Financial measurement alone can suggest an organization is well, while the underlying culture is often sick (as well as many of those people working there). When it comes to deciduous organizations, they pay no attention to the devastating impact on families, the psychological impact on individuals and society when they chose profits over people. One caveat is that not all companies have behaved in this way, some organizations – big and small – displayed heroic acts of loyalty to their people during seasonal stress, but they are in the minority. Is it any wonder that employees are less loyal today than they have been decades ago?
In this episode, we explore the case study of Bayer and how the 40billion dollar giant diffused a mindset of innovating across the organization.
“The world is divided into people who do things – and people who get the […]
Found at all levels of the workforce but often stifled by managers, gig mindsetters are disruptors who upend business as usual and bridge gaps while achieving surprising outcomes and charting new directions. Six case studies of early adopters illustrate how it is shaping business in diverse fields: science and technology, industrial energy, healthcare, financial services, agricultural commodity trading and legal services.
In this episode, we explore some case studies in innovation including: Samsung The Pentagon The cement company-turned renewables EcoCem The paint company AkzoNobel and many nuggets of wisdom in between thank to Ben Bensaou
Too often, when leaders realize they need to reinvent, it is too late. Organizations reluctantly reinvent in times of crisis because of some market turbulence or an upstart competitor is eating into their P&L sheet. When they do this in desperation or as a last resort, they rarely reinvent effectively and they rarely survive. In their book, “Stall Points”, Matthew S. Olson and Derek van Bever revealed that once an organization experiences a major stall in its growth, it has less than a 10% chance of ever enjoying its previous levels of success.
In episode 4, we focus on The Mystics in an episode called “The Age of Heretics Part 4: Pierre Wack and the Origins of Scenario Planning” with Art Kleiner This is part of a longer series based on the book The Age of Heretics with Art Kleiner.
In such cases, the eye “narrows in” on the potential opportunity or threat and we become blinkered. Huberman shares the visual example of a person looking into a forest when the pupil is dilated. You can see in the image below when a stressed (dilated) eye looks into a forest, it only sees the tree in the forest, everything else blurs into the background.
I once worked in a large bureaucratic organisation. I was struck by many aspects of the toxic culture, but one aspect of the experience remains with me to this day. Many people in the organisation appeared visibly much older than the age they actually were. It didn’t take long to figure out why and it had nothing to do with genetics or environmental pollution, but everything to do with caged lifeforce. It led to an effect I call the “Reverse Dorian Gray” effect. Before I explain what this is, a very quick recap of Oscar Wilde’s Dorian Gray may help (skip if you know it already).
Rare Breeds don’t get what they want by adapting to the conventional rules: instead, they use the traits often considered shortcomings as tools for creation and growth. We welcome the author of Rare Breed: A Guide to Success for the Defiant, Dangerous, and Different, Sunny Bonnell