making sense of nonsense: what does it really take to make halton an enduring community in the...
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Centre forGlobal Innovationand Leadership
Making Sense of Nonsense: What does it really take to make Halton an Enduring Community in the
Global Village of the 21st Century
2006 FutureForce Halton Summit September 27th, 2006
Centre forGlobal Innovationand Leadership
Presented by: Eugene (Gene) Luczkiw Founding Director, The Institute for
Enterprise Education President & CEO, Centre for Global Innovation and Leadership
Centre forGlobal Innovationand Leadership
• 1994The Niagara Cottage Wine Industry Study
• 1995 Profit 100 Study
• 1999Jazzin’ in the Vineyard – Vintner’s Enterprise Study
• 1999Survey of the Automotive Parts Manufacturers’ Association’s (APMA) Small and Medium Enterprises
• 2002Finding Your Niche in Niagara – Bridging the Gap Between Youth and the Workplace Study
• 2002Instilling the Spirit – Strategies for the New Millennium: The Bachelor of Education in Enterprise Education
• 2002Autoshift 2002 – Action Strategies for the Automotive Components Industry in the 21st Century Study
• 2003Autoshift 2003 – Action Strategies for the Automotive Industry in the 21st Century Study
• 2003Team Ontario’s Report ‘Working Connections’ – A National Symposium on Career Development, Lifelong Learning and Workforce Development
• 2005Symbiosis 3 – Creating Global Opportunities for the City of St. Catharines – Finland
• 2005APMA’s Information Access Initiative for APMA’s Innovation Committee
The Institute for Enterprise Education’s Research
Since 1993, IEE has been involved in ongoing research of over 2700 small & medium-sized enterprises, and constant review of external research & literature.
Centre forGlobal Innovationand Leadership
The Institute for Enterprise Education
• Entrepreneurship
• Enterprise Education
• Leadership Development
• Organizations as Complex Adaptive Systems
A global centre for research and innovation in the fields of:
Centre forGlobal Innovationand Leadership
0
20
40
60
80
100knowledge growth
human evolutiongenes and culture
Agricultural Industrial Ecology of Networks
GROWTH
ERAS
Knowledge Growth vs. Human Evolution
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Diagnosis
Cultures of Innovation
Action Strategies Present
Reality
Future Vision & Purpose
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COMMUNITY ENTERPRISE
MONITOR
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Global
Scan
MentalModels
Stages ofDevelopment
CommunityContext
Social Innovation
Human Capital
COMMUNITY ENTERPRISE
MONITOR
Centre forGlobal Innovationand Leadership
We live in a Riverdance world governed by the rules of a jazz ensemble
Centre forGlobal Innovationand Leadership
Environmental
Social/ Cultural/ Demographics
Economic
What’s Happenin
gTechnology
Political
Global Paradox
Centre forGlobal Innovationand Leadership
Global Scan
Stages ofDevelopment
MentalModels
Community Context
HumanCapital
Social Innovation
Community Enterprise Monitor …. cont’d
Disruptive technologies are constantly entering
the marketplace at ever increasing
numbers and rates of speed
Centre forGlobal Innovationand Leadership
Evolution of Globalization: The Four StagesStage One Stage Two Stage Three Stage Four
15th to 19th century
Conquest for resources
Europe centered
Colonization
19th to late 20th century
Globalization of markets
North American centered
Multi-nationalism branch plants
Late 20th to
early 21st century
Expansion of non-western capitalism
Eastern centered
Development and growth of new global economies and markets
Early 21st century
Globalization of talent
Global centered
Birth of global entrepreneur
Centre forGlobal Innovationand Leadership
The Seven Stages of Societal Development
Creativity / MultiplePossibilities
Printed Word 5000 BC – 1500 AD
Scientific Method1500 - 1850
PCs / Genetics1940 - 1975 2000 - ?
Hu nt er /G
a th e re rs
Ag ric u lt ur al
In d u st ria l
T ra n sp o rt at io n
Com
pu t er /T ec h n ol og y
E co l og y o f N
e two rk s
Co ns c io u sn e ss /
Sel f- Aw
a r en e ssSTAGE 1 STAGE 2 STAGE 3 STAGE 4 STAGE 5 STAGE 6 STAGE 7
Communications/
1850 - 1940Engineering
Internet/
1975 - 2010Bio-technology Language
120,000 years
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1. Technology Drivers
2. Factors of Success
3. Economic Drivers
4. Organizational Structure
5. Foundation
Stages of DevelopmentFive Critical Factors
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Stage Six: Ecology of Networks(1975 – 2010)
Technology Drivers:
• New forms of technologies and telecommunications (internet, cell phones)
• Emergence of complexity sciences (connectivity)
• Birth of e-commerce and e-business• Breakthroughs in biological sciences• 100–fold increase in computing power• New waves of innovation in physical, natural
and social sciences
Centre forGlobal Innovationand Leadership
Factors of Success:• Learning the new rules of an ecological
network of collaborative alliances• Science, technology and enterprise integrate
knowledge to create new possibilities• A climate that engages the mind, heart and
spirit of each employee
Stage Six: Ecology of Networks(1975 – 2010) … cont’d
Economic Drivers:• Creativity and innovation• Vision and values• Collaborative networks connect with emerging
niches in the marketplace
Centre forGlobal Innovationand Leadership
• Organizations resemble ecologies• New organic structures and systems emerge• Incentive and power come from personal mastery
Foundation:
Organizational Structure:
• Leading organizations demonstrate the power of organic enterprises interacting with a chaotic, complex and highly disruptive global environment
Stage Six: Ecology of Networks(1975 – 2010) … cont’d
Centre forGlobal Innovationand Leadership
Deeply ingrained assumptions, generalizations or even images that influence how we understand the world and how we take action.
What are Mental Models?
Centre forGlobal Innovationand Leadership
The Rules Have Changed
Particles
The Atom
Waves
Centre forGlobal Innovationand Leadership
The Rules Have Changed
Physical
Values & Vision
Particles The Atom Waves
Energy
Divisible Indivisible
Structure (brain) Systems (mind)
Hardware Software
Business Strategy
Technology People
Analysis Synthesis
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Brain Lock
• The hardening of neural pathways
• A terminal disease of certainty
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Mental Models
Western Thinking
Eastern Thinking
Individualism
Differentiation
Relationships
Integration
Centre forGlobal Innovationand Leadership
Intelligence recognizes what has happened.
Genius recognizes what will happen.
John Ciardi
Centre forGlobal Innovationand Leadership
Global Scan
Stages ofDevelopment
MentalModels
Community Context
HumanCapital
Social Innovation
Community Enterprise Monitor …. cont’d
The Scientific Method
(analysis)
versus
The Science of Complexity(synthesis)
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The Innovator’s Dilemma
Why is it so difficult to change existing mental models that no
longer serve us well?
Centre forGlobal Innovationand Leadership
“… logical competent decisions of management
that are critical to the success of their companies are also reasons why they lose their position of
leadership.”
Professor Clayton ChristensenHarvard Business SchoolThe Innovator’s Dilemma
The Paradox of Success
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Complexity Theory
Agents
Agent Interactio
ns
networks
Emergent Behaviour
suncertainty
Higher Order
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Entrepreneurship is the practice of innovation.
What is Entrepreneurship?
Peter Drucker
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OPPORTUNITYISNOWHERE
Centre forGlobal Innovationand Leadership
action/interaction action/in
tera
ction
action/in
teractio
naction/interaction
idea
person
opportunity
resources
TheEnterpris
eDiamond
Centre forGlobal Innovationand Leadership
Global Scan
Stages ofDevelopment
MentalModels
Community Context
HumanCapital
Social Innovation
Community Enterprise Monitor …. cont’d
The community as an ecosystem where energy
flows.
(Jane Jacobs)
Centre forGlobal Innovationand Leadership
Global Scan
Stages ofDevelopment
MentalModels
Community Context
HumanCapital
Social Innovation
Community Enterprise Monitor …. cont’d
The 8 Critical Patterns of Effective Communities
1. World Class leader in an emerging field
2. Partnership between equals - Business, Education and Government
3. Creating a new ecology outside traditional control
4. Graduates create enterprises with nurturing from the community
Centre forGlobal Innovationand Leadership
Global Scan
Stages ofDevelopment
MentalModels
Community Context
HumanCapital
Social Innovation
Community Enterprise Monitor …. cont’d
The 8 Critical Patterns of Effective Communities …cont’d
5. Existing enterprises seek graduates
6. Early successes draw increased interest from professionals to assist start-up enterprises
7. Regions begin to import graduates from other jurisdictions
8. Most start-ups are globally focused and seek to become the best in the world
Centre forGlobal Innovationand Leadership
Global Scan
Stages ofDevelopment
MentalModels
Community Context
HumanCapital
Social Innovation
Community Enterprise Monitor …. cont’d
‘No innovation of any consequence is possible
without a humane organization and
continued innovation in the practice of management.’
Collins (2001)
Centre forGlobal Innovationand Leadership
Global Scan
Stages ofDevelopment
MentalModels
Community Context
HumanCapital
Social Innovation
Community Enterprise Monitor …. cont’d
Leaders need to create the right conditions that enable workers
to have more freedom and control over their work.
When these conditions are present, the creative process is engaged, leading to innovation at all levels of the organization.
Centre forGlobal Innovationand Leadership
Creating the Right Conditions for Innovation
Sustaining
Disruptive
Centre forGlobal Innovationand Leadership
There exists in life a consistency common to all
living species:
The structure (Form) of all living species is the
network.
Social Innovation
Centre forGlobal Innovationand Leadership
Anyone who is so closely and directly affected by my actions that I ought to consider them
before taking action.
Donahue vs. Stevenson
Who is my Network?
Centre forGlobal Innovationand Leadership
The network is the common pattern for all living organisms.
Organizations in society need to reflect a similar form in order to effectively deal with challenges, disruptions and opportunities.
Social Innovation
Centre forGlobal Innovationand Leadership
What is a Network?
The network is more than a partnership:
A network is a living organism consisting of many relationships involving learning, recognition of
patterns and responses.
(energy flow)
Centre forGlobal Innovationand Leadership
Entreplexity Living Organization Theory
Purposeful Agents
Agent Interactionsnetworks
Emergent Behaviour
suncertainty
Higher Order
Marketplace Acceptance
Enterprise
Diamond
People
Ideas Opportunity
Resources
at
e
er
Social Innovation
Centre forGlobal Innovationand Leadership
Human Capital
Success in the knowledge
economy comes to those who
know themselves – their
strengths, their values and how
they best perform...
Peter Drucker (1999)
Centre forGlobal Innovationand Leadership
In today’s fiercely competitive knowledge economy, no matter the industry or field, talent and the way
it behaves is becoming the only source of sustainable competitive
advantage.
Thomas Tierney & Jay Lorsch Creating Competitive Advantage in the Knowledge Economy
Leader to Leader, 2002
People
Centre forGlobal Innovationand Leadership
Rank Order of Importance of Developing Skills, Knowledge & Attitudes in Future
Hires1. Positive Work Ethic
2. Willingness to Learn
3. Openness to Change
4. Adaptability/ Flexibility
5. Self-Motivated/ Demonstrates Initiative
6. Team Player
7. Communication Skills
8. Technical Skills (job specific)
9. Project Management Skills
10.Computer Skills
11.Conflict Resolution
12.Knowledge of Industry
Autoshift 2002
Centre forGlobal Innovationand Leadership
People
It’s more important to know who you
are, than where you are going,
for where you are going will
change as the world around you
changes.
Collins & Porras
Centre forGlobal Innovationand Leadership
Centre forGlobal Innovationand Leadership
ValuesMotivation
Genius
Commitment
Getting to Commitment
Person
Centre forGlobal Innovationand Leadership
In short, people will need to be creative rather than passive, capable of self-initiated action, rather than dependent; they will need to know how to learn rather than expect to be taught; they will need to be enterprising in their outlook, and not think or act like an ‘employee’ or ‘client’.
The organizations in which they work, communities in which they live, and societies in which they belong will, in turn, also need to possess all these qualities.
Colin Ball, OECD, Paris 1989
Centre forGlobal Innovationand Leadership
E = MC2
Centre forGlobal Innovationand Leadership
Energy = Motivation x Contribution x Creativity
Centre forGlobal Innovationand Leadership
The Nature of the Interrelationships between Learned, Natural & Emergent
Behaviours
thoughts(mental)
feelings(emotions)
(DISC)
action(instincts)
(Kolbe)
achievements
relationships
safety/security
cognitive
affective
conative
needsnatural behaviours
Reptilian
Limbic
Cortex
learned behaviours
Centre forGlobal Innovationand Leadership
The worldThe worldour children are our children are
goinggoingto live into live in
is changingis changingfourfour times times
fasterfasterthan our than our schools.schools.
Dr. Willard Dagget, DirectorInternational Centre for Leadership and Education
Centre forGlobal Innovationand Leadership
What Should be the Nature of the Education Environment?
The role of education should be to create an environment of social innovation that nurtures each
learner’s distinct essence of being.
Centre forGlobal Innovationand Leadership
An essential goal in the transition from school to a productive adult life is to
develop curiosity and interest not only in learning, but in life as a whole.
To the extent that teenagers can develop intrinsic motivation (through
self-directed exploration of knowledge and through extra curricular activities) they will enjoy what they do for their
own sake.Mihaly Csikszentmihalyi & Barbara Schneider
Becoming Adult – How Teenagers Prepare for the World of Work 1991-1997
Centre forGlobal Innovationand Leadership
Bachelor of Education,Enterprise Education Program
Brock University’sFaculty of Education
The Institute for Enterprise Education
in partnership with
Centre forGlobal Innovationand Leadership
Engagement
Enablement
Empowerment
Execution
Creating Conditions
and Cultures
for Education
Centre forGlobal Innovationand Leadership
Classroom (reflection– finding
meaning in experience)
Environment
Experiences
Concepts/Ideas/Models (facilitator)
Emergence (ideas, insights,
knowledge)
Execution
Learning Effectiveness
Model
Centre forGlobal Innovationand Leadership
Creating a Global Innovation Strategy:The Responsibility of Business, Education &
Government
Government
Business
Education
Conditions &Cultures forInnovation
Centre forGlobal Innovationand Leadership
GLOBAL LEADERSHIP MONITOR
Centre forGlobal Innovationand Leadership
Global Leadership Monitor1. How effective is your business in dealing with
emerging global issues? (Global Scan)
2. What are the current industry practices in dealing with challenges and opportunities? (Industry Practice)
3. What is the basis of thinking with regard to these challenges and opportunities? (Mental Models)
4. What attitudes, attributes, complementary and technical skills does your organization require? (People)
5. What is the nature of your organization which seeks to deal with emerging trends? (People Infrastructure)
6. How capable is your organization in developing external and internal networks? (Connections)
Centre forGlobal Innovationand Leadership
• Out of clutter, find simplicity
• From discord, find harmony
• In the middle of difficulty, lies opportunity
Einstein’s Three Rules of Work