The Five Fatal Habits:
Why most organisations fail at innovation and agility
with Geoff Marlow
We welcome back Helena Boschi, the author of “Why We Do What We Do Understanding our brain to get the best out of ourselves and others
Part 2 of Bias Interrupted: Creating Inclusion for Real and for Good, Joan C. Williams.
“A natural disaster always strikes when the last one is forgotten.” – Japanese Proverb Peppered […]
Organisational Hypofrontality: “If you want something new, you have to stop doing something old.”- Peter Drucker
We welcome the author of Framers: Make Better Decisions In The Age of Big Data Kenneth Cukier
Framing is a cognitive muscle we can strengthen to improve our lives, work and future.
Today’s book shows us how.
We welcome the author of Framers: Make Better Decisions In The Age of Big Data Kenneth Cukier
Organisations were designed for steady environments and excel when situations are steady and predictable. Our business environment, our world today, is anything but steady and predictable. Established organisations excel at processes and procedures. They are organised for pristine exploitation (execution), not exploratory search.
If you look at the image, it takes only a small effort to see the contours of a Dalmatian sniffing the ground. However, here is the point, without the previously stored higher-level concept “dog”, if we were only to use “the parts”, we would see only a meaningless pattern of white and black dots. We would focus on the parts and miss the big picture.
To promote organisational autophagy, we must embrace experimentation, jettison jaded pieces of junk organizational DNA, selectively regenerate dormant cells and reinvent, regenerate and renew in permanence.