategy, leadership and organisational reinvention

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© BMI-CSLOR LR 1 Strategy, leadership and Strategy, leadership and Organisational reinvention Organisational reinvention High performance leadership in turbulent times High performance leadership in turbulent times Leaders make the impossible happen Leaders make the impossible happen Dr. Llewellyn B. Lewis Dr. Llewellyn B. Lewis CENTRE FOR STRATEGY, LEADERSHIP AND ORGANISATIONAL REINVENTION www.leadershipreinvention.co.za

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There is a lot of talk these days about REINVENTING - the Organisation, or the Industry, or even just a process or a product. The concept is used superficially and indiscriminately, without the vaguest appreciation of what reinvention really entails. Suffice it to say that you cannot reinvent your Organisation, Industry, Community, Country, Profession, or Products, WITHOUT FIRST REINVENTING YOURSELF.When people glibly talk about reinventing an organisation, the process, as far as they are concerned, typically involves improvement of some kind. There is a focus on DOING, on fixing, or improving this or that. This is a consequence of the sixteenth-century Newtonian mechanistic and deterministic view of the universe that still guides much thinking today, but which has become increasingly dysfunctional in these times of interdependence, rapid change and even chaos. Typically, re-engineering, incremental improvement, benchmarking, best practice and even Paradigm Shift, fall under the umbrella of the so-called Universal Human Paradigm, with its preoccupation on doing, fixing, or improving.There is no denying that all these processes are useful, and at times necessary – but they cannot remotely be classified as reinvention. For example, in order to shift a paradigm, you have to have one, whereas to reinvent a paradigm, you have to CREATE one that doesn’t exist in your current reality. Therefore the executive who would master reinvention must journey into a largely unfamiliar, and at times, uncomfortable territory. In this territory a crucial dimension is hidden until we learn to distinguishit. This is the territory or domain of BEING. Reinvention entails the creation of a new context. It embraces the art and craft of continuously engineering SHIFTS IN BEING, which in turn produce sustainable, unprecedented results, which could even be designated as IMPOSSIBILITIES. The capacity to discover and participate in our unfolding future has more to do with our BEING – our total orientation of character and consciousness – than with our DOING.

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Page 1: Strategy, leadership and organisational reinvention

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Strategy, leadership andStrategy, leadership and Organisational reinventionOrganisational reinvention

High performance leadership in turbulent timesHigh performance leadership in turbulent times

Leaders make the impossible happenLeaders make the impossible happenDr. Llewellyn B. LewisDr. Llewellyn B. Lewis

CENTRE FOR STRATEGY, LEADERSHIP AND ORGANISATIONAL REINVENTIONwww.leadershipreinvention.co.za

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ENVIRONMENTAL CHANGE

WHAT RESPONSES RESULT ?WHAT RESPONSES RESULT ?

DENOMINATOR (NET ASSETS)DENOMINATOR (NET ASSETS) NUMERATOR (NET INCOME)NUMERATOR (NET INCOME)

• RESTRUCTURINGRESTRUCTURING• B P RE-ENGINEERINGB P RE-ENGINEERING• COST CUTTINGCOST CUTTING• BENCHMARKINGBENCHMARKING• TOTAL QUALITY MANAGEMENTTOTAL QUALITY MANAGEMENT

• INTELLECTUAL CAPITAL FOCUSINTELLECTUAL CAPITAL FOCUS• REGENERATING STRATEGYREGENERATING STRATEGY• REINVENTING THE LEADERSHIPREINVENTING THE LEADERSHIP• REINVENTING THE ORGANISATIONREINVENTING THE ORGANISATION• REINVENTING THE INDUSTRYREINVENTING THE INDUSTRY

AS : * Competition hots up

* Growth slows, stagnates* Margins decline

* Market share falls* Substitution occurs

(Based on Hamel and Prahalad : 1994)(Based on Hamel and Prahalad : 1994)

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ENVIRONMENTAL CHANGE

WHAT RESPONSES RESULT ?WHAT RESPONSES RESULT ?

DENOMINATOR (NET ASSETS)DENOMINATOR (NET ASSETS) NUMERATOR (NET INCOME)NUMERATOR (NET INCOME)

• RESTRUCTURINGRESTRUCTURING• B P RE-ENGINEERINGB P RE-ENGINEERING• COST CUTTINGCOST CUTTING• BENCHMARKINGBENCHMARKING• TOTAL QUALITY MANAGEMENTTOTAL QUALITY MANAGEMENT

• INTELLECTUAL CAPITAL FOCUSINTELLECTUAL CAPITAL FOCUS• REGENERATING STRATEGYREGENERATING STRATEGY• REINVENTING THE LEADERSHIPREINVENTING THE LEADERSHIP• REINVENTING THE ORGANISATIONREINVENTING THE ORGANISATION• REINVENTING THE INDUSTRYREINVENTING THE INDUSTRY

AS : * Competition hots up

* Growth slows, stagnates* Margins decline

* Market share falls* Substitution occurs

(Based on Hamel and Prahalad : 1994)(Based on Hamel and Prahalad : 1994)

It is not enough for a company to get It is not enough for a company to get SMALLER and BETTER and FASTER. SMALLER and BETTER and FASTER. A company must also be capable of A company must also be capable of

fundamentally RECONCEIVING itself, fundamentally RECONCEIVING itself, of REGENERATING core strategies, and of REGENERATING core strategies, and

of REINVENTING ITS INDUSTRYof REINVENTING ITS INDUSTRY

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CREATING THE FUTURECREATING THE FUTURETHE QUEST FOR COMPETITIVENESSTHE QUEST FOR COMPETITIVENESS

RESTRUCTURINGRESTRUCTURINGTHE PORTFOLIOTHE PORTFOLIO

AND DOWNSIZING AND DOWNSIZING HEADCOUNTHEADCOUNT

REENGINEERING REENGINEERING PROCESSES ANDPROCESSES AND

CONTINUOUSCONTINUOUSIMPROVEMENTIMPROVEMENT

REGENERATING REGENERATING STRATEGIESSTRATEGIES

SMALLERSMALLER BETTERBETTER DIFFERENTDIFFERENT

REINVENTING REINVENTING THE LEADERSHIP,THE LEADERSHIP,

THE ORGANISATION,THE ORGANISATION,THE INDUSTRYTHE INDUSTRY

REINVENTING REINVENTING THE LEADERSHIP,THE LEADERSHIP,

THE ORGANISATION,THE ORGANISATION,THE INDUSTRYTHE INDUSTRY

TRANSFORMEDTRANSFORMEDTRANSFORMEDTRANSFORMEDPOSSIBLE RESULTSPOSSIBLE RESULTS IMPOSSIBLE RESULTSIMPOSSIBLE RESULTSIMPOSSIBLE RESULTSIMPOSSIBLE RESULTS

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BEYOND VISION, STRATEGIES, PLANS BEYOND VISION, STRATEGIES, PLANS AND BUDGETS : A NON-TRADITIONAL AND BUDGETS : A NON-TRADITIONAL

VIEWVIEW

BEYOND VISION, STRATEGIES, PLANS BEYOND VISION, STRATEGIES, PLANS AND BUDGETS : A NON-TRADITIONAL AND BUDGETS : A NON-TRADITIONAL

VIEWVIEW

Specific steps and Specific steps and timetables to implement timetables to implement the strategiesthe strategies

Plans converted into Plans converted into financial projections and financial projections and goalsgoals

A sensible and A sensible and appealing picture of appealing picture of the futurethe future

A logic, and first level A logic, and first level of detail, for how the of detail, for how the vision can be vision can be achievedachieved

BUDGETSBUDGETSBUDGETSBUDGETS

MANAGEMENT MANAGEMENT DOESDOESMANAGEMENT MANAGEMENT DOESDOES

VISIONARYVISIONARYLEADERSHIP LEADERSHIP DEVELOPSDEVELOPS

VISIONARYVISIONARYLEADERSHIP LEADERSHIP DEVELOPSDEVELOPS

PLANSPLANSPLANSPLANS

STRATEGIESSTRATEGIESSTRATEGIESSTRATEGIES

VISIONVISIONVISIONVISION

CONTEXTCONTEXTCONTEXTCONTEXTTRANS-TRANS-FORMATIONALFORMATIONALLEADERSHIPLEADERSHIPCREATESCREATES

TRANS-TRANS-FORMATIONALFORMATIONALLEADERSHIPLEADERSHIPCREATESCREATES

WAY OF BEING. INVENTING WAY OF BEING. INVENTING AN IMPOSSIBLE GAME. AN IMPOSSIBLE GAME. REINVENTION, REINVENTION, TRANSFORMATIONTRANSFORMATION

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CREATING THE FUTURE

CREATIVECREATIVE TENSIONTENSION

CREATIVECREATIVE TENSIONTENSION SEEKS RESOLUTION : RESULTS IN ACTIONSEEKS RESOLUTION : RESULTS IN ACTION

STRATEGIC ACTION PLANSSTRATEGIC ACTION PLANS PERFORMANCE GUIDELINESPERFORMANCE GUIDELINES

BUDGETSBUDGETS

DONE DONE BY MANAGEMENT BY MANAGEMENT

SEEKS RESOLUTION : RESULTS IN ACTIONSEEKS RESOLUTION : RESULTS IN ACTION STRATEGIC ACTION PLANSSTRATEGIC ACTION PLANS

PERFORMANCE GUIDELINESPERFORMANCE GUIDELINES BUDGETSBUDGETS

DONE DONE BY MANAGEMENT BY MANAGEMENT

A LOGIC AND FIRST LEVEL A LOGIC AND FIRST LEVEL OF DETAIL, FOR HOW OF DETAIL, FOR HOW

THE VISION CAN BE THE VISION CAN BE ACHIEVEDACHIEVED

DEVELOPED DEVELOPED BY BY

LEADERSHIP LEADERSHIP CONTEMPORARY ANALYSTCONTEMPORARY ANALYST

A LOGIC AND FIRST LEVEL A LOGIC AND FIRST LEVEL OF DETAIL, FOR HOW OF DETAIL, FOR HOW

THE VISION CAN BE THE VISION CAN BE ACHIEVEDACHIEVED

DEVELOPED DEVELOPED BY BY

LEADERSHIP LEADERSHIP CONTEMPORARY ANALYSTCONTEMPORARY ANALYST

20252011

CURRENT CURRENT REALITYREALITY

INFORMED BY INFORMED BY MEMORIES OF MEMORIES OF

THE PASTTHE PAST(HISTORY)(HISTORY)HISTORIANHISTORIAN

VISION INFORMED

BY MEMORIES

OF THE FUTURE

(SCENARIOS)PROPHET

CONTEXT : A COMPELLING AND APPEALING CONTEXT : A COMPELLING AND APPEALING VISION OF THE FUTURE WE ARE CREATING.VISION OF THE FUTURE WE ARE CREATING.CONTEXT : A COMPELLING AND APPEALING CONTEXT : A COMPELLING AND APPEALING VISION OF THE FUTURE WE ARE CREATING.VISION OF THE FUTURE WE ARE CREATING.

STRATEGIESSTRATEGIESSTRATEGIESSTRATEGIES

CREATED CREATED BY LEADERSHIPBY LEADERSHIP

CREATED CREATED BY LEADERSHIPBY LEADERSHIP

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STRENGTHSSTRENGTHSand and

WEAKNESSESWEAKNESSES

STRENGTHSSTRENGTHSand and

WEAKNESSESWEAKNESSES

OPPORTUNITIESOPPORTUNITIESand and

THREATSTHREATS

OPPORTUNITIESOPPORTUNITIESand and

THREATSTHREATS

Organisational LearningOrganisational Learning

STRATEGIC LEADERSHIPSTRATEGIC LEADERSHIPAs a way of Business LifeAs a way of Business Life

Organisational LearningOrganisational Learning

STRATEGIC LEADERSHIPSTRATEGIC LEADERSHIPAs a way of Business LifeAs a way of Business Life

ENVIRONMENTALENVIRONMENTAL FORCESFORCES

ENVIRONMENTALENVIRONMENTAL FORCESFORCES

ORGANISATIONALORGANISATIONALRESOURCESRESOURCES

CAPABILITIESCAPABILITIES

ORGANISATIONALORGANISATIONALRESOURCESRESOURCES

CAPABILITIESCAPABILITIES

CURRENT REALITYCURRENT REALITY

STRATEGIC INTENT, VISION, MISSIONSTRATEGIC INTENT, VISION, MISSION

DRIVING FORCEDRIVING FORCE

PERFORMANCE GUIDELINESPERFORMANCE GUIDELINES

INDUSTRY FORESIGHTINDUSTRY FORESIGHTUNDERSTANDING THE INDUSTRYUNDERSTANDING THE INDUSTRYSCENARIOSSCENARIOS

UNDERSTANDINGTHE ENVIRONMENT

SCENARIOSSCENARIOSUNDERSTANDING

THE ENVIRONMENT

BUSINESS IDEABUSINESS IDEAUNDERSTANDINGTHE INSTITUTION

BUSINESS IDEABUSINESS IDEAUNDERSTANDINGTHE INSTITUTION

THE PARADIGM OR MENTAL MODELTHE PARADIGM OR MENTAL MODELBeliefs and assumptions held in common and taken for granted in an OrganisationBeliefs and assumptions held in common and taken for granted in an Organisation

THE PARADIGM OR MENTAL MODELTHE PARADIGM OR MENTAL MODELBeliefs and assumptions held in common and taken for granted in an OrganisationBeliefs and assumptions held in common and taken for granted in an Organisation

(After Johnson : 1988)

STRATEGY AND PARADIGMSSTRATEGY AND PARADIGMS

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STRENGTHSSTRENGTHSand and

WEAKNESSESWEAKNESSES

STRENGTHSSTRENGTHSand and

WEAKNESSESWEAKNESSES

OPPORTUNITIESOPPORTUNITIESand and

THREATSTHREATS

OPPORTUNITIESOPPORTUNITIESand and

THREATSTHREATS

Organisational LearningOrganisational Learning

STRATEGIC LEADERSHIPSTRATEGIC LEADERSHIPAs a way of Business LifeAs a way of Business Life

Organisational LearningOrganisational Learning

STRATEGIC LEADERSHIPSTRATEGIC LEADERSHIPAs a way of Business LifeAs a way of Business Life

ENVIRONMENTALENVIRONMENTAL FORCESFORCES

ENVIRONMENTALENVIRONMENTAL FORCESFORCES

ORGANISATIONALORGANISATIONALRESOURCESRESOURCES

CAPABILITIESCAPABILITIES

ORGANISATIONALORGANISATIONALRESOURCESRESOURCES

CAPABILITIESCAPABILITIES

CURRENT REALITYCURRENT REALITY

STRATEGIC INTENT, VISION, MISSIONSTRATEGIC INTENT, VISION, MISSION

DRIVING FORCEDRIVING FORCE

PERFORMANCE GUIDELINESPERFORMANCE GUIDELINES

INDUSTRY FORESIGHTINDUSTRY FORESIGHTUNDERSTANDING THE INDUSTRYUNDERSTANDING THE INDUSTRYSCENARIOSSCENARIOS

UNDERSTANDINGTHE ENVIRONMENT

SCENARIOSSCENARIOSUNDERSTANDING

THE ENVIRONMENT

BUSINESS IDEABUSINESS IDEAUNDERSTANDINGTHE INSTITUTION

BUSINESS IDEABUSINESS IDEAUNDERSTANDINGTHE INSTITUTION

THE PARADIGM OR MENTAL MODELTHE PARADIGM OR MENTAL MODELBeliefs and assumptions held in common and taken for granted in an OrganisationBeliefs and assumptions held in common and taken for granted in an Organisation

THE PARADIGM OR MENTAL MODELTHE PARADIGM OR MENTAL MODELBeliefs and assumptions held in common and taken for granted in an OrganisationBeliefs and assumptions held in common and taken for granted in an Organisation

(After Johnson : 1988)

STRATEGY AND PARADIGMSSTRATEGY AND PARADIGMS

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STRENGTHSSTRENGTHSand and

WEAKNESSESWEAKNESSES

STRENGTHSSTRENGTHSand and

WEAKNESSESWEAKNESSES

OPPORTUNITIESOPPORTUNITIESand and

THREATSTHREATS

OPPORTUNITIESOPPORTUNITIESand and

THREATSTHREATS

Organisational LearningOrganisational Learning

STRATEGIC LEADERSHIPSTRATEGIC LEADERSHIPAs a way of Business LifeAs a way of Business Life

Organisational LearningOrganisational Learning

STRATEGIC LEADERSHIPSTRATEGIC LEADERSHIPAs a way of Business LifeAs a way of Business Life

ENVIRONMENTALENVIRONMENTAL FORCESFORCES

ENVIRONMENTALENVIRONMENTAL FORCESFORCES

ORGANISATIONALORGANISATIONALRESOURCESRESOURCES

CAPABILITIESCAPABILITIES

ORGANISATIONALORGANISATIONALRESOURCESRESOURCES

CAPABILITIESCAPABILITIES

CURRENT REALITYCURRENT REALITY

STRATEGIC INTENT, VISION, MISSIONSTRATEGIC INTENT, VISION, MISSION

DRIVING FORCEDRIVING FORCE

PERFORMANCE GUIDELINESPERFORMANCE GUIDELINES

INDUSTRY FORESIGHTINDUSTRY FORESIGHTUNDERSTANDING THE INDUSTRYUNDERSTANDING THE INDUSTRYSCENARIOSSCENARIOS

UNDERSTANDINGTHE ENVIRONMENT

SCENARIOSSCENARIOSUNDERSTANDING

THE ENVIRONMENT

BUSINESS IDEABUSINESS IDEAUNDERSTANDINGTHE INSTITUTION

BUSINESS IDEABUSINESS IDEAUNDERSTANDINGTHE INSTITUTION

THE PARADIGM OR MENTAL MODELTHE PARADIGM OR MENTAL MODELBeliefs and assumptions held in common and taken for granted in an OrganisationBeliefs and assumptions held in common and taken for granted in an Organisation

THE PARADIGM OR MENTAL MODELTHE PARADIGM OR MENTAL MODELBeliefs and assumptions held in common and taken for granted in an OrganisationBeliefs and assumptions held in common and taken for granted in an Organisation

(After Johnson : 1988)

STRATEGY AND PARADIGMSSTRATEGY AND PARADIGMSIf you want to understand the World, commonly held ideas are absolutely blinding.

The only way to spot threats and opportunities is to break out of a narrow way of thinking.

. . . If you’re trying to reach enlightenment, you must develop, in this order, “right view, right intention, right action.”

If you’re not seeing the world properly, you have no hope of any sort of breakthrough. (Ramo: 2009: 134)

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DO

ING

Content Context

Shortsight Longsight Foresight Vision ContextFar Hindsight Near Hindsight

Blind spotsBlind spots

Bright sparksBright sparks

Blind spotsBlind spots

Bright sparksBright sparks

Data Facts, observations, data points

Information Data with meaning

Knowledge Information with insight

Wisdom Knowledge with context

(Source: Based on Dr. Kanes Rajah: 2005)

Partial knowledge

Incorrect knowledge

False knowledge

No knowledge

BE

ING

Process

STRATEGY AND PARADIGMSSTRATEGY AND PARADIGMS

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DO

ING

Content Context

Shortsight Longsight Foresight Vision ContextFar Hindsight Near Hindsight

Blind spotsBlind spots

Bright sparksBright sparks

Blind spotsBlind spots

Bright sparksBright sparks

Data Facts, observations, data points

Information Data with meaning

Knowledge Information with insight

Wisdom Knowledge with context

(Source: Based on Dr. Kanes Rajah: 2005)

Partial knowledge

Incorrect knowledge

False knowledge

No knowledge

BE

ING

Process

. . . The environment is far more powerful than any individual. It is never stable and in its sudden changes from one state to another, more important than the desires of any of us . . . Context is everything . . . (Ramo: 2009: 160).

More than anything, what you want to know is when change is going to begin. This sense is known as mastery of incipience, and the skill is often praised as the highest form of wisdom. (Ramo: 2009: 161).

. . . truth emerges through debate, study, reflection, meditation, and, at long last, insight delivered like lightning. (paraphrase of Ramo, 2009: 212).

STRATEGY AND PARADIGMSSTRATEGY AND PARADIGMS

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CONTEXT IN WHICH

DECISIONSOCCURS

FUTURE

CONTENT OF

DECISIONS

PAST

PROCESS OF

DECISION MAKING

PRESENT

(Based on Pettigrew, 1988)

WHAT?HAVINGI HAVE

HOW?DOING

I DO

THE REINVENTION PROCESSTHE REINVENTION PROCESS(Based on Pettigrew)(Based on Pettigrew)

WHY? BEINGI AM

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Strategicanalysis

Strategicchoice

Strategyimplementation

Environmentalanalysis

Identifyingoptions

Evaluatingoptions

Stakeholderexpectations

Selecting a strategy

Resources and strategic capability

Planning andallocating resources

structure

Managing strategicchange and culture

(Based on Johnson and Scholes)

THE REINVENTION PROCESSTHE REINVENTION PROCESS(Derived from the Strategic Planning Process)(Derived from the Strategic Planning Process)

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Strategicanalysis

Strategicchoice

Strategyimplementation

Environmentalanalysis

Identifyingoptions

Evaluatingoptions

Stakeholderexpectations

Selecting a strategy

Resources and strategic capability

Planning andallocating resources

structure

Managing strategicchange and culture

(Based on Johnson and Scholes)

Content

Process

Co

nte

xt

THE REINVENTION PROCESSTHE REINVENTION PROCESS(Derived from the Strategic Planning Process)(Derived from the Strategic Planning Process)

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STRENGTHSSTRENGTHSand and

WEAKNESSESWEAKNESSES

STRENGTHSSTRENGTHSand and

WEAKNESSESWEAKNESSES

OPPORTUNITIESOPPORTUNITIESand and

THREATSTHREATS

OPPORTUNITIESOPPORTUNITIESand and

THREATSTHREATS

Continuous ReinventionContinuous Reinvention

TRANSFORMATIONAL LEADERSHIPTRANSFORMATIONAL LEADERSHIPAs a way of LifeAs a way of Life

Continuous ReinventionContinuous Reinvention

TRANSFORMATIONAL LEADERSHIPTRANSFORMATIONAL LEADERSHIPAs a way of LifeAs a way of Life

ENVIRONMENTALENVIRONMENTAL FORCESFORCES

ENVIRONMENTALENVIRONMENTAL FORCESFORCES

POTENTIALPOTENTIALRESOURCESRESOURCES

CAPABILITIESCAPABILITIES

POTENTIALPOTENTIALRESOURCESRESOURCES

CAPABILITIESCAPABILITIES

CURRENT REALITYCURRENT REALITY

TAKING A STAND, TAKING A STAND, DECLARATIONS OF POSSIBILITYDECLARATIONS OF POSSIBILITY

CONVERSATIONS, REQUESTS AND PROMISESCONVERSATIONS, REQUESTS AND PROMISES

CREATING THE FUTURECREATING THE FUTURE

DEVELOPING PRESENCEDEVELOPING PRESENCEALERT TO POSSIBILITIESALERT TO POSSIBILITIES

THE REINVENTION PROCESSTHE REINVENTION PROCESS(Derived from the Strategic Planning Process)(Derived from the Strategic Planning Process)

SCENARIOSSCENARIOSDEVELOPING A

WORLDVIEW

SCENARIOSSCENARIOSDEVELOPING A

WORLDVIEW

AWARENESSUNDERSTANDING

THE SELF

AWARENESSUNDERSTANDING

THE SELF

PARADIGMS OR MENTAL MODELSPARADIGMS OR MENTAL MODELSBeliefs and assumptions held in common and taken for grantedBeliefs and assumptions held in common and taken for granted

PARADIGMS OR MENTAL MODELSPARADIGMS OR MENTAL MODELSBeliefs and assumptions held in common and taken for grantedBeliefs and assumptions held in common and taken for granted

(Based on Johnson and Scholes)

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STRENGTHSSTRENGTHSand and

WEAKNESSESWEAKNESSES

STRENGTHSSTRENGTHSand and

WEAKNESSESWEAKNESSES

OPPORTUNITIESOPPORTUNITIESand and

THREATSTHREATS

OPPORTUNITIESOPPORTUNITIESand and

THREATSTHREATS

Continuous ReinventionContinuous Reinvention

TRANSFORMATIONAL LEADERSHIPTRANSFORMATIONAL LEADERSHIPAs a way of LifeAs a way of Life

Continuous ReinventionContinuous Reinvention

TRANSFORMATIONAL LEADERSHIPTRANSFORMATIONAL LEADERSHIPAs a way of LifeAs a way of Life

ENVIRONMENTALENVIRONMENTAL FORCESFORCES

ENVIRONMENTALENVIRONMENTAL FORCESFORCES

POTENTIALPOTENTIALRESOURCESRESOURCES

CAPABILITIESCAPABILITIES

POTENTIALPOTENTIALRESOURCESRESOURCES

CAPABILITIESCAPABILITIES

CURRENT REALITYCURRENT REALITY

TAKING A STAND, TAKING A STAND, DECLARATIONS OF POSSIBILITYDECLARATIONS OF POSSIBILITY

CONVERSATIONS, REQUESTS AND PROMISESCONVERSATIONS, REQUESTS AND PROMISES

CREATING THE FUTURECREATING THE FUTURE

DEVELOPING PRESENCEDEVELOPING PRESENCEALERT TO POSSIBILITIESALERT TO POSSIBILITIES

THE REINVENTION PROCESSTHE REINVENTION PROCESS(Derived from the Strategic Planning Process)(Derived from the Strategic Planning Process)

SCENARIOSSCENARIOSDEVELOPING A

WORLDVIEW

SCENARIOSSCENARIOSDEVELOPING A

WORLDVIEW

AWARENESSUNDERSTANDING

THE SELF

AWARENESSUNDERSTANDING

THE SELF

PARADIGMS OR MENTAL MODELSPARADIGMS OR MENTAL MODELSBeliefs and assumptions held in common and taken for grantedBeliefs and assumptions held in common and taken for granted

PARADIGMS OR MENTAL MODELSPARADIGMS OR MENTAL MODELSBeliefs and assumptions held in common and taken for grantedBeliefs and assumptions held in common and taken for granted

(Based on Johnson and Scholes)

Process

Content

Co

nte

xt

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PARADIGMS ARE ALL INVENTEDPARADIGMS ARE ALL INVENTED

The frames our minds create define – and confine – what The frames our minds create define – and confine – what we perceive to be possible.we perceive to be possible.

Every problem, every dilemma, every dead-end we find Every problem, every dilemma, every dead-end we find ourselves facing in life, only appears unsolvable inside a ourselves facing in life, only appears unsolvable inside a

particular frame or point of view.particular frame or point of view.

Enlarge the box, or create another frame around the data, Enlarge the box, or create another frame around the data, and problems vanish, while new opportunities appear.and problems vanish, while new opportunities appear.

When you bring to mind it’s all invented, you remember When you bring to mind it’s all invented, you remember that it’s all a story you tell – not just some of it, but all of it.that it’s all a story you tell – not just some of it, but all of it.

Every story you tell is founded on a network of hidden Every story you tell is founded on a network of hidden assumptions. assumptions.

(Zander : 2000)(Zander : 2000)

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PARADIGMS ARE ALL INVENTEDPARADIGMS ARE ALL INVENTED

If you learn to notice that and distinguish these stories, If you learn to notice that and distinguish these stories, you will be able to break through the barriers of any ‘box’ you will be able to break through the barriers of any ‘box’

that contains unwanted conditions and create other that contains unwanted conditions and create other conditions or narratives that supports the life you conditions or narratives that supports the life you

envision for yourself and those around you.envision for yourself and those around you.

We don’t mean that you can just make up anything and We don’t mean that you can just make up anything and have it magically appear.have it magically appear.

We mean that you can shift the framework to one whose We mean that you can shift the framework to one whose underlying assumptions allow for the conditions you underlying assumptions allow for the conditions you

desire.desire.

Let your thoughts and actions spring from the new Let your thoughts and actions spring from the new framework and see what happens. framework and see what happens.

(Zander : 2000)(Zander : 2000)

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THE UNIVERSAL HUMAN PARADIGMTHE UNIVERSAL HUMAN PARADIGM

(Goss : 1996)(Goss : 1996)

… … in order to ...in order to ...Listening for Listening for ......

… … so as to so as to act by ...act by ...

… … CONTROL CONTROL LIFE,LIFE, have it have it turn out the turn out the way it way it “SHOULD”“SHOULD” and AVOID and AVOID having life having life turn out the turn out the way it way it “SHOULDN’T“SHOULDN’T””

Every Every humahuman n beingbeing

… … compensating compensating for what is for what is NOT NOT POSSIBLEPOSSIBLE … or … or not possible at not possible at this time – with this time – with the paradigm I the paradigm I am currently am currently practicing, practicing, I I don’t know don’t know how to do how to do it . . . it . . .

““What What shouldshould or or shouldn’t shouldn’t be? be? Who’s Who’s to BLAME?to BLAME? What’s What’s right or right or wrong with wrong with me, them me, them or it?”or it?”

The name of the Game is . . . Making it through childhood The name of the Game is . . . Making it through childhood alive …..alive …..

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The name of the Game is . . . Staying alive and The name of the Game is . . . Staying alive and making it through – surviving in a world of scarcity making it through – surviving in a world of scarcity

and peril …..and peril …..

THE UNIVERSAL HUMAN PARADIGMTHE UNIVERSAL HUMAN PARADIGM

(Goss : 1996; Zander: 2000)(Goss : 1996; Zander: 2000)

… … in order to ...in order to ...Listening for Listening for ......

… … so as to so as to act by ...act by ...

Overcome the Overcome the odds and odds and prevail;prevail; being being acknowledgeacknowledged and d and included . . . included . . .

Every Every humahuman n beingbeing

… … keeping our keeping our armour intact. armour intact. Take Take possession of possession of resources. resources. Resisting any Resisting any challenges to challenges to our viewpoint our viewpoint ……

Alertness Alertness to danger;to danger; a clever a clever strategic strategic mind, an mind, an eye for eye for assessing assessing friend and friend and foe . . . foe . . .

DESIRED DESIRED OUTCOME OUTCOME OF YOUR OF YOUR

LIFELIFE

DESIRED DESIRED OUTCOME OUTCOME OF YOUR OF YOUR

LIFELIFETHE FILTER, THE FILTER,

OR OR FEASIBILITY FEASIBILITY

SIEVESIEVE

THE FILTER, THE FILTER, OR OR

FEASIBILITY FEASIBILITY SIEVESIEVE

WAY OF WAY OF ACTING IN ACTING IN ORDER TO ORDER TO SUCCEEDSUCCEED

WAY OF WAY OF ACTING IN ACTING IN ORDER TO ORDER TO SUCCEEDSUCCEED

+SOURCE OF POWER SOURCE OF POWER

INHERITED FROM THE INHERITED FROM THE PASTPAST

SOURCE OF POWER SOURCE OF POWER INHERITED FROM THE INHERITED FROM THE

PASTPAST

CONTENT OF

DECISIONS

PAST

PROCESS OF DECISION

MAKING

PAST

CONTEXT IN WHICH

DECISIONSOCCURS

PAST

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LISTEN FOR SO AS TO ACT BY IN ORDER TOLISTEN FOR SO AS TO ACT BY IN ORDER TO

What should or What should or shouldn’t be ?shouldn’t be ?

What’s right or wrong What’s right or wrong with me, them, or it ?with me, them, or it ?

Compensating forCompensating for

what’s not possiblewhat’s not possible

Control life, so it turns out Control life, so it turns out

the way it should, and the way it should, and

avoid life turning out theavoid life turning out the

way it shouldn’tway it shouldn’t

LISTEN FOR SO AS TO ACT BY IN ORDER TO LISTEN FOR SO AS TO ACT BY IN ORDER TO

Potential clients for development of ‘sustainable settlements’ in respect of geographical spread and quantum.

Packaging and implementing appropriate sustainable settlement projects (Including Servcon and other Rightsizing)

Satisfy our Rightsizing targets and meet our own commitments to the Board, and AVOID being extinct by 20011/12

The name of the game is - - - delivering our Rightsizing and related obligations to Government whilst phasing in our reinvented mandate in respect of sustainable

settlements.

THE UNIVERSAL WINNING STRATEGYTHE UNIVERSAL WINNING STRATEGY

WINNING STRATEGY: Housing CompanyWINNING STRATEGY: Housing Company

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Downward spiral talk stands for a Downward spiral talk stands for a

resigned way of talking that resigned way of talking that excludes possibility.excludes possibility.

It is based on the fear that we will be It is based on the fear that we will be stopped in our tracks and fall short in the stopped in our tracks and fall short in the

race, and it is race, and it is wholly reactive to wholly reactive to circumstances,circumstances, circumstances that circumstances that

appear to be wrong, problematic and in need appear to be wrong, problematic and in need of fixing.of fixing.

Focusing on the abstraction of Focusing on the abstraction of scarcity,scarcity, downward spiral talk creates an unassailable downward spiral talk creates an unassailable

story about the story about the limits to what is limits to what is possible,possible, and tells us compellingly how and tells us compellingly how

things are going from bad to worse.things are going from bad to worse.

CONVERSATIONS FOR NO CONVERSATIONS FOR NO POSSIBILITYPOSSIBILITY

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Ordinarily we equate accountability with Ordinarily we equate accountability with blameblame and and blamelessness, concepts from the blamelessness, concepts from the world of measurement.world of measurement.

When I blame you for something that goes wrong, I seek When I blame you for something that goes wrong, I seek

to establish to establish that I am in the rightthat I am in the right – and we all know the – and we all know the delicious feeling of satisfaction there.delicious feeling of satisfaction there.

However, inasmuch as I blame you – to that degree, in However, inasmuch as I blame you – to that degree, in

exactly that proportion, exactly that proportion, I lose my power.I lose my power.

I lose my ability to steer the situation in another I lose my ability to steer the situation in another direction, to learn from it, or to put us in good relationship direction, to learn from it, or to put us in good relationship

with each other.with each other.

Indeed I Indeed I lose any leveragelose any leverage I may have had, because I may have had, because there is nothing I can do about your mistakes – there is nothing I can do about your mistakes –

only about mine. only about mine.

CONVERSATIONS FOR NO CONVERSATIONS FOR NO POSSIBILITYPOSSIBILITY

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Downward Spiral TalkAm I speaking from here?

THE UNIVERSAL HUMAN PARADIGMTHE UNIVERSAL HUMAN PARADIGM

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POWER POWER IN THE UNIVERSAL HUMAN IN THE UNIVERSAL HUMAN

PARADIGM PARADIGM

(Based on Goss : 1996)(Based on Goss : 1996)

IS THE SPEED WITH WHICH YOU CAN IDENTIFY IS THE SPEED WITH WHICH YOU CAN IDENTIFY WHAT’S WRONG, OR COULD GO WRONG, OR IS WHAT’S WRONG, OR COULD GO WRONG, OR IS

NOT THE WAY IT SHOULD BE, AND REACT (FROM NOT THE WAY IT SHOULD BE, AND REACT (FROM THE PAST), TO GET IT THE WAY IT SHOULD BE.THE PAST), TO GET IT THE WAY IT SHOULD BE.

SOMEBODY IS TO BLAME FOR IT BEING WRONG. SOMEBODY IS TO BLAME FOR IT BEING WRONG. AND YOU HAVE TO TAKE CONTROL TO BRING IT AND YOU HAVE TO TAKE CONTROL TO BRING IT BACK INTO LINE. IN THE UNSAID, IT IS OUT OF BACK INTO LINE. IN THE UNSAID, IT IS OUT OF CONTROL. NO POSSIBILITY OF IT BEING ANY CONTROL. NO POSSIBILITY OF IT BEING ANY

OTHER WAY.OTHER WAY.

HAS TO DO WITH DOING IMPROVEMENT OF ANY HAS TO DO WITH DOING IMPROVEMENT OF ANY KIND. IMPROVING ANYTHING IS BETTER THAN KIND. IMPROVING ANYTHING IS BETTER THAN

NO RESULT.NO RESULT.

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MOVING OUT OF THE COMFORT ZONEMOVING OUT OF THE COMFORT ZONE

(Based on Malphurs : (Based on Malphurs : 1993)1993)

THE FUTURE UNKNOWN THE FUTURE UNKNOWN WORLDWORLD

(“The Enemy”)(“The Enemy”)

CURRENT KNOWN CURRENT KNOWN WORLDWORLD

(“The Womb”)(“The Womb”)

KNOWLEDGECONTROL

LACK OF KNOWLEDGELACK OF CONTROL

VULNERABLERISKY

UNCERTAINUNCOMFORTABLE

SAFENO RISK

CONFIDENTCOMFORTABLE

SAFETY ZONE DANGER ZONE

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Current Current realityreality

Current Current realityreality

Designated Designated impossibleimpossible

Future !Future !

Designated Designated impossibleimpossible

Future !Future !

Designated Designated impossibleimpossible

Future !Future !

Designated Designated impossibleimpossible

Future !Future !

THE VALLEY OF DEATHPARADIGMSCHALLENGED

PARADIGMSREINVENTED

Current Current futurefuture

Current Current futurefuture

Security in smallSecurity in smallsteps - let’s just steps - let’s just

incrementallyincrementallyimprove whatimprove whatwe’re doing ?we’re doing ?

You don’t get to impossible

through improvement !Let’s work back from the future !

You don’t get to impossible

through improvement !Let’s work back from the future !

MOVING OUT OF THE COMFORT ZONEMOVING OUT OF THE COMFORT ZONE

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Current Current realityreality

Current Current realityreality

Designated Designated impossibleimpossible

Future !Future !

Designated Designated impossibleimpossible

Future !Future !

Designated Designated impossibleimpossible

Future !Future !

Designated Designated impossibleimpossible

Future !Future !

THE VALLEY OF DEATHPARADIGMSCHALLENGED

The Universal Human Paradigm is about the past, whereas inflection points

are about the future.

The leap from the Universal Human Paradigm to the

Reinvention Master Paradigm at these

inflection points is like going through

THE VALLEY OF DEATH.

PARADIGMSREINVENTED

Current Current futurefuture

Current Current futurefuture

Security in smallSecurity in smallsteps - let’s just steps - let’s just

incrementallyincrementallyimprove whatimprove whatwe’re doing ?we’re doing ?

You don’t get to impossible

through improvement !Let’s work back from the future !

You don’t get to impossible

through improvement !Let’s work back from the future !

MOVING OUT OF THE COMFORT ZONEMOVING OUT OF THE COMFORT ZONE

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If you want to make minor, incremental changes and improvements,

work on practices, behaviour or attitude.

But if you want to make significant, quantum improvement,

work on paradigms. (Covey: 2005)

MOVING OUT OF THE COMFORT ZONEMOVING OUT OF THE COMFORT ZONE

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Language is the Language is the HOUSE OF BEINGHOUSE OF BEING, , and on a day to day basis you can and on a day to day basis you can

alter the way you are being by alter the way you are being by altering the conversations in which altering the conversations in which

you are engaged. you are engaged.

Therefore how we speak and what Therefore how we speak and what we listen for, are extremely we listen for, are extremely

important in determining our view important in determining our view of the world, and our of the world, and our behaviour.behaviour.

LANGUAGE LANGUAGE IN THE REINVENTION MASTER PARADIGM IN THE REINVENTION MASTER PARADIGM

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CONTEXT IN WHICH

DECISIONSOCCURS

FUTURE

CONTENT OF

DECISIONS

PAST

PROCESS OF DECISION

MAKING

PRESENT

(Based on Pettigrew, 1988)

WHAT?HAVINGI HAVE

HOW?DOING

I DOUNTIL

WITHOUTUNLESS

MISSING?ESSENTIAL?

NEXT?

CONVERSATIONSREQUESTSPROMISES

WHO? BEINGI AM

OUGHTSHOULDBLAME

LIBERATION LIBERATION FROM THE UNIVERSAL HUMAN PARADIGMFROM THE UNIVERSAL HUMAN PARADIGM

IN ORDER TO . . . CONTROL

SELFCONTROL

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CONTEXT IN WHICH

DECISIONSOCCURS

FUTURE

CONTENT OF

DECISIONS

PAST

PROCESS OF DECISION

MAKING

PRESENT

(Based on Pettigrew, 1988)

WHAT?HAVINGI HAVE

HOW?DOING

I DOUNTIL

WITHOUTUNLESS

MISSING?ESSENTIAL?

NEXT?

CONVERSATIONSREQUESTSPROMISES

WHO? BEINGI AM

OUGHTSHOULDBLAME

LIBERATION LIBERATION FROM THE UNIVERSAL HUMAN PARADIGMFROM THE UNIVERSAL HUMAN PARADIGM

IN ORDER TO . . . CONTROL

SELFCONTROL

If you can’t change circumstances, change the way you respond to

them. (Tim Hansel)

If you can’t change circumstances, change the way you respond to

them. (Tim Hansel)

We talk about “circumstances over which we have no control.”

None of us have control over our circumstances, but we are

responsible for the way we pilot ourselves in the midst of things as

they are. (Oswald Chambers)

We talk about “circumstances over which we have no control.”

None of us have control over our circumstances, but we are

responsible for the way we pilot ourselves in the midst of things as

they are. (Oswald Chambers)

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THE PARADIGMTHE PARADIGMDevelopmentDevelopmentof Strategyof Strategy ImplementationImplementation

CorporateCorporatePerformancePerformance

IF UNSATISFACTORYIF UNSATISFACTORY

Step 1Step 1Tighter ControlTighter Control

Step 2Step 2Reconstruct orReconstruct or

develop new strategydevelop new strategy

Step 3Step 3Abandon paradigmAbandon paradigm

adopt new oneadopt new oneSTRATEGIC LEADERSHIPSTRATEGIC LEADERSHIPTHE (NEW) PARADIGMTHE (NEW) PARADIGM

STRATEGIC LEADERSHIP TAKES PLACE BETWEEN PARADIGMSSTRATEGIC LEADERSHIP TAKES PLACE BETWEEN PARADIGMSLEADERS ASSESS THE RISK AND DETERMINE THAT SHIFTING PARADIGMS IS THE CORRECT THING TO DOLEADERS ASSESS THE RISK AND DETERMINE THAT SHIFTING PARADIGMS IS THE CORRECT THING TO DO

TRANSFORMATIONAL LEADERS HAVE THE ABILITY TO OPERATE SUCCESSFULLY TRANSFORMATIONAL LEADERS HAVE THE ABILITY TO OPERATE SUCCESSFULLY IN MORE THAN ONE PARADIGMIN MORE THAN ONE PARADIGM

IF UNSATISFACTORYIF UNSATISFACTORY

IF IF UNSATISFACTORYUNSATISFACTORY

MANAGEMENT TAKES PLACEMANAGEMENT TAKES PLACEWITHIN (ONLY ONE) PARADIGMWITHIN (ONLY ONE) PARADIGM

A GOOD MANAGER WILL OPTIMISEA GOOD MANAGER WILL OPTIMISEAN EXISTING SYSTEM BY AN EXISTING SYSTEM BY TAKING THE RULES AND TAKING THE RULES AND MAKING THEM BETTERMAKING THEM BETTER

THIS ISTHIS ISPARADIGM ENHANCEMENTPARADIGM ENHANCEMENT

BUSINESS AND LEADERS IN BUSINESS AND LEADERS IN TRANSITIONTRANSITION

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PARADIGM SHIFT AND REINVENTIONPARADIGM SHIFT AND REINVENTION

INCREMENTALINCREMENTAL

CONTINUOUSCONTINUOUS

STRETCH (IN REACH)STRETCH (IN REACH)

QUANTUM LEAPS (STEPCHANGE)QUANTUM LEAPS (STEPCHANGE)

BREAKTHROUGHBREAKTHROUGH

PARADIGM SHIFTPARADIGM SHIFT

BLUE BOX TOOLSBLUE BOX TOOLSFOR PRODUCINGFOR PRODUCING

IMPOSSIBLE RESULTSIMPOSSIBLE RESULTS

CANNOT GET TOCANNOT GET TOIMPOSSIBLE BYIMPOSSIBLE BYIMPROVEMENTSIMPROVEMENTS

TRANSFORMATIONTRANSFORMATIONALTER WAY OF BEINGALTER WAY OF BEING

PARADIGM REINVENTIONPARADIGM REINVENTION

CHANGECHANGEYOU DON’T HAVE TO YOU DON’T HAVE TO

ALTER YOUR WAY ALTER YOUR WAY OF BEING TO PRODUCEOF BEING TO PRODUCE

A PARADIGM SHIFTA PARADIGM SHIFT

RED BOX TOOLSRED BOX TOOLSFOR PRODUCINGFOR PRODUCING

POSSIBLE RESULSPOSSIBLE RESULS(IMPROVEMENTS)(IMPROVEMENTS)

??

(Based on Goss : 1996)(Based on Goss : 1996)

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BRIDGING THE GAP BETWEEN IMPOSSIBLE TO BRIDGING THE GAP BETWEEN IMPOSSIBLE TO POSSIBILE TO REALPOSSIBILE TO REAL

(Goss : 1996)(Goss : 1996)

SURVIVALUNIVERSAL HUMANPARADIGM

TRANSFORMATIONREINVENTION MASTERPARADIGM

POSSIBLE REAL

BRIDGETO ACTION

IMPOSSIBLE

GETTING TOZERO

11 55 66 77 88 9922 33 44

CNPConversation forNo Possibility

LIBERATION LIBERATION FROM THE UNIVERSAL HUMAN PARADIGMFROM THE UNIVERSAL HUMAN PARADIGM

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When you’re coming from the future, you don’t know the way, how to do it !

BRIDGING THE GAP BETWEEN IMPOSSIBLE TO BRIDGING THE GAP BETWEEN IMPOSSIBLE TO POSSIBILE TO REALPOSSIBILE TO REAL

GET TO ZERO.NO UNTIL - - -NO UNLESS - - - NO WITHOUT - - -

Based on Attachment to : “We know the

way.” (from the past)

In this mode you are “reinventing” yourself as you know yourself to be !

In this mode you are “reinventing” yourself as you know yourself to be !

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BRIDGING THE GAP BETWEEN IMPOSSIBLE TO BRIDGING THE GAP BETWEEN IMPOSSIBLE TO POSSIBILE TO REALPOSSIBILE TO REAL

(Goss : 1996)(Goss : 1996)

CONVERSATIONS FOR NO POSSIBILITY based on the past, on the way things OUGHT to be, SHOULD or shouldn’t be. Who’s wrong, to BLAME - - - you, them, or it - - -

GET TO ZERO.NO OUGHT’S - - -NO SHOULD’S - - - NO BLAME - - -

GET TO ZERO.The large contractor’s OUGHT to do it - - -The Minister SHOULD understand - - - The people SHOULDN’T expect housing - - - The Local Authorities are to BLAME - - -Apartheid is to BLAME - - -

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BRIDGING THE GAP BETWEEN IMPOSSIBLE TO BRIDGING THE GAP BETWEEN IMPOSSIBLE TO POSSIBILE TO REALPOSSIBILE TO REAL

(Goss : 1996)(Goss : 1996)

CONVERSATIONS FOR NO POSSIBILITY The main difference between UHP and RMP is that The main difference between UHP and RMP is that there is no element of CONTROL - no there is no element of CONTROL - no “in order to”“in order to” in in the RMPthe RMP

GET TO ZERO.NO IN ORDER TO - - -

PARADOX PARADOX

By giving up CONTROL and decreasing By giving up CONTROL and decreasing PREDICTABILITY, the probability of attaining PREDICTABILITY, the probability of attaining EXTRAORDINARY RESULTS is greatly increasedEXTRAORDINARY RESULTS is greatly increased

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BRIDGING THE GAP BETWEEN IMPOSSIBLE TO BRIDGING THE GAP BETWEEN IMPOSSIBLE TO POSSIBILE TO REALPOSSIBILE TO REAL

CREATE. THE ENTIRE NEW MASTER PARADIGM. MOVING FROM THE PAST TO THE FUTURE.THREE FOUNDATION DECLARATIONS. STANDING IN ZERO.

What is possible is what I say is possibleWho I am is the stand I takeI take the stand that there are no essentials (until, unless, without); there is no way that things ought, or should or shouldn’t be, there is no right or wrong way, people have the right to say “no”, and no one is to blame for my success or otherwise – no one owes me a living; there is also no “in order to - - - “ (control the way life turns out)

GIVING YOURSELF THE POWER TO CREATE EVERYTHING THAT DOES NOT EXIST, SPEAKING THE FUTURE INTO EXISTENCE.SPECIFIC CONVERSATIONS.

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PASTPAST

You make a You make a request or request or promisepromise; ;

it is accepted, declined it is accepted, declined or counteredor countered

You still You still ( being ( being human) human) assignassign

meaningmeaning

interpretatiinterpretationon

explanationexplanationconclusionconclusion

youryour““inventedinvented

game”game”

PRESENTPRESENT

somethinsomethingg

happenshappens You make a You make a request or request or

promisepromise; it is ; it is accepted, accepted,

declined or declined or counteredcountered

You make a You make a request or request or promisepromise; ;

it is accepted, declined it is accepted, declined or counteredor countered

FUTUREFUTURE

… … etc … etc … etc until etc … etc … etc until the possibility you are the possibility you are

BEING occurs in the world BEING occurs in the world as a realityas a reality

THESE THESE INTERPRETATIONS INTERPRETATIONS

WHEN THEY OCCUR, WHEN THEY OCCUR, OCCUR MERELY AS OCCUR MERELY AS “SOMETHING YOU “SOMETHING YOU

HAVE”HAVE”

LIBERATION LIBERATION FROM THE UNIVERSAL HUMAN PARADIGMFROM THE UNIVERSAL HUMAN PARADIGM

What is Missing? What is Missing? What is Essential?What is Essential?

What’s next?What’s next?

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REALITYREALITYPASTPAST

HAVINGHAVING““InterpretationInterpretation

conclusion”conclusion”CONTENTCONTENT

BEINGBEING““youryour

invented invented game”game”

CONTEXTCONTEXT

ACTIONACTIONPRESENTPRESENT

DOINGDOING““SomethiSomethi

ngnghappens”happens”PROCESSPROCESS

POSSIBILITYPOSSIBILITYINVENTED INVENTED FUTUREFUTURE

TAKING A TAKING A STAND STAND MAKING MAKING

DECLARATIONDECLARATIONSS

UNREASONABLUNREASONABLEE

REQUESTSREQUESTSAcceptedAcceptedDeclined/Declined/rejectedrejected

counter offerscounter offers

BOLDBOLDPROMISESPROMISES

KeptKeptNot keptNot keptRevokedRevoked

ASSESSMENTSASSESSMENTSASSERTIONSASSERTIONS

OPINIONSOPINIONSNothing moves Nothing moves

forwardforwardPulls you into the Pulls you into the

PastPastSoon in arena of Soon in arena of CONVERSATIONS CONVERSATIONS

FOR NO POSSIBILITYFOR NO POSSIBILITY

ALL THAT HAPPENS IN THIS MODE IS ALL THAT HAPPENS IN THIS MODE IS CONVERSATIONCONVERSATION

LIBERATIOLIBERATIONN

LIBERATION LIBERATION FROM THE UNIVERSAL HUMAN PARADIGMFROM THE UNIVERSAL HUMAN PARADIGM

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MOVING OUT OF THE COMFORT ZONEMOVING OUT OF THE COMFORT ZONE

(Based on Treat : 1999)(Based on Treat : 1999)

FUTURE UNKNOWN FUTURE UNKNOWN WORLDWORLD

(“The Promised Land”)(“The Promised Land”)

CURRENT KNOWN CURRENT KNOWN WORLDWORLD

(“The Wilderness”)(“The Wilderness”)

The Great The Great ExchangeExchange

Pull of the PastPull of the Past

SlaverySlavery

Day to Day issuesDay to Day issues

Satisfied with Satisfied with MediocrityMediocrity

SurvivingSurviving

ConformityConformity

Grasshopper Grasshopper ParadigmParadigm

Paradigm ParalysisParadigm Paralysis

Challenge of the Challenge of the FutureFuture

FreedomFreedom

Dreams and VisionsDreams and Visions

Striving for Striving for ExcellenceExcellence

ThrivingThriving

TransformationTransformation

Eagle ParadigmEagle Paradigm

Paradigm Paradigm ReinventionReinvention

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MOVING OUT OF THE COMFORT ZONEMOVING OUT OF THE COMFORT ZONE

(Based on Treat : 1999)(Based on Treat : 1999)

FUTURE UNKNOWN FUTURE UNKNOWN WORLDWORLD

(“The Promised Land”)(“The Promised Land”)

CURRENT KNOWN CURRENT KNOWN WORLDWORLD

(“The Wilderness”)(“The Wilderness”)

The Great The Great ExchangeExchange

Pull of the PastPull of the Past

SlaverySlavery

Day to Day issuesDay to Day issues

Satisfied with Satisfied with MediocrityMediocrity

SurvivingSurviving

ConformityConformity

Grasshopper Grasshopper ParadigmParadigm

Paradigm ParalysisParadigm Paralysis

Challenge of the Challenge of the FutureFuture

FreedomFreedom

Dreams and VisionsDreams and Visions

Striving for Striving for ExcellenceExcellence

ThrivingThriving

TransformationTransformation

Eagle ParadigmEagle Paradigm

Paradigm Paradigm ReinventionReinvention

UNIVERSAL HUMAN PARADIGMUNIVERSAL HUMAN PARADIGM

FOCUS ON DOINGFOCUS ON DOING

REINVENTION MASTER PARADIGMREINVENTION MASTER PARADIGM

FOCUS ON BEINGFOCUS ON BEING

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MOVING OUT OF THE COMFORT ZONEMOVING OUT OF THE COMFORT ZONE

(Based on Treat : 1999; Senge et al: (Based on Treat : 1999; Senge et al: 2005)2005)

FUTURE UNKNOWN FUTURE UNKNOWN WORLDWORLD

(“The Promised Land”)(“The Promised Land”)

CURRENT KNOWN CURRENT KNOWN WORLDWORLD

(“The Desert”)(“The Desert”)

The Great The Great ExchangeExchange

Thomas Kuhn found in his study of scientific Thomas Kuhn found in his study of scientific

revolutions that revolutions that you can’t convince theyou can’t convince the protectors of the old paradigm with protectors of the old paradigm with

better arguments.better arguments.The reality is that you have to wait until the The reality is that you have to wait until the

establishment scholars finally retire from their establishment scholars finally retire from their

positions and are positions and are replaced by a younger replaced by a younger and more open generation of scientists.and more open generation of scientists. (Senge, Scharmer, Jaworski and Flowers: 2005)(Senge, Scharmer, Jaworski and Flowers: 2005)

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MOVING OUT OF THE COMFORT ZONEMOVING OUT OF THE COMFORT ZONE

(Based on Treat : 1999; Senge et al: (Based on Treat : 1999; Senge et al: 2005)2005)

FUTURE UNKNOWN FUTURE UNKNOWN WORLDWORLD

(“The Promised Land”)(“The Promised Land”)

CURRENT KNOWN CURRENT KNOWN WORLDWORLD

(“The Desert”)(“The Desert”)

The Great The Great ExchangeExchange

No one wants to die. Even people who want No one wants to die. Even people who want to go to heaven don’t want to die to get to go to heaven don’t want to die to get

there. And yet death is the destination we there. And yet death is the destination we all share. No one has ever escaped it. And all share. No one has ever escaped it. And

that is as it should be, because that is as it should be, because death is very death is very likely the single best invention of life. It is likely the single best invention of life. It is life’s change agent. It clears out the old to life’s change agent. It clears out the old to

make way for the new.make way for the new. Right now the new is Right now the new is you, but someday not too long from now, you, but someday not too long from now, you will gradually become the old and be you will gradually become the old and be

cleared away. cleared away. (Steve Jobs, (Steve Jobs, graduation address at Stanford Universitygraduation address at Stanford University : 2005): 2005)

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THE SHIFT IS IN WHO YOU ARE BEING.THE SHIFT IS IN WHO YOU ARE BEING.

CHANGE IN BEING

Achieved through LANGUAGE

CONVERSATIONSAID OR UNSAID

SHARED MEANING

SPEAKINGLISTENING

CFNP CFP

POWER : SPEED OF SHIFT : DECLARATION OF POSSIBILITY

REQUESTS AND PROMISES

LIBERATION LIBERATION FROM THE UNIVERSAL HUMAN PARADIGMFROM THE UNIVERSAL HUMAN PARADIGM

CHANGE IN BEING

Achieved through LANGUAGE

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Language is the only leverage Language is the only leverage for changing the context of the for changing the context of the

world around us.world around us.

This is because people This is because people apprehend and construct apprehend and construct

reality through the way they reality through the way they speak and listen.speak and listen.

LIBERATION LIBERATION FROM THE UNIVERSAL HUMAN PARADIGMFROM THE UNIVERSAL HUMAN PARADIGM

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LANGUAGE LANGUAGE IN THE REINVENTION MASTER PARADIGMIN THE REINVENTION MASTER PARADIGM

We exist in language.We exist in language.

It is by It is by languaginglanguaging and and recurrent recurrent actionsactions or human practices that we or human practices that we

create meaning together.create meaning together.

This is the This is the enactiveenactive view of view of knowing the world; we lay it down knowing the world; we lay it down

as we walk on its path.as we walk on its path.(Jaworski : 1996)(Jaworski : 1996)

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Considering the importance of Considering the importance of language and how human beings language and how human beings

interact with the world, it is evident interact with the world, it is evident that in many ways the that in many ways the development development of language was like the discovery of language was like the discovery of fireof fire - it was such an incredible - it was such an incredible

primordial force. primordial force.

““I had always thought that we used I had always thought that we used language to language to describedescribe the world - the world - now I was seeing that this is not now I was seeing that this is not

the case.”the case.” (Jaworski : 1996)(Jaworski : 1996)

LANGUAGE LANGUAGE IN THE REINVENTION MASTER PARADIGMIN THE REINVENTION MASTER PARADIGM

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LANGUAGE LANGUAGE IN THE REINVENTION MASTER PARADIGMIN THE REINVENTION MASTER PARADIGM

To the contrary, it is through To the contrary, it is through language that we language that we create create the world, the world,

because it is nothing until we because it is nothing until we describe it.describe it.

And when we describe it, we create And when we describe it, we create distinctions that govern our distinctions that govern our

actions.actions.

To put it another way, To put it another way, we do not we do not describe the world we see, but we describe the world we see, but we

see the world we describe.see the world we describe. (Jaworski : (Jaworski :

1996)1996)

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OPERATING MODEL

BUSINESS MODEL

MENTAL MODEL

POLITICAL MODEL

WHAT PEOPLE ACTUALLY DO ON A DAY TO DAY BASIS

ALL THE CHOICES THE COMPANY HAS MADE ABOUT VARIOUS COMPONENTS OF ITS BUSINESS CONCEPT

ALL THE BELIEFS THAT INDIVIDUALS HOLD ABOUT WHAT DRIVES SUCCESS IN THE INDUSTRY

THE WAY POWER IS DISTRIBUTED THROUGHOUT THE ORGANISATION, IN PARTICULAR THE POWER TO ENFORCE MENTAL MODELS

ALIGNMENT - WHICH IS GOOD

IF THERE’S NO OR SLOW CHANGE !

(Based on Hamel : 2000)(Based on Hamel : 2000)

MENTAL MODELS

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OPERATING MODEL

BUSINESS MODEL

ULTIMATELY YOU NEED TO INVENT NEW BUSINESS CONCEPTS OR DRAMATICALLY

REINVENT THOSE YOU ALREADY HAVE.YET THERE IS NO WAY OF INNOVATING AROUND THE BUSINESS CONCEPT UNLESS YOU CAN FIRST MOVE YOUR COMPANY’S MENTAL MODEL OFF DEAD CENTRE.

MENTAL MODEL

POLITICAL MODEL

(Based on Hamel : 2000)(Based on Hamel : 2000)

POLITICAL MODELSPACE TO

CREATENEW BUSINESS

CONCEPTS

MENTAL MODEL

MENTAL MODELS

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WHEN MENTAL MODELS WERE HIJACKED

The fateful day of 11 September 2001

MENTAL MODELS

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The debate about US intelligence following 9/11 terrorist attacks illustrates the difficulty of making sense in today’s complex environment. Congressional post-mortems focused on who knew what and when – on the information – but not on the more critical mental models that shaped how that information was processed. What led to the tragedy was not primarily a shortage of data. This was not a failure of intelligence per se. It was at least in part, much more a failure to make sense. Information was filtered through existing mental models related to terrorism and hijackings. They followed a certain well established pattern

WHEN MENTAL MODELS ARE HIJACKED,

IT IS IMPOSSIBLE TO MAKE SENSE

MENTAL MODELS

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The plane and its crew typically were taken hostage and flown to some remote location, where the hijackers made demands. Pilots were instructed that the best course of action for passengers and crew was not to resist. During the September 11 attacks, the information was filtered through a set of mental models that made it hard to see what was really happening until it was too late. The events of September 11 also powerfully illustrate the power of shifting mental models. When passengers on the third plane, United Flight 93, received reports by cell phone from friends and family about the attack on the World Trade Centre, several quickly realised that this was not a typical hijacking.

SHIFTING MENTAL MODELS

WHEN MENTAL MODELS ARE SHIFTED,

SENSEMAKING BECOMES POSSIBLE

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In a matter of minutes, they were able to transform their mental models and take heroic actions to stop the hijackers. As a result, the last plane failed to reach its target, crashing in a field in western Pennsylvania, a tragedy that could have been much worse if some of its passengers hadn’t been able to make sense of what was going on and moved to stop it. The passengers and crew of Flight 93 were presented with a picture that was similar to the hijackings earlier that day. What they suddenly developed, however, was a different mental model. They were able to quickly make sense of what was happening and act on this new understanding. And that made all the difference.

TRANSFORMING MENTAL MODELS

(Source: Wind and Crook: 2005)

WHEN MENTAL MODELS ARE TRANSFORMED,

SENSEMAKING MAKES THE DIFFERENCE IN CREATING THE

FUTURE.

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THE UNIVERSE OF POSSIBILITYTHE UNIVERSE OF POSSIBILITY

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THE UNIVERSE OF POSSIBILITYTHE UNIVERSE OF POSSIBILITY

(Zander: (Zander: 2000)2000)

In the realm of possibility, we gain our In the realm of possibility, we gain our knowledge by knowledge by invention.invention.

We speak with the awareness that We speak with the awareness that language language creates categories of creates categories of

meanings that open up new worlds to meanings that open up new worlds to explore.explore.

Life appears as variety, pattern, and Life appears as variety, pattern, and shimmering movement, inviting us in shimmering movement, inviting us in

every moment to engage.every moment to engage.

The pie is enormous, and if you The pie is enormous, and if you take a slice, it is whole again.take a slice, it is whole again.

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THE UNIVERSE OF POSSIBILITYTHE UNIVERSE OF POSSIBILITY

(Zander: (Zander: 2000)2000)

On the whole, resources are likely to come to On the whole, resources are likely to come to you in you in greater abundancegreater abundance when you are when you are

generous and inclusive and engage people in generous and inclusive and engage people in your passion for life.your passion for life.

When you are oriented to abundance, When you are oriented to abundance, you you care less about being in control,care less about being in control, and you and you

take more risks.take more risks.

You may give away short-term profits You may give away short-term profits in in pursuit of a bigger dreampursuit of a bigger dream; you may take a ; you may take a

long view without being able to predict the long view without being able to predict the outcome.outcome.

In the measurement world, you set a goal and In the measurement world, you set a goal and

strive for it. strive for it. In the universe of In the universe of possibility, you set the context possibility, you set the context

and let life unfold.and let life unfold.

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THE UNIVERSE OF POSSIBILITYTHE UNIVERSE OF POSSIBILITY

(Zander: (Zander: 2000)2000)

What is the practice that What is the practice that orients orients you you to a universe of possibility?to a universe of possibility?

It is a practice for It is a practice for revealing the revealing the hidden framework or paradigmhidden framework or paradigm from which the world of measurement from which the world of measurement

springs.springs.

When you see how thoroughly that When you see how thoroughly that framework rules your life, you will have framework rules your life, you will have

located yourselflocated yourself in the realm of in the realm of possibility beyond it.possibility beyond it.

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THE UNIVERSE OF POSSIBILITYTHE UNIVERSE OF POSSIBILITY

(Zander: (Zander: 2000)2000)

So ask yourself:So ask yourself:

How are my thoughts and actions, in this How are my thoughts and actions, in this moment, reflections of the measurement moment, reflections of the measurement

world?world?

You look for thoughts and actions that You look for thoughts and actions that reflect survival and scarcity, comparison reflect survival and scarcity, comparison

and competition, attachment and anxiety.and competition, attachment and anxiety.

You keep asking the question until you You keep asking the question until you finally appreciate how hopeless it is to finally appreciate how hopeless it is to

escape being shaped by escape being shaped by the assumptions that the assumptions that

underlie all your life.underlie all your life.

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THE UNIVERSE OF POSSIBILITYTHE UNIVERSE OF POSSIBILITY

(Zander: (Zander: 2000)2000)

And then you may begin to laugh.And then you may begin to laugh.

And when someone asks, And when someone asks, ‘How are ‘How are you?’you?’ it may appear to you utterly it may appear to you utterly

ridiculous to try to assess yourself, or to ridiculous to try to assess yourself, or to express life as a struggle and a burden, express life as a struggle and a burden,

and before you know it, the word and before you know it, the word

‘perfect’‘perfect’ may just pop out. may just pop out.

And you will be smiling.And you will be smiling.

For you will have stepped into a For you will have stepped into a

universe of possibility.universe of possibility.

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THE UNIVERSE OF POSSIBILITYTHE UNIVERSE OF POSSIBILITY

(Zander: (Zander: 2000)2000)

Suppose that a universe of possibility Suppose that a universe of possibility stretches beyond the world of stretches beyond the world of

measurement to include all worlds: measurement to include all worlds:

infinite, generative and infinite, generative and abundant.abundant.

Unimpeded on a daily basis by the Unimpeded on a daily basis by the concern for concern for survival,survival, free from the free from the

generalised assumption of generalised assumption of scarcity,scarcity, a a person person stands in the great space ofstands in the great space of

possibility possibility in a posture of openness, in a posture of openness, with an unfettered imagination for what with an unfettered imagination for what

could be.could be.

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The great space of Possibility? Am I speaking from here?

THE UNIVERSE OF POSSIBILITYTHE UNIVERSE OF POSSIBILITY

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THE UNIVERSE OF POSSIBILITYTHE UNIVERSE OF POSSIBILITY

(Zander: (Zander: 2000)2000)

The action in the universe of possibility may The action in the universe of possibility may be characterised as generative, or giving, in all be characterised as generative, or giving, in all

senses of the word – producing new life, senses of the word – producing new life,

creating new ideascreating new ideas, consciously , consciously endowing with meaning, contributing, yielding endowing with meaning, contributing, yielding

to the power of contexts.to the power of contexts.

The The relationshiprelationship between people between people and environments is highlighted, and environments is highlighted,

not the people and things not the people and things themselves.themselves.

Emotions that are often relegated to the Emotions that are often relegated to the special category of spirituality are abundant special category of spirituality are abundant

here: joy, grace, awe, wholeness, passion and here: joy, grace, awe, wholeness, passion and compassion.compassion.

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THE UNIVERSE OF POSSIBILITYTHE UNIVERSE OF POSSIBILITY

(Zander: (Zander: 2000)2000)

It is not a simple dichotomy between being It is not a simple dichotomy between being successful and living a kind-hearted feel-good successful and living a kind-hearted feel-good

life.life.

On the whole, you are On the whole, you are more likely to more likely to extend your businessextend your business and have a fulfilled and have a fulfilled

life if you have the attitude that there are life if you have the attitude that there are always new customersalways new customers out there waiting to be out there waiting to be enrolled rather than that money, customers, enrolled rather than that money, customers,

and ideas are in short supply.and ideas are in short supply.

You are You are more likely to be successfulmore likely to be successful, , overall, if you participate joyfully with projects overall, if you participate joyfully with projects and goals and do not think your life depends on and goals and do not think your life depends on

achieving the mark because then you will be achieving the mark because then you will be able to connect to all people around you.able to connect to all people around you.

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The name of the Game is . . .The name of the Game is . . . being alert, deliberately waiting, being alert, deliberately waiting,

in a world of possibility and in a world of possibility and abundance…..abundance…..

so that when the cubic centimetre of chance pops out, the so that when the cubic centimetre of chance pops out, the necessary necessary COURAGE, speed, and the prowessCOURAGE, speed, and the prowess to pick it up, is available. to pick it up, is available.

THE REINVENTION MASTER PARADIGMTHE REINVENTION MASTER PARADIGM

(After Goss : 1996; Zander: 2000)(After Goss : 1996; Zander: 2000)

Staying in Staying in conversation conversation ......

Being Being present present forfor

Taking a stand, Taking a stand, making making declarations declarations

. . . Making . . . Making unreasonable unreasonable requests, requests, bold bold promises, promises, with no with no “FEAR OF “FEAR OF MAN” . . . MAN” . . .

ReinventReinvented human ed human beingbeing

. . . there is no . . . there is no such thing as such thing as right or wrong, right or wrong, should or should or shouldn’t; what shouldn’t; what is possible is is possible is what I say is what I say is possible . . . possible . . .

PossibilitiePossibilities, s, opportunitiopportunities, the es, the cubic cubic centimetre centimetre of of chance . . . chance . . .

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Staying in Staying in conversation conversation ......

Taking a stand, Taking a stand, making making declarations declarations

Being Being present present forfor

The name of the Game is . . . The name of the Game is . . . being alert, deliberately waiting, being alert, deliberately waiting,

in a world of possibility and in a world of possibility and abundance…..abundance…..

so that when the cubic centimetre of chance pops out, the necessary so that when the cubic centimetre of chance pops out, the necessary speed, and the prowess to pick it up, is available.speed, and the prowess to pick it up, is available.

THE REINVENTION MASTER PARADIGMTHE REINVENTION MASTER PARADIGM

(After Goss : 1996; Jaworski: 1996; Zander: 2000 et al)(After Goss : 1996; Jaworski: 1996; Zander: 2000 et al)

. . . Making . . . Making unreasonable unreasonable requests, requests, bold bold promises, promises, with no with no “FEAR OF “FEAR OF MAN” . . . MAN” . . .

ReinventeReinvented human d human beingbeing

. . . rapidly . . . rapidly declaring declaring impossibilities impossibilities possible and possible and changing the changing the reality of self and reality of self and others . . . others . . .

PossibilitiePossibilities, s, opportunitiopportunities, the es, the cubic cubic centimetre centimetre of of chance . . . chance . . .

THE CUBIC THE CUBIC CENTIMETRE CENTIMETRE

OF OF POSSIBILITYPOSSIBILITY

THE CUBIC THE CUBIC CENTIMETRE CENTIMETRE

OF OF POSSIBILITYPOSSIBILITY

DECLARE THE DECLARE THE IMPOSSIBLE IMPOSSIBLE POSSIBLEPOSSIBLE

DECLARE THE DECLARE THE IMPOSSIBLE IMPOSSIBLE POSSIBLEPOSSIBLE

SPEAK THE SPEAK THE FUTURE INTO FUTURE INTO EXISTENCEEXISTENCE

SPEAK THE SPEAK THE FUTURE INTO FUTURE INTO EXISTENCEEXISTENCE

+SOURCE OF POWER SOURCE OF POWER A NEWA NEW WAY OF BEING

To CREATE the To CREATE the future envisionedfuture envisioned

SOURCE OF POWER SOURCE OF POWER A NEWA NEW WAY OF BEING

To CREATE the To CREATE the future envisionedfuture envisioned

CONTENT OF

DECISIONS

FUTURE

PROCESS OF DECISION

MAKING

FUTURE

CONTEXT IN WHICH

DECISIONSOCCURS

FUTURE

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There is great leverage There is great leverage

in in TRANSFORMINGTRANSFORMING yourself yourself

simply by paying attention simply by paying attention

to what you to what you LISTENLISTEN for and for and how you how you SPEAKSPEAK

THE REINVENTION MASTER PARADIGMTHE REINVENTION MASTER PARADIGM

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THE VELOCITY WITH WHICH YOU THE VELOCITY WITH WHICH YOU MOVE ANY DESIGNATED MOVE ANY DESIGNATED

POSSIBILITY FORWARD TO REALITY POSSIBILITY FORWARD TO REALITY DEPENDS ONDEPENDS ON

THE NUMBER OF THE NUMBER OF CONVERSATIONS FOR CONVERSATIONS FOR

ACTION YOU ARE ENGAGED ACTION YOU ARE ENGAGED IN.IN.

THE REINVENTION MASTER PARADIGMTHE REINVENTION MASTER PARADIGM

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THE MORE REQUESTS THE MORE REQUESTS AND PROMISES YOU ARE AND PROMISES YOU ARE

ENGAGED IN,ENGAGED IN,

THE FASTER THE POSSIBILITY THE FASTER THE POSSIBILITY BECOMES A REALITY.BECOMES A REALITY.

THE REINVENTION MASTER PARADIGMTHE REINVENTION MASTER PARADIGM

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During this During this game :game :

You You will alwayswill always be in action be in action

You won’t take action on fulfilling the You won’t take action on fulfilling the declaration of possibility itselfdeclaration of possibility itself

The game is The game is intentionallyintentionally designed so that designed so that the realm of possibility you declared the realm of possibility you declared might might

not be fulfilled in your lifetimenot be fulfilled in your lifetime

It is It is so large in scope, so sweepingso large in scope, so sweeping, that it , that it is handled by making a series of is handled by making a series of bold bold

promisespromises and taking action, again and again, and taking action, again and again, to fulfil them andto fulfil them and

You continue to make You continue to make new promisesnew promises standing in the future you declaredstanding in the future you declared

THE REINVENTION MASTER PARADIGMTHE REINVENTION MASTER PARADIGM

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LEADERSHIP REINVENTIONLEADERSHIP REINVENTIONA SHIFT IN NATURE OF OUR COMMITMENTA SHIFT IN NATURE OF OUR COMMITMENT

A shift in the nature of our A shift in the nature of our commitment beginning not with commitment beginning not with

will, but with willingness.will, but with willingness.

Based on trust in the playing out of our Based on trust in the playing out of our destiny. destiny.

Knowing that whatever we need at the Knowing that whatever we need at the moment to meet our destiny will be moment to meet our destiny will be

available to us.available to us.

At this point we alter our At this point we alter our relationship with the future.relationship with the future.

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LEADERSHIP REINVENTIONLEADERSHIP REINVENTIONPEOPLE GATHERPEOPLE GATHER

Out of this commitment, a certain Out of this commitment, a certain flow flow of meaningof meaning begins. begins.

People gather around you, and a larger People gather around you, and a larger conversation conversation begins to form.begins to form.

You exert an enormous You exert an enormous attractiveness,attractiveness, not because you are special, but because not because you are special, but because

people are attracted to people are attracted to authentic authentic presencepresence,, and to the unfolding of a and to the unfolding of a

future that is full of possibilities. future that is full of possibilities.

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LEADERSHIP REINVENTION: SYNCHRONICITYLEADERSHIP REINVENTION: SYNCHRONICITY

The seemingly accidental meeting of The seemingly accidental meeting of two unrelated causal chains in a two unrelated causal chains in a

coincidental event which appears both coincidental event which appears both highly improbable, and highly highly improbable, and highly

significant.significant.

The people who come to you, are the The people who come to you, are the very people you need in relation to your very people you need in relation to your

commitment.commitment.

Doors open, a sense of flow Doors open, a sense of flow develops, and you find you are develops, and you find you are

acting in a coherent field of people acting in a coherent field of people who may not even be aware of one who may not even be aware of one another.another.

(Jaworski : 1996)(Jaworski : 1996)

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You are not acting individually You are not acting individually any longer, but out of the any longer, but out of the

unfolding generative order.unfolding generative order.

This is the unbroken This is the unbroken wholeness of the implicate wholeness of the implicate

order out of which seemingly order out of which seemingly discrete events take place.discrete events take place.

At this point your life becomes At this point your life becomes a series of predictable miracles.a series of predictable miracles.

(Jaworski : 1996)(Jaworski : 1996)

LEADERSHIP REINVENTION: SYNCHRONICITYLEADERSHIP REINVENTION: SYNCHRONICITY

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The leadership that can bring forth The leadership that can bring forth

such predictable miracles is such predictable miracles is more more about being than doing.about being than doing.

It is about our orientation of It is about our orientation of character, our state of inner activity.character, our state of inner activity.

When we stand in this fundamentally When we stand in this fundamentally open and interconnected state of open and interconnected state of

being, we are like the Sumarai warrior, being, we are like the Sumarai warrior, waiting expectantly with acute waiting expectantly with acute

awareness for the cubic centimetre of awareness for the cubic centimetre of chance to present itself. chance to present itself.

(Jaworski : 1996)(Jaworski : 1996)

LEADERSHIP REINVENTION: SYNCHRONICITYLEADERSHIP REINVENTION: SYNCHRONICITY

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When it does, we must act When it does, we must act with lightning speed and with lightning speed and almost without conscious almost without conscious

reasoning.reasoning.

It is at this point that our It is at this point that our freedom and destiny freedom and destiny

emerge, and we create the emerge, and we create the future into which we are future into which we are

living.living. (Jaworski : 1996)(Jaworski : 1996)

LEADERSHIP REINVENTION: SYNCHRONICITYLEADERSHIP REINVENTION: SYNCHRONICITY

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POWER POWER IN THE REINVENTION MASTER PARADIGM IN THE REINVENTION MASTER PARADIGM

(Goss : 1996)(Goss : 1996)

IS THE SPEED WITH WHICH YOU CAN IS THE SPEED WITH WHICH YOU CAN DECLARE something CURRENTLY DECLARE something CURRENTLY

IMPOSSIBLE, AS POSSIBLE, IMPOSSIBLE, AS POSSIBLE, AND TURN THAT AND TURN THAT

POSSIBILITY INTO A REALITY.POSSIBILITY INTO A REALITY.

TO DEAL WITH THE IMPOSSIBLE YOU TO DEAL WITH THE IMPOSSIBLE YOU MUST GET INTO THE TERRITORY OF MUST GET INTO THE TERRITORY OF

CONTEXT :CONTEXT :

THE WAY YOU ARE BEING.THE WAY YOU ARE BEING.

(YOU CANNOT IMPROVE SOMETHING (YOU CANNOT IMPROVE SOMETHING THAT DOES NOT EXIST)THAT DOES NOT EXIST)

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CHANGECHANGEENVIRONMENTALY ENVIRONMENTALY DIRECTED DIRECTED

REACTIVE CHANGE : THE RECOVERY TROUGHREACTIVE CHANGE : THE RECOVERY TROUGH

SHOCK

DENIAL

BARGAINING

ANGERSADNESSDEPRESSION

ACCEPTABLEPERFORMANCEPREDICTING THE FUTUREPOSSIBLE RESULTS

FIRST CURVE

SECOND CURVE

CONTINUOUS IMPROVEMENTBENCHMARKINGSURVIVAL

RESISTANCE TO CHANGE

(Based on Handy : 1994)

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CREATING THE FUTURECREATING THE FUTURE

SELF-DIRECTED SELF-DIRECTED TRANSFORMATIONTRANSFORMATION

CRITICAL MESS

ENVIRONMENTAL CHANGE

RISKRUDE AWAKENING

CHAOSUNCERTAINTY

FIRST CURVE

SECOND CURVECREATING THE FUTUREIMPOSSIBLE RESULTS

EMERGING ORDERSTRANGE ATTRACTORS

(Based on Handy : 1994)

THE BUTTERFLY EFFECT

THETHEEDGE OF CHAOSEDGE OF CHAOS

ZONE OF CREATIVITY ZONE OF CREATIVITY AND ADAPTABILITYAND ADAPTABILITY

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INDUSTRY AND COMPLEXITYTHE EDGE OF CHAOS

(Source: Based on Johnson and Scholes: 2002)

First curve

Second curve CreativityEmergence

CreativityEmergence

Intuitive capacity Permeable boundaries

Status Quo

FutureCHAOSChallenge the

Mindsets.

Paradigms, Blind Spots,Mind forged MANACLES!

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PresentPast Future

The Edge of Time

Chaos Edge of Chaos Structure

The Edge of Chaos

(Source: Brown and Eisenhardt: 1998)

COMPETING ON THE EDGE OF CHAOS

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PresentPast Future

The Edge of Time

Chaos Edge of Chaos Structure

The Edge of Chaos

(Source: Brown and Eisenhardt: 1998)

COMPETING ON THE EDGE OF CHAOS

New order can emerge from New order can emerge from chaos. Complexity theory chaos. Complexity theory argues that nothing argues that nothing innovative can emerge from innovative can emerge from systems with a high degree systems with a high degree of order and stability (eg of order and stability (eg regulated industries);regulated industries);similarly, completely chaotic similarly, completely chaotic systems (eg riots) are systems (eg riots) are incapable of functioning or incapable of functioning or creating anything.creating anything.Somewhere on the boundary Somewhere on the boundary between order and disorder, between order and disorder, control and chaos, sits control and chaos, sits creativity, innovation, self-creativity, innovation, self-renewal and growth. renewal and growth. Pascale (1999) calls this Pascale (1999) calls this point “the edge of chaos”. point “the edge of chaos”. (OUBS, Strategy: Unit 8: 28)(OUBS, Strategy: Unit 8: 28)

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New Context

Sco

pe

of

chan

ge

and

S

cop

e o

f ch

ang

e an

d

tran

sfo

rmat

ion

tran

sfo

rmat

ion

PARADIGM PIONEER

PARADIGM PARALYSIS

Standing still

Out of the box

Bench marking

Impact of Change and transformation

PARADIGM REINVENTION

PARADIGM SHIFT

MANAGEMENT PARADIGMMANAGEMENT PARADIGM

FOCUS ON DOINGFOCUS ON DOING

PARADIGMS PARADIGMS CHALLENGEDCHALLENGED

THE THE ENVIRONMENTENVIRONMENT

LEADERSHIP PARADIGMLEADERSHIP PARADIGM

FOCUS ON BEINGFOCUS ON BEING

COMPETING ON THE EDGE OF CHAOSCOMPETING ON THE EDGE OF CHAOS

PARADIGMS PARADIGMS REINVENTEDREINVENTED

TRANSFORMATIONTRANSFORMATION

QUANTUM CHANGEQUANTUM CHANGEOR DEMISEOR DEMISE

Improving Resistance to Change

THETHEEDGE OF CHAOSEDGE OF CHAOS

DISCOMFORTDISCOMFORT

The current and known world The future, unknown

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Competing on the edge rests on the assumption that the marketplace is in constant flux. The assumption of static equilibrium no longer applies. Rather the view is that competitors come and go. Markets emerge, close, shrink, split, collide and grow. Today’s collaborators are tomorrow’s competitors . . . or both. Technology is constantly shifting. Getting to the market early matters. In complexity parlance, the marketplace is a continuously deforming landscape. The image of this kind of landscape is of a terrain richly contoured by peaks and valleys. And it is continuously reshaped by warp-speed change.

COMPETING ON THE EDGE OF CHAOS

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The second assumption is that firms are composed of numerous parts or agents, or businesses. When these parts are linked together at the edge of chaos and time, they form complex adaptive systems. These systems are complex not because they are complicated. They are actually fairly simple. Rather, “complex” describes the complicated, innovative and self-organised behaviour that emerges from them. They are adaptive because they can change effectively.

COMPETING ON THE EDGE OF CHAOS

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The key assertion is that successful firms in fiercely competitive and unpredictably shifting industries pursue a competing on the edge strategy. The goal of this strategy is not efficiency or optimality in the usual sense. Rather, the goal is flexibility – that is adaptation to current change and evolution over time, resilience in the face of setbacks, and the ability to locate the constantly changing sources of advantage. Ultimately it means engaging in continual reinvention.

COMPETING ON THE EDGE OF CHAOS

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COMPETING ON THE EDGE OF CHAOS

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Roll out new branches, source and develop new

products, develop new markets,

discover new customers, diversify.

LEADING CHANGE.

(Source: Brown and Eisenhardt: 1998: 23)

Building Blocks

COMPETING ON THE EDGE OF CHAOS

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Navigating the Edge of Chaos: Improvisation

Entrepreneurial and creative, visionary

thinking, possibility and abundance,

continuous learning,

Emergent teams, self selected and self-

organised,emergent strategy

Simple rules,Influence rather than control,

Flat structure,Strategic Conversations,

COMMUNICATION

(Source: After Brown and Eisenhardt: 1998: 47)

COMPETING ON THE EDGE OF CHAOS

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Co-adaptation

Networking, teamwork, alliances,

joint ventures, partnerships

Industry Knowledge,Local autonomy,

decentralised, distributed power.

Rapid response,Flexibility,

Leveraging strategic capability,

Unique resources, core competencies

(Source: After Brown and Eisenhardt: 1998: 80)

COMPETING ON THE EDGE OF CHAOS

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Regeneration

Simultaneous first and second curve thinking;

Leveraging core competencies across

Business Units.

Protect and build;Product enhancement;

market penetration;Create services that

exploit change.

Respect experience;Win-win relationships;

Redefine the boundaries, change the game rules, reconfigure the value chain.

(Source: After Brown and Eisenhardt: 1998: 114)

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Experimentation

Creativity and innovation;explore opportunities

within context of strategic intent

Strategise to intercept the future,

Market development, product development, diversification.

Exploring the future, emerging strategy,

Reinvention and transformation

(Source: After Brown and Eisenhardt: 1998: 149)

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??

Impossible Results Impossible Results

UNIVERSAL HUMAN PARADIGMUNIVERSAL HUMAN PARADIGM Incremental Incremental improvementimprovement BenchmarkingBenchmarking Predicting the futurePredicting the future

RiskToleranc

e

RiskToleranc

e

RiskAvoidance

RiskAvoidance

RiskAversion

RiskAversion Possible

Results

Possible Results

CO

NFID

EN

CE

HIG

HLO

W

RiskTaking

RiskTaking Paradigm

Reinvention

Paradigm Reinvention

Smaller, Better,Faster,

Different

Smaller, Better,Faster,

DifferentParadigm Shift

Paradigm Shift

DoingDoing

BeingBeing

Current reality : How are we being right now?Current reality : How are we being right now? Strategic conversations :Strategic conversations : How are we being in relation to our context ? How are we being in relation to our context ? Are we in enough strategic conversations ?Are we in enough strategic conversations ? What’s missing, essential, what’s next ?What’s missing, essential, what’s next ?

CONTEXT : WAY OF BEINGCONTEXT : WAY OF BEING

REINVENTION MASTER PARADIGMREINVENTION MASTER PARADIGM Declaring the future based on no Declaring the future based on no evidenceevidence Operating beyond the limits of Winning Operating beyond the limits of Winning StrategyStrategy

RiskMakin

g

RiskMakin

g

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The ever renewing organisation (or society) is not one which is convinced that it enjoys eternal youth.

It knows that it is forever growing old and must do something about it.

It knows that it is forever producing deadwood and must, for that reason, attend to its seedbeds.

The seedlings are new ideas, new ways of doing things, new approaches. (Gardner: 1981: 68)

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TO REINVENT TO REINVENT

THE LEADERSHIP FIRSTTHE LEADERSHIP FIRST THEN THE ORGANISATION THEN THE ORGANISATION

THEN THE INDUSTRYTHEN THE INDUSTRY

Leaders make the impossible happenLeaders make the impossible happen

The challenge is The challenge is