We’re going to solve the most difficult problem your organisation has. And we’re going to do it without any investment. We’re also going to leverage the best untapped resources you’ve got. And we’ll do all this without creating extra work for you, the leader.
The catch is you must be able to handle the truth of what we reveal to you. And not every leader can. Many prefer to appear certain even if wrong, rather than being right if it means seeming uncertain. It seems to be a political thing.
But if you’re a secure leader and can handle truth in all it’s glorious messiness then we can help unpack the issues keeping you awake at night and deal effectively with them.
Don’t be so sure …
I made this exact offer to an executive at a major organisation. ‘Yes this is a major problem we haven’t been able to solve’ he replied. ‘Yes’ he also said in response to a demonstration, ‘I can how it works. But …’ he declared ‘budgets are a problem.’ A common refrain!
So I offered it for free.
I’m still waiting…
Budgets aren’t really his problem. Power is. He’s putting fires out everywhere with the tools he’s already got and their ineffectiveness makes him busy - and this provides an illusion of value. But now a leader in a rival industry - who can handle the truth - is starting to do it? What effect will this have on our reluctant executive? Is he better at playing catch up than early adopting?
Don’t let this happen to you. Tell us what your problem is … we’ll show you how we can help.
In 1995 Yellowstone National Park successfully reintroduced wolves to limit an explosion in its deer population but they started to regenerate the entire geography of the park as well, bringing life to other species, altering the physical landscape, even changing the direction its rivers flowed in. This ‘trophic cascade’ - the transformation of an entire ecosystem by the right small change - provides a valuable lesson for organisations seeking their own transformations today.
Transformations are conscious attempts to transition to higher levels of health and performance. But while the route to a ‘promised land’ often looks clear enough on a map unchartered hazards, adverse winds and crew morale make the voyage’s reality more complex. And even if the promised land is reached changes in the wider environment can often make it seem a gilded cage (e.g. US ‘shale revolution’ in a world of collapsing oil prices).
Uncertainty makes reverse engineering future states risky. The alternative is to ‘unlock the evolutionary potential of the present’ - seeking out today’s positives to amplify and negatives to dampen to nudge the organisation towards a more viable future at reduced risk and cost.
‘The future is already here, it’s just unevenly distributed.’ (Clay Shirky)
Transformations take inspiration from others but rarely aim to imitate them as copying another’s past practice leaves one behind the curve. Exploring the ‘edge’ of one’s own operations, seeking out that, with the potential to be fundamentally different and bringing it to the core, is truly transformative for it provides the freedom and opportunity to test, learn and develop advantages relevant to the local context.
Moving from top-down creationism to bottom up evolutionism brings online the knowledge of the network (staff, customers, suppliers) creating extra resources for the journey at little extra cost. Rather than being coerced - the source of much resistance and failure - collectives collaborate: sharing micro-stories of how things are done around here and why to trigger fresh insights and mini-interventions that nudge stakeholders towards a vision of a possible future together.
Increased awareness and agility - being open to and taking advantage of emerging opportunities faster and better than rivals - transforms; making the journey - not destination - the differentiator.
The wolves of Yellowstone demonstrate how complex environments - national parks, organisations, even entire economies - can be transformed by small changes. Discover your own transformative ‘trophic cascade’.
Shape the Future
Don't just adapt to it