Monthly Archives: April 2019

Savvy Saturday April 27th, 2018

In a crowded marketplace, fitting in is a failure. In a busy marketplace, not standing out is the same as being invisible.
– Seth Godin
StockSnap_27KR2D6XW2
Tagged , , , , , , ,

Reflection on Transformation

sailing

Peter Drucker predicted that by 2020 a new world – completely different from our grandparents’ reality – would exist. Drucker, father of modern management, explained in a 1992 essay for Harvard Business Review, that “every few hundred years throughout Western history, a sharp transformation has occurred. In a matter of decades, society altogether rearranges itself – its worldview, its basic values, its social and political structures, its arts, its key institutions.”

To live through transformation is to experience how society rearranges itself over the course of time; it is to live our grandparents’ reality along with our children’s triumphs and challenges.

At a young age, I was given the opportunity to participate in a bygone age; an era of sailing ships, slow travel, unchartered waters, and traditional navigational tools like steering by compass and navigating by stars and sextant. I grew up on sailboats; traditional wooden sailing ships that had very few comforts beyond a bunk, a well-stocked galley kitchen, and a solidly built hull and rigging.

My childhood prepared me for thinking about transformation. Experiencing the shining Southern Cross constellation, dolphins playing at the bow, lava rolling into a frothy sea off the Hawaiian Islands, or voices joined in chorus to accompany raising sails is the best way to learn that we are part of something bigger – an ecosystem beyond our own “world.”

In business we are also part of ecosystems and our connections to networks, to ideas, and to each other means that we must stay relevant, interested, and moving towards bettering our organizational practices in a completely transformed (and dynamic) reality.

Transformation is about profound change but it may be our connection to the simple (yet important) things that guide us through. My work in Marketing and Strategy is about finding and expressing those connections to heart and meaning as well as learning through insights, conversations, and sheer determination how best to create, market, and adapt the products and services we deliver to our clients and stakeholders. In a broader context or ecosystem, we must align ourselves with human interest, values, and a larger purpose in order to stay meaningful and be relevant as the world changes around us.

Aristotle said that society is something that precedes the individual. If society undergoes change we cannot look to further individual or even organizational goals but rather explore how those goals connect us to something larger. That’s what carries us through transformation and what carries a ship safely through unchartered waters.

Esther Clark, April 2019

Tagged , , , , , , , , , , , , , , ,

Savvy Saturday April 13, 2019

StockSnap_MLZIHL9GLY

“Old school models of leadership are not enough anymore. Telling people what to do doesn’t lead to creativity. Instead, leadership is about generating and embracing bold ideas—and that all starts with asking questions.”

Tim Brown via IDEO U

 

Tagged , , , , ,

Make Space for Humans

0As schools explore how to educate students and prepare them for a future that we can only imagine, organizations have similar questions. How do we create a product or service to address the needs of markets that don’t exist yet and how can we develop the skills required to do this?

The focus of most organizations is on developing skills and know-how to address different scenarios. Rote memorization of facts or of the latest management theory is useless if it is not combined with the skills and empathy needed to adapt to new or uncertain circumstances. As humans, we need to think, discern, and curate rather than just memorize and consume. It’s what makes us human, differentiates us from robots, and characterizes us as creators, builders, and makers.

Enter: “The Maker Movement.” In an MIT Sloan Management Review article on makerspaces, the author states that the “maker movement is a cultural phenomenon that celebrates shared experimentation, iterative learning, and discovery through connected communities that build together, while always emphasizing creativity over criticism.” With Make: magazine and “Maker Fairs” (part county fair, part science fair, and part innovation) entering cities and shared spaces since 2005, the movement has spread. But it’s not the movement that is interesting so much as the idea of making space for humans to connect things. A leading international school once described a Makerspace as an open space, both physically and symbolically, for members of their learning community to dabble, tinker, create and learn. The space serves as a connection point for curriculum, life skills, extracurricular classes, expatriate families, corporate partners, and community members. Some schools that don’t have a physical Makerspace instill a maker mindset in their students by having resources (including time, space, and teachers) available to fit students’ study schedules.

The woodworking shops of old, a mechanic’s workroom, the coffee salons, or a child’s playroom are not too removed from these modern connection spaces. While Makerspaces are examples of connection points, other physical and symbolic spaces can also provide us the opportunity to create, connect, and learn. A technique used by some entrepreneurs is reserving a 3-hour space away from the distractions of email communications, phone calls, or “management meetings” to create. Making space for us to be human fosters a culture of learning, experimentation, and entrepreneurship. It also connects us to ourselves and to others; creating a sense of empathy with those around us and those in our organization.

Educational makerspaces typically fuse together different curricula or subject areas such as computer science, design, art, engineering, mathematics, communications thereby promoting cross functional learning and practical application. Tinkering and “making” are powerful ways to learn and connect with others. Makerspaces in cities, universities, and organizations are inclusive spaces that communicate philosophies like “tinker, design and create together.” They represent examples of making space for humans by harnessing our need for play, for exploration, and for creation.

Defining such spaces – whether physically or metaphorically – can build confidence in questioning or rethinking the status quo; they connect opposing models to create something new or innovative. Pablo Picasso is known for his originality and pioneering the Cubism movement, a revolutionary style of modern art that Picasso formed in response to the rapidly changing modern world. His studio was a space overflowing with creativity. Nevertheless, a lesser known side of Picasso is that he also mastered traditional painting. He was a Master and an Innovator; two characteristics of some of the most prolific thinkers of our age. Roger Martin in Opposable Mind: How Successful Leaders Win Through Integrative Thinking (2007) describes opposing models as “the richest source of new insight into a problem.” When we combine opposing thoughts and questions from different areas, or when we combine Mastery with a relentless sense for exploration and learning, we are connecting otherwise disparate ideas that can generate phenomenal outcomes.

I have heard it said that learning from things yet to happen is key to strategic resilience. For this to happen, there must be a space for learning and making. An organization that learns is able to grow and adapt by connecting new ideas, concepts or innovations. The keen learners of knowledge are respectful of both scholars and craftsmen (makers) and therefore see their organizations as learning organizations. They make space for connections between ideas, people, and actions.

Peter Drucker in “Management and the World’s Work” published in Harvard Business Review (1988) stated that it is “also management’s job to enable the enterprise and each of its members to grow and develop as needs and opportunities change. This means that every enterprise is a learning and teaching institution. Training and development must be built into it on all levels—training and development that never stop.”

All inventions and movements start somewhere. And great innovations start with addressing a “job to be done” by combining different pieces and solutions. Whether in the office, outside, or in a Makerspace, we need opportunities to learn by doing, and spaces to do this in, if we are to prepare members of our society to address the needs and jobs of tomorrow.

******

This article is one in a series related to the 10th Global Peter Drucker Forum, with the theme management. the human dimension, that took place on November 29 & 30, 2018 in Vienna, Austria #GPDF18

Tagged , , , , , , , ,