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But greatest challenge is preparing for increasing complexity and rate of change
while managing overwhelming pressures to deliver now
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GE’s L.I.G. program: The eternal management challenge of balancing the short
term and the long term— or simultaneously managing the present and creating the
future—was explicitly addressed.
Immelt: As he explained in the company’s 2007 annual report, the program’s aim
was “to embed growth into the DNA of our company.” By that he meant getting the
teams leading the businesses to think about organic growth day in and day out—to
be constantly on the look out for opportunities and to create inspirational strategic
visions that would enlist their troops in the cause. He wanted them to weave
innovation and growth into every aspect of their businesses.
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CHANGE: Take it! Take all of it! Make the most of it!
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The 4 Forces of Change are
• Predictable
• Constant
• Universal
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Short-term gains always have the upper hand.
Need to “make sense” of the future!
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Problem-solving, creativity, insight , “knowing” are the same phenomenon,
neurologically
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• Design processes to support dominant functions and modalities of the two
hemispheres
• Meetings are the best tool for reports and updates, but ill-suited to problem-
solving
• Ideation = Left brain; solution-driven
• Innovation = Right brain ; inquiry-driven
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ALL progress is iterative!! Continued refinement of questions and of exploration
reveals better material over time.
Don’t get stopped waiting to ‘figure it out’ first. It’s an innovation-killer.
Beware of Best Practicide!
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Market and cultural trends occur at the surface and reveal more about how we’re
currently adapting to change. By the time you’re tracking them, the window of
opportunity for innovation is nearly gone.
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The four forces = 4 pillars of human society:
1. Resources (naturally-occurring assets)
2. Technology (tools for extracting value from assets, and inventing new forms)
3. Demographics (composition and size is a major determinant of group’s
sustainability
4. Governance (rules of law and markets; social constructions for distributing and
managing assets within the group)
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Critical thresholds in food, land, water, energy, environment, climate
Acute and potentially dramatic tipping points
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Extending our capabilities in every realm. Enormous challenges to our values and
world views. Merging capacities in G.R.I.N. technologies:
Genetics
Robotics
Information Technology
Nanotechnology
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One of the biggest challenges, dismayingly absent from most strategic discussions
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Rules of law are generally reactive; markets are better at leading. The two work
together to shape our future, and is how/where we can effect change.
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Pour & Stir!!!!
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Discovery = don’t know what you’re going to find.
Lead with “Like That!” exercises and play to see what emerges
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Problem Solving
KNOW:
Study structural and systemic factors
Define issue in those terms
Determine your Best Question
NEW:
Explore
Invent
DO:
Execute
5% Factor
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If you’re not busy creating the future, you’re just busy!
A terrible waste of your most precious resources: time and talent
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Short-term = Duh!
Mid-term = Love it!!
Long-term = OMG!!!!
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Built-in efficiencies among intellectual property, product development, markets, etc.
Get it tight into quarterly outcomes and deliverables.
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5% New is the key to anticipating and leading change within your organization
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Worked for these guys…
Also public utilities, universities, NGOs, Silicon Valley start-ups
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The real key to strategy
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