accelerated leadership - i2a strategic thinking
DESCRIPTION
Presentation on the i2a Strategic Thinking process developed by Gretchen Pisano and Tom Hood. Presented at the 2010 Business & Industry Conference, May 14, 2010.TRANSCRIPT
An introduction to BLI’s newest Smart™ Facilitation tool.
The INSIGHTS TO ACTION™ Strategic Thinking Tool
Thursday, May 13, 2010
As it relates to science and technology, the rate of change in the next decade, is likely to be 4 to 7 times faster than in the
last decade. If it is 4x faster it would be like planning for 2006 in 1980, if it is 7x faster it would be like planning for
2006 in 1670.”-Expert on Education Panel, The Aspen Institute, 2007
the
faster
you go
the
further
ahead
you
have to
see
Thursday, May 13, 2010
At the Business Learning Institute, we think this means a few things...
L > C“To keep pace in your industry, let alone as a leader, requires your
rate of LEARNING to be greater than, or equal
to, the rate of CHANGE.”
LEARNING
CHANGE
L C
Thursday, May 13, 2010
At the Business Learning Institute, we think this means a few things...
L > CSkills Based Training
Extraordinary leaders must be able to rapidly SHIFT perspectives and
CHANGE their own mindset.
SHIFT
CHANGE
...isn’t enough.
Thursday, May 13, 2010
At the Business Learning Institute, we think this means a few things...
Extraordinary leaders must be strategically
THINKING all of the time.
THINKING
Strategic Planning...isn’t enough. L > C
Thursday, May 13, 2010
At the Business Learning Institute, we think this means a few things...
Extraordinary leaders need to be
AMBIDEXTROUS thinkers...
Charisma and Creativity...aren’t enough. L > C
AMBIDEXTROUS
...able to think conceptually and
sequentially...
...in the abstract and in the concrete...
...and able to move quickly between the two.
Thursday, May 13, 2010
At the Business Learning Institute, we think this means a few things...
They must be adept at building and sustaining large
social NETWORKS of people engaged in the work.
Extraordinary Leaders...can’t do it alone. L > C
N
ET
WO R
KS
Thursday, May 13, 2010
That’s nice...
...SO WHAT?
Thursday, May 13, 2010
To change what people are thinking about and, more importantly, how they are thinking, we have to change the tools we are using to do the work.
what
how
Thursday, May 13, 2010
We have to create smart processes that support organizational change.
smart
Thursday, May 13, 2010
A s y s t e m d e s i g n e d t o s u p p o r t organizational leaders in accelerating their rate of learning and their organization’s ability to adapt to rapid change.
Thursday, May 13, 2010
• Focuses on rigor of process and quality of thought.
• Draws on both verbal and visual facilitation techniques.
• Teaches skills beyond the subject matter.
• Results in tangible engaging communication tools.
• Is Scaleable.
• Can be facilitated internally or externally.
Thursday, May 13, 2010
Five Qualities of
Extraordinary
Leaders
Sight - Ability to see emerging patterns
and shift perspective when necessary.
Insight - Ability to learn faster than the rate
of change in your industry.
Create - Ability to think strategically and
critically to gain insights that create new
opportunities.
Communicate - Ability to collaborate
inside and outside your organization and to
build and sustain social networks of people
engaged in the work.
Inspire - Ability to mobilize support and
engage others to join you in ACTION.
Thursday, May 13, 2010
The meta map of the I2A™Strategic Thinking System provides an architecture or framework to structure thinking and conversation as you engage. When talking about complex issues that aren’t completely understood, or debating solutions where there are multiple points of view, it is easy to get lost in the conversation and prematurely locked into a solution.
Thursday, May 13, 2010
Continuing into SIGHT & INSIGHT...
Thursday, May 13, 2010
Historically speaking, people are good at recalling events and stories of great hardship and triumph.
These are powerful stories, however, they are episodes in our history that are often shared without additional context of what else was going on at the same time. Only by creating a shared picture can
we get an accurate picture of where we came from and what strengths we drew upon to continue growing. This historical perspective yields important information for the future.
Thursday, May 13, 2010
What I knew coming into the room.
Insights to our History...
What I learned while I was
here.
Fresh Perspective.
+ + =
INSIGHTS!
Thursday, May 13, 2010
What I knew coming into the room.
Insights to our History...
What I learned while I was
here.
Fresh Perspective.
+ + =
INSIGHTS!
Thursday, May 13, 2010
The SCOT provides important information within the context of today. Each quadrant will yield important information about your company and, more importantly, how you are thinking about your company and competitive environment.
Thursday, May 13, 2010
Traditional SWOT Analyses stop at the collection of data points. Your finish point is a collection of the organization’s Strengths, Weaknesses, Opportunities, and Threats, but what does that really tell us about what to do next?
Insights to our SCOT...
+ + =
Thursday, May 13, 2010
As the rate of change in our external environment speeds up, so does then the requirement on us to innovate at a faster pace. This opportunity brings 2 distinct challenges:1. How will we ensure that what we create isn’t obsolete by the time we are ready to launch?2. How will we ensure that the timing is right when we are ready to launch? That we aren’t so
far out ahead of the curve that our customers and clients don’t understand the value we have to offer?
Thursday, May 13, 2010
Learnings to Date focuses the group conversation on what has been learned in four critical areas in the recent past specific to a project, initiative, or strategic efforts.
Thursday, May 13, 2010
What does what we’ve learned mean?
Of everything that we’ve learned what matters right
Thursday, May 13, 2010
Moving into CREATE...Thursday, May 13, 2010
Moving into CREATE...Thursday, May 13, 2010
Change Visions must be collectively built and the priorities of the change vision must originate in the hearts and minds of those doing the work.
Thursday, May 13, 2010
The reality of today is that less is more. Why is that so?
Because if we focus our attention on what really matters then what we are looking at, and working on, is far more relevant than when we are focused on a broad spectrum of opportunities trying to minimize our risk.
Thursday, May 13, 2010
Shared agreement on the priorities of the organization moving forward which provide guidance to workflow planning, resource allocation, and budgeting processes.
Thursday, May 13, 2010
An exceptional vision will remain on paper without the means to get to the next steps.
Thursday, May 13, 2010
Moving into COMMUNICATE...
Thursday, May 13, 2010
Moving into COMMUNICATE...
Thursday, May 13, 2010
The success of your plans will depend on the ability of your planners to carry the message from the planning session to the organization in a succinct, powerful, and hopeful way.
Thursday, May 13, 2010
The success of your plans will depend on the ability of your planners to carry the message from the planning session to the organization in a succinct, powerful, and hopeful way.
Thursday, May 13, 2010
INSPIRE...Thursday, May 13, 2010
Extraordinary leaders cannot do it alone; they must be adept at building and sustaining large social networks of people engaged in the work.
Extraordinary
INSPIRE...Thursday, May 13, 2010
Tom Hood, III, CPA, CITP
Gretchen Pisano, MCC, MAPP
Thursday, May 13, 2010
Thursday, May 13, 2010
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