Tag: strategy

  • A new approach for future-planning: look out for aggressive polar bears

    A new approach for future-planning: look out for aggressive polar bears


    The start of the year sees a multitude of posts and papers which set out “2024’s expected workplace trends”. And after the upheavals of recent years, there’s plenty of interesting ideas about making the best use of Artificial Intelligence, the continued tensions over remote and hybrid working, the potential for political change and fears for international relations.

    One of the key ideas in forecasting and future-planning is the Black Swan. Introduced by Nassim Nicholas Taleb, these are highly rare and unpredictable events – but which have massive impacts. Most people won’t have prepared adequately for these uncommon catastrophic events – such as financial crises, pandemics, or paradigm-shifting innovations.

    Shortly after this, Michele Wucker introduced the idea of Gray Rhinos. These are not rare, and can be seen from afar. We roughly know their shape, size and how they might act. But because of this familiarity we don’t pay them enough attention – until they are charging towards us.

    But if recent years have taught us anything, it is that the trickiest situations are those generated by multiple interacting factors or chain reactions.

    Why polar bears you may ask, and specifically, why an ‘aggressive’ one?

    In recent years scientists have been reporting a rise of polar bears being aggressive towards humans.

    One of the reasons is that increased tourism means that polar bears are less scared of humans than before – so less likely to avoid settlements or be deterred by noise.

    And then there’s climate change, which impacts in two ways.

    Warmer oceans means fewer fish – affecting the entire food chain and meaning the apex predator – the polar bear – goes hungry.

    Shrinking ice floes mean polar bears have to spend more time on land.

    These interacting and cumulative factors lead to increased numbers of polar bears coming into contact with humans, with hunger-driven aggression.

    An aggressive polar bear event is one caused by the interaction of a number of factors, so they are difficult to identify. We recommend a number of structured questioning approaches:

    • Think about scenarios, not predictions. We’re looking at what might happen, and how you could react to it. By working with multiple scenarios, you can identify which actions have cross-cutting value.
    • Use Five What Ifs? You’ll probably be familiar with drilling down into root causes using Five Whys – so widen your thinking instead by asking Five What Ifs.
    • Think big picture. What are the global and regional trends, and how could they impact on your business model? For instance, wide-ranging economic, social and ecological factors could affect your customers, your suppliers and your stakeholders in ways that creates a chain reaction that affects you.

     

  • Appreciative Inquiry: Strength-based organisational influence

    Appreciative Inquiry: Strength-based organisational influence

    We’ve all been there. You are tasked with delivering a significant change to processes, products or ways of working. Before you even start you are told by colleagues or staff that this will never happen, it’s impossible to do and all you feel is push-back.

    Leading change can feel like pushing a boulder up a hill with the risk that it will roll right back down at any moment.

    I’m sure this sounds familiar, as it is derived from two commonplace issues – that people often fear change and resist it, and that most organisations introduce changes by focussing on existing problems and shortcomings, such as John Kotter’s famous ‘melting iceberg’.

    But what comes of this approach? A negative atmosphere as everyone tries to dodge responsibility, and you impose a top-down change that will hopefully fix the problem. And how many times do you fix one problem only to find that you’ve now created another? Or find that people resist adopting your solution at all?

    If you think about how we apply the idea of strengths for a person – that you can deliver better change and growth by harnessing strengths rather than focussing on weaknesses – then you can imagine there is a similar approach for teams and organisations.

    Appreciative Inquiry (AI) is that approach – it focuses on finding out what already works, and how to leverage those successes and strengths. It is a collaborative approach, because unless you have everyone involved, you can’t effectively incorporate the multiplicity of perspectives. By co-creating a vision as well as the approach together, you’ll reduce resistance to change and have a more effective and lasting solution.

    The theory and research underpinning Appreciative Inquiry (AI) is extensive, as is the track record of AI being used effectively in a whole host of settings across industries, countries and sectors.

    The Appreciative Inquiry process starts with a positively stated topic choice or inquiry question, such as: “How can we deliver maximum value for our customers within our existing resources?” or “Creating innovation through collaboration with other departments or organisations” or “Becoming a high performing and fun team.” Its power comes from the combination of focusing on what works and approaching changes with an open, enquiring mind.

    The AI process then uses a simple 4D model to address the topic – Discover – Dream – Design – Deliver

    This may not seem that different from a range of other such models, until you look at what happens in each phase.

    Traditionally managers would use root cause analysis to try and understand problems. In Appreciative Inquiry, this phase is about looking positively at what is already working, helping us identify the key ingredients of success for this team or organisation. It embraces the positive traditions and stories that they have about themselves.

    Looking at existing success helps engagement and creativity and generates confidence for the next stage. You may find those existing examples of collaboration or of innovation that can act as the template for wider improvements.

    Rather than the narrow focus on solving problems with the minimum effort in the minimum time, this visioning phase is about using the positivity so everyone feels safe in challenging the status quo, in thinking about the big picture, and creating a vision that reaches into the future.

    We ask questions like “How does our version of excellence on a budget look, and crucially why does it matter?”

    When you’re grounded in what’s worked, and because you’re involving everyone, you can build a compelling dream that generates commitment to action.

    The Appreciative Inquiry approach is to focus on bridging the gap to your dream, while making sure there is alignment with values, strategy, structures and processes.

    Co-creation means working with all involved, which ensures that you don’t ‘rob Peter to pay Paul,’ and generates crucial buy-in and joint-ownership of change.

    This stage is when you work together to translate the vision into action plans and share roles and responsibilities in making it happen.

    You’ll need to maintain the momentum – keep talking together, challenging each other, reaffirming commitment to change.

    Agree how you will hold each participant accountable for delivering their commitments, but don’t fall back into negativity and top-down power.

    Reflect back on what you’ve learned about the traditions and stories people tell about themselves, and use them to overcome any obstacles. Continue to celebrate successes.

    Appreciative Inquiry is effective

    As an external facilitator who has used an Appreciative Inquiry approach with many teams, I can tell you that it works. So many top-down change programmes fail because of the fear, resistance or lack of ownership. With AI, that initial focus on ‘what works already’ gives people security, helps them understand that their particular perspective is valued. This enables them to be creative, to see the big picture and to consider what they individually need to do for the team to reach their compelling vision.

    While Appreciative Inquiry works exceptionally well on large-scale change or organisational development programmes, it is not just about externally-driven change or solving specific challenges. Some of my best experiences have been using AI approaches in team away-days to help them reflect, define their own vision and agree how they will act differently in the future, all based on what they were already great at.

    Many of my clients use an external facilitator because it helps create a level playing field for all participants, and because we can more easily ask the big questions and identify the ‘we’ve always done it like that’ assumptions. But any manager can learn how to use an AI approach – there’s a wealth of accessible resources to help you – books, websites, videos, webinars.

    Eszter Molnar Mills is a strength-based leadership and organisation development specialist.

    She helps organisations and individuals reach enhanced performance by reflecting on what works, and by developing skills and strategies for improvement.

    Through Formium Development, Eszter supports organisations, teams and individuals through consultancy, executive and team coaching, and facilitation.

    If you’d like help or advice on implementing the Appreciative Inquiry approach, then please get in touch.

     

     

    If you’d like more articles like this, try our newsletter:

  • Book Review: The Positive Organization by Robert E Quinn

    Book Review: The Positive Organization by Robert E Quinn

    So many business books leave you wondering “…but how does that work in reality?” That’s not a problem with The Positive Organization – this short book (less than 160 pages from cover to cover) is packed with ideas, examples, case studies and practical exercises, written in an engaging and straightforward style.

    Throughout, Quinn challenges us to consider a different way of thinking, and to think about how we can effectively participate in building a positive organisation. A key strength of the book is that it has actionable lessons for all, regardless of job role or responsibility, from board room to shop floor. Each chapter concludes with a tool to use with teams in self-assessment and development, as well as questions to encourage the reader to reflect and set aspirations, to deepen learning.

    The central premise of the book is that building a positive organisation requires accountability and authenticity, that for it to be successful it has to be emergent and self-generating. This approach is built on listening, consultation and empowerment at all levels.

    What marks this book apart from many others is both the effectiveness of Quinn’s model, as well as the Positive Organization Generator – over 100 real-life examples of how organisations have successfully increased their positivity.

    Mental Maps and bilingualism

    Quinn suggests that the culture of an organisation can be summarised in a mental map – an indication of what a company believes and assumes, covering domains such as Motivation, Status and Change. Most organisations, and most leaders, operate using what Quinn calls a Conventional Mental Map, a top-down, traditional hierarchy. He contrasts this with the more complex Positive Mental Map, focused more on networks and relationships, and a focus on the common good and authentic communication.

    However, this is not a binary state – Quinn suggests a successful leader needs to be ‘bilingual’ able to speak the language of both maps depending on the need of the people they are working with, to find the right tools for the right occasion.

    A question of balance

    Quinn provides us with a further analysis of organisational culture – the Framework of Organizational Tensions. Quinn groups organisational characteristics into two opposing lists, for example Individual Accountability and Cohesive Teamwork. If taken to extremes either of these positive characteristics could be negative – conflict on the one hand or group-think on the other. To illustrate the need to maintain balance between these positive forces, Quinn separates each pair on opposing sides of a disc, with an outer ring of negative forces that may arise if the positive force is over-developed.

    This idea of tension and balance is crucial to Quinn – organisations are not static, they are dynamic, and to effect positive change we have to consider the whole system, that positives can turn into negatives.

    A call to action

    Having developed these models, Quinn turns to a number of key issues in developing a positive organisation, in chapters that focus on how to drive organisations forward by developing and promoting authenticity, creating a sense of purpose, fostering bottom-up change and collaborative development. He uses a range of interesting and relevant examples, referring back to the models at every stage.

    In these sections he is challenging and insightful on the role of the individual, on our willingness to work for the common good, our ability to leave our ego and control behind when trying to develop an organisation that thrives. He is also realistic about human nature, and how difficult meaningful change and personal authenticity may be, but makes clear the benefits of developing leadership capabilities and organisational positivity.

    Over to you

    Quinn concludes by sharing with the reader his Positive Organization Generator. Designed to confront sceptics and resistance, he provides 100 examples of where an organisation has made positive change (from a range of industries, and with links to further articles on each of them). This is an amazing resource that gives readers a real opportunity to understand “how it works in reality”. Rather than just adopting these ideas, his instruction to readers is to re-invent them – to be inspired by the examples, extract the principle and re-imagine it for your own context, moulding and adapting to fit.

    Robert E. Quinn’s website www.bob-quinn.com provides you with the resources from the book, including the Positive Organization Generator.

    Or you can buy the book from Amazon UK or Amazon USA.

    For more ideas you can also follow his daily blog: www.thepositiveorganization.wordpress.com

     

    [feature_box_creator style=”1″ width=”” top_margin=”” bottom_margin=”” top_padding=”” right_padding=”” bottom_padding=”” left_padding=”” alignment=”center” bg_color=”#006a8c” bg_color_end=”#006a8c” border_color=”” border_weight=”” border_radius=”” border_style=”” font_font=”Lato” font_color=”#fafafa” font_spacing=”10″ font_shadow=”none”]

    Formium Development helps individuals and organisations to harness their strengths and improve their performance and culture. We know change can be hard, so we can bring our expertise to help you with organisational development – such as implementing the ideas in The Positive Organization.

    Click here if you’d like more information on how we can help you and your team analyse, assess, challenge, innovate, communicate and develop.

    [/feature_box_creator]

     

     

  • #Girlboss review

    #Girlboss review

    Sophia Amoruso is an interesting and inspiring millennial. She is the founder of one of the fastest-growing retailers on the planet, Nasty Gal and the author of #Girlboss, a book about her and the company’s story. The business began with selling off vintage clothing and accessories on eBay, currently she is the leader of internationally recognised brand and business.
    #Girlboss isn’t a typical self-help personal development handbook; it’s more like a good peptalk given by a person who transformed her hobby into an outstanding company and shares her real life experiences through the pages.

    “A #GIRLBOSS is someone who’s in charge of her own life. She gets what she wants because she works for it. As a #GIRLBOSS, you take control and accept responsibility.” – says Amoruso at the beginning of the publication.
    This book is far better as a story than as a business guide – which is probably why Netflix is turning it into a TV show.

    #Girlboss is a combination of a memoir, a manifesto and a business book. It won’t explain to the reader how to reach success but it can give a few ideas and it’s definitely a great reading experience. Amoruso’s book could inspire young people who are thinking about setting up a business.
    The book is available on amazon.co.uk and amazon.com.

  • Business approaches for tackling poverty

    Business approaches for tackling poverty

    The authors suggest that few of the most sustainable and scalable solutions to poverty and deprivation are those based on business – instead of charitable – methods. This chimes with Melinda Gates’ TED talk about adaptable strategies from Coca Cola that could make non-profit organisations more effective.

    The practical guide, Scaling Up includes a wide variety of case studies of both the families this kind of approach has helped, and the organisations and social entrepreneurs who have successfully applied it. The book comes across as an extremely well researched while written with the practitioner in mind. Examples from around the world including India, Latin America and Africa range from the more familiar cases of microfinance and housing to community savings and utilities.

    The authors recommend a range of strategic and market-driven approaches which can help people at the bottom of the economic pyramid, effectively challenging many assumption of the traditional charitable / donor-reliant approach to NGO-led development. The opportunity to achieve scale is explored both as the traditional scaling of the organisation itself, and as increasing its influence on the ecosystem.

    The contents are practical, addressing core management problems just like finance and marketing in a new context. The book is very well structured, the only tougher aspect to its presentation is the excessive amount usage of acronyms, which grates in spite of a glossary at the front of the book.

    Reading the book is more than likely to be of instant benefit to managers already working in social enterprises or the third sector, but Scaling Up is a remarkable read for any leader curious about the economics of social justice.

    The book is available on amazon.co.uk and amazon.com.

  • Big Data by Bernard Marr

    Big Data by Bernard Marr

    Big Data is an expression that we hear often but not everybody understands what it is and how to use it beneficially. Bernard Marr’s book is a guidebook for all businesses on harnessing the potential of data. He argues that data by itself is valueless, data only has value if it is converted to insight– what he terms Smart Big Data.
    Marr explains why “Big Data is the heart of the smart revolution” – and details how every facet of our life and world has become smart: health, parenting, homes, sport as well as love. Really successful companies realise who are their customers, what are they doing, what do they like, what are their needs now and in the future. Those businesses have that knowledge because they have collected their customers’ digital trace and know how to use that data.
    Marr’s award-winning book is a practical guide, loaded with tips for business owners, leaders, managers or anyone working within this field. It’s a reader-friendly book about what could have been a dry topic. For all those who aren’t convinced in the importance of Big Data, Marr makes a convincing case that it is a phenomenon and sensible use can lead to success.
    The book is available at amazon.co.uk and amazon.com.

    Agi Galgoczi

  • Strength-based Recruitment

    Strength-based Recruitment

    Capp founder Alex Linley defines a strength as ‘‘something that you do well and enjoy doing. When using a strength, people feel authentic and energised as they deliver successful performance.’’

    We asked Gurpal Minhas, Head of Customer Solutions at Capp & Co Ltd (www.capp.co) , to explain strength-based hiring. Capp work with a range of UK and multinational corporations across the  FMCG sector to banking, helping them hire for what applicants are great at doing alongsidewhere their energy passion and motivation lies.

    In contrast to traditional competency-based selection, a strength-based approach allows companies to focus on more than just what candidates have previously done or on their competencies, and to consider their potential, engagement and energy. Minhas outlines the business benefits as shorter time to competence, improved engagement, improved performance and reduced attrition. On an individual level, employees  are more engaged, and “there’s an increased level of self-esteem because they’re able to work on things that they enjoy and do well.” – he adds.

    A strength-based approaches are also shown to create a level playing field between applicants with different social or cultural backgrounds, to improve the employer brand and to attract better-matched candidates.

    The process starts with a Success Analysis. The Success Analysis identifies what the best people currently do in that particular role within the organisation. It also considers what the future of the job entails, for instance, how it will look in 2020 or 2025. The requirements are established through stakeholder interviews, focus groups and a review of the existing job description. Where a company has a competency framework, assessments using the competency framework and the strengths framework can be jointly applied. “That’s where that makes a big difference because you continue to be able to use existing language in the organisation, but you’re getting a lot more specific to what you’re looking for” adds Minhas.

    The Sucs Analysist establishes a number of  core strengths and potentially some role-specific strengths, such as ‘relationship manager’ or ‘Technofinity’ – all of which will be used in attracting and selecting the best candidates, based on a balance of performance, energy and use.

    Candidates are assessed against the required strengths through assessment centres, the Situational Strengths Tests and Strength-based Interviews. “A strength-based interview is quite different from competency-based interviews in the fact that assessors are  not probing candidates and likewise applicants can’t necessarily  prepare for the questions. We may ask 12 questions in 45 minutes, whereas in a competency interview we might ask 6 questions in half an hour. The  questions are shorter and significantly more varied. Candidates are having to share a bit more depth about what they do and how they approach tasks. We ask about how you feel about working on tasks- something that with a standard competency response, you can’t necessarily answer,.” explained Gurpal.

    When using strength-based interviews, 74% of assessors felt they could better distinguish between low, average and high performers and 85% of candidates agreed the strength-based interview allowed them to show who they really were. In particular Generation Y and Generation Z candidates are eager to learn about themselves, gain more self-insight and feel recognised as individuals. Working in partnership with EY, Capp found in a representative sample of over 1000 students, 65% of graduates would select a job that would allow them to use their strengths rather than a role that paid them a higher salary.

    Ultimately strength-based recruitment allows the selection of employees who are naturally, authentically good at the role and are energised by it, which in turn leads to better performance.

    Founded in 2005, Capp have an established academic background in positive psychology and an extensive experience in the provision of strengths-based talent management solutions.

    The Capp vision is “To match the world to their perfect job” – whether that’s an individual seeking a new challenge or someone growing and developing with their current employer.

    You can benefit from the opportunities presented by better understanding applicants’ unique strengths by incorporating strength-based questions into your current selection practice. 9 Strengths-Based Interview Questions for you: Click Here for Your Copy

  • Positive Change Management webinar replay

    Positive Change Management webinar replay

    In today’s fast changing environment agility and the ability to make change effectively is a key organisational requirement. According to research many change management initiatives fail, risking employee’s resistance and change fatigue.

    View this webinar recording to explore:

    • The key change management mistakes to avoid
    • Successful approaches to effectively leading change
    • How to minimise resistance, engage and motivate your people
    • Positive change management methodologies

    The accompanying guide to better understanding your stakeholders – and the presentation slides – can be found here.

  • The business starter pack

    The business starter pack

    The First Mile by Scott D. Anthony

    Many people think about starting their own business. Lots of us started a business in childhood – do you remember the cliché of the Lemonade Stand from American movies? Yes, some people stop right there, but some try again and run their businesses for years.

    But how to start? The first mile of an innovation is that critical stretch when your idea moves from concept to the real world. Hidden traps, risks and challenges are everywhere. Scott D. Anthony’s book will come and give you a hand. The First Mile is a practical and easy-to-follow guide to starting a business.

    The book has two parts. The chapters of the first part build the First Mile Toolkit – a 4-step process for managing strategic uncertainty. You will learn how documenting an idea helps surface hidden assumptions; how to evaluate that idea from multiple angles; focus on the most critical strategic uncertainties; then test rigorously and adapt quickly. DEFT, the easy-to-note acronym is a reminder that you need to be adroit at handling the twists and turns of the first mile.

    Part two describes four common challenges, signs that you may have not followed the ‘yellow brick road’ and tips for getting back on track and get to your ‘Emerald City’.

    The challenges:

    • Making a wrong turn
    • Running out of fuel
    • Picking the wrong driver
    • Spinning out

    Anthony explains why each challenge happens and what the questions are that need to be discussed. He summarises this in a table, on a single page but I highly recommend reading the detailed versions. He speaks about interesting examples and in a very reader friendly way, highlighting the key messages of every chapter.

    Scott D. Anthony shares real-life experiences in his easy-to read and follow guide. The First Mile is a great a starter pack with a toolkit, tips and tricks to starting a business.