Perspective & Mindset

Idea in Progress!

A new social, environmental and economic operating model has been relatively quickly thrown upon us with the occurrence of COVID-19. I say relatively, because in reality we have been gradually driving to a new operating model due to various social, environmental and economic drivers (climate change, inequality, trust, greed and many more). An evolution that has become a revolution due to the anticipated outcomes on social and economic characteristics of the new world rapidly pushed forward due to COVID-19.

This post reflects on a need to focus on individual, group/team, enterprise, community, regional, national, global and planetary flourishing in a more radical way to deal with the new world order. This radical flourishing needs to be supported by approaches, methods, frameworks, practices and interventions that result in more radical transformations.

At the individual, group/team, enterprise, community, regional, national, global and planetary level we can apply more systematic and more systemic approaches to transformation (radical transformation) to move toward a defined target operating model that results in radical flourishing in these challenging times.

This post will explore and define:

• Flourishing and Radical Flourishing
• Transformation and Radical Transformation
• Current and Target Operating Models
• Radical Transformation actions/intervention roadmaps

All of these will be considered at the individual, group/team, enterprise, community, regional, national, global and planetary level.

More to come soon.

Bill Craig, The Flourish Rebel. Find out a little bit more about Bill here

Post in Progress!

I was going to start this post with “I’m starting to think the supremacy of the knowledge worker in business is being eclipsed by the relationship worker“. However as I started to write the post I realized it may not be big news!

The amount of knowledge work, the number of knowledge workers, and the rewards for knowledge work have increased substantial over the last three or four decades. It’s been a good ride for the knowledge worker and will probably continue to be for decades to come. The contribution of knowledge work in value creation is significant. However, more and more we are seeing what we think is a new kid on the block – the Relationship Worker and generating new levels of value through effectively managing and using social capital.

It may not be that the relationship worker is new, but rather just few in number. The successful people in business were usually the ones that were strong in relationships with knowledge workers and had the ability to make things happen. Perhaps we could also say to be a good knowledge worker you needed to be a reasonable good relationship worker. Quality knowledge products and outputs requires a good level of sharing and feedback. So there is a relationship worker within every knowledge worker.

It may be that the times and current challenges have created a need for many more people to come forward and shine as relationship worker. Success for almost everything in business is requiring building high quality connections with all types of enterprise stakeholders (clients, employees, suppliers/partners, competitors, community, owners/investors, all levels of government, and even the planet).

<< More to come soon!>>

Post in Progress!

I’ve always had in the back of mind that collaboration with potential or actual competitors was dangerous to my business. That thought has probably caused me and my companies more damage than good.

Current local, regional and global challenges require radical collaboration to achieve social, environmental and economic outcomes and impacts and ensure business agility, viability. Collaboration is a must. Is competition and competitive advantage a must? I believe it still is, but it is in a new form that we are just starting to determine and design. For now, I am labelling it competitive collaborative advantage.

<<More coming soon>>