Organizations don't innovate! People do!
Breaking down silos – making things happen!
Building the NEW! Cultivate change! Do it with PASSION!
Enabling intrapreneurship through innovation champions, change agents and wave makers!
Leaders need to cultivate, hone-in and strategically unleash intrapreneurship across their organization or team.
Key to cultivating intrapreneurship is transparency: foster a healthy environment, where intrapreneurs flourish
Many want what innovation delivers, but aren’t prepared to do what it takes!
Organizations and leadership need to be AGILE – ADAPTIVE – RESPONSIVE
Creating an agile culture fosters forward thinking innovation!
Capacities bring forward your uniqueness, through emphasizing on your strengths and knowing your limitations for ourselves, team, company and ultimately the extended enterprise in which you operate. Resulting in effective collaboration – co-creation – co-design
Adaptive innovation cultures and human innovation capacities encourage ability to spot unique opportunities.
Landscape of the future
Why the career ladder no longer matters!
From hierarchy to lattice!
More companies look at alternative structures & why you should too.
CXO’s should experiment with ‘next stage’ organizations.
TEAL is the new green+blue addressing
all 5P’s of thrivable sustainability
This would be amazing! but we could never do this because …
“People from all ranks sense but hide the real pains, that something is broken in the way we run organizations. We need to create a whole ecosystem of support for organizations going Teal” – Frederic Laloux
“The ground beneath us is shifting at an accelerating rate. The implications for strategy are profound!” – John Hagel
“The truly creative changes and the big shifts occur right at the edge of chaos. Creativity is not an option, it’s an absolute necessity!” – Sir Ken Robinson
It’s imperative to bring creativity to learning!
Enabling us to be innovative!
Without change of mindset
real magic cannot be expected!
think, lead & act without the box
amaze – attract – advance
Speaking engagement at
PMAP Regional Conference 201508 – People Management Association of the Philippines
For speaking and coaching engagements, contact me via ExpertFile or LinkedIn
www.expertfile.com/experts/joris.claeys
www.linkedin.com/in/knowledgenabler
You can request this presentation in PDF or PPT with full animation email at
Joris.Claeys@outlook.com
The document discusses how companies can become competitively unpredictable through open innovation and business model innovation. It emphasizes the importance of developing the right mindset and framework to embrace external contributions, including through the use of partnerships, communities, and social media. Companies are encouraged to experiment with new approaches to change how they innovate and develop innovative capabilities.
We are proud to announce our fifth Innovation Excellence Weekly for Slideshare. Inside you'll find ten of the best innovation-related articles from the past week on Innovation Excellence - the world's most popular innovation web site and home to nearly 5,000 innovation-related articles.
The document discusses various views on organizational creativity and how it can be increased in the workplace. It presents classic and modern views of organizations, as well as systems and componential models of creativity. Some factors that can increase creativity include giving employees time for creative thinking, encouraging open communication, allocating sufficient resources, and establishing an atmosphere of cooperation. Training employees and establishing self-directed work teams or "Z organizations" are also discussed as strategies to boost creativity. Case studies of creative work environments at companies like Google, Pixar and Mindlab are provided.
The document discusses various aspects of nurturing an innovation mindset. It defines innovation and outlines the innovation process. It emphasizes the importance of properly defining problems before attempting to solve them. Organizations need to prioritize problems and consider customers, financial impacts, and time constraints. Fostering an innovation mindset involves being purpose-driven, curious, and willing to take risks and experiment. The document also discusses intrapreneurship and sustaining innovation as ongoing business-as-usual activities through alignment, scaling, continuous integration, and cultural embedding.
The document discusses concepts from Jim Collins' book "Good to Great". It summarizes:
1) The good-to-great companies focused on getting the right people on the bus before deciding what to do, while comparison companies focused on vision and strategy first.
2) The good-to-great companies confronted brutal facts and had disciplined thought, using a "Hedgehog Concept" to simplify decisions around what they could be best at.
3) Developing a Hedgehog Concept involved understanding three intersecting circles - what you are passionate about, what you can be best in the world at, and what drives your economic engine. The good-to-great companies had insight into these areas
I conducted a workshop on intrapreneurship for IEEE in Bangalore, 28-29 July. In the larger interest of the practitioners and learners, I decided to share the workshop deck. Hope you find it useful in your work!
Innovation from Everyone and Everywhere (1)Marianne Doczi
This document discusses developing sustainable innovation capabilities for 21st century New Zealand. It advocates taking an "innovation from everyone and everywhere" approach to fully harness New Zealand's human capital. The document outlines principles of innovation from all people in all places, customer-centricity, and collaboration both within and across organizations. It also discusses the skills, leadership, culture, and management practices needed in organizations to enable innovation from all sources. The goal is to start an online community to further discuss improving attitudes, skills, and practices for widespread innovation.
The document discusses creating a culture of innovation through leadership. It provides an agenda for a workshop on innovation leadership that includes understanding different types of innovation, the difference between ideation, creativity and brainstorming, characteristics of innovative cultures and leaders, and assessing one's own organization. References and resources from experts on innovation and culture are also provided.
MKI: Tools for Developing Innovative SolutionsMuhammad Fajar
This document discusses tools and methods for developing innovative solutions, including:
- Creativity depends on creative people, products, environments, and processes. Brainstorming, brainwriting and other group idea generation methods can help spark innovation.
- Mind maps are a visual tool to structure information and make connections to help analyze problems and generate new ideas. They can be used for brainstorming, problem-solving, note-taking, and more.
- Various factors contribute to creativity, including imagination, flexibility, personality, motivation, and environment. Overcoming barriers like fear of failure and an open organizational culture also support innovation.
Unleashing the Power of Intrapreneurs and Innovators - June 2013Stefan Lindegaard
This document discusses open innovation and empowering intrapreneurs and innovators within organizations. It advocates adopting an open innovation mindset to work with both internal and external partners. It provides examples of companies that have successfully implemented open innovation approaches and developed intrapreneurship programs. The document emphasizes that developing the right culture, skills, and framework is important for organizations to change how they innovate and become more competitively unpredictable.
LIZ ARMSTRONG - DESIGNING INNOVATION IN CORPORATE ENVIRONMENTSLiz Armstrong
This document discusses innovation and design in corporate environments. It defines innovation as producing positive change, including both radical and incremental changes. Design is defined as an iterative, human-centric process of serving needs and improving lives by transforming existing conditions into preferred ones. The document presents models of design processes that are evolutionary and involve learning, ideating, creating, and validating. It argues that design provides a context for innovation by channeling creativity toward satisfying human purposes. For companies to successfully innovate, the document advocates embedding human-centric design processes into business culture and strategy. This involves cultivating a design-minded culture with a customer-centric purpose and leadership support of designerly activities like the design process.
Creativity plays a critical role in the innovation process, and innovation that markets value is a creator and sustainer of performance and change. In organizations, stimulants and obstacles to creativity drive or impede enterprise.
Innovation and creativity 01 introduction and basic conceptsKamal AL MASRI
This document provides an introduction to creativity and innovation by Kamal M. Al Masri. It defines creativity as the generation of new, novel ideas and defines innovation as applying creative ideas to develop new products and services. Innovation is important for organizations and nations to adapt to changing needs, compete, and survive. While creativity involves idea generation, innovation requires implementing ideas to create value for customers. The document discusses disciplines related to innovation and distinguishes innovation from related concepts like invention, design, and entrepreneurship.
The smartest people in innovation and intrapreneurship from companies like Phillip Morris, Gap, HP, Salesforce, Nike, Cisco Univision, and dozens of other companies assembled to talk about what real innovation at scale looks like. This ebook contains a few of our takeaways. For more information, contact us at innovation@gapingvoid.com
We are proud to announce a downloadable PDF version of our popular list of the Top 40 Innovation Bloggers of 2010. Is your favorite innovation author or blogger on the list? If not, please encourage them to join the Innovation Excellence community and then 'Add Content' from the site's main menu.
Here is a downloadable PDF of our popular list of the Top 40 Innovation Bloggers of 2011. Did your favorite make the list? If not, please encourage them to join the Innovation Excellence community and then 'Add Content' from our site's main menu.
Disruptive Innovation Philosophy IB Work BetterStephen Tavares
This document discusses the importance of disruptive innovation for organizational success. It defines disruptive innovation as innovation that creates new markets by meeting customer needs in new ways. In contrast, sustaining innovation focuses on incremental improvements in existing markets. The document argues that organizations need to embrace disruptive innovation to gain first-mover advantages like new customer bases and brand recognition. It provides examples of disruptive innovations like whey protein powder and Advil. Finally, it discusses how organizations can support disruptive innovation through metrics, leadership, culture and ideation processes.
The document discusses intrapreneurship and embracing risk within large companies. It outlines three strategies for innovation - reinforcing the status quo, focusing on strategic portfolios, and empowering intrapreneurship from within. It then describes the culture needed to support intrapreneurs, referred to as "Corsairs", outlining rules and laws they should follow. However, the document notes that moving ideas from initial exploration to sales is incredibly difficult. True success requires navigating this critical step of proving market fit and gaining business support.
This document announces the top 40 innovation bloggers of 2012 as voted on after two weeks of consideration. It provides a brief introduction to each blogger including their name, position or company, areas of expertise, and links to further information. The document encourages readers to support their favorite bloggers who didn't make the list in hopes of seeing them included in future years. It also provides information on how to get involved in the Innovation Excellence community.
SA Innovation Summit 2013: Open Innovation - New Opportunities, New ChallengesStefan Lindegaard
This document discusses open innovation and creating an innovation culture within organizations. It emphasizes that open innovation is key to becoming competitively unpredictable in today's business environment. The document provides examples of open innovation practices from various companies and discusses some of the challenges of changing an organization's culture to embrace open innovation and experimentation. It stresses that developing the right skills and mindsets among employees is important for fostering a strong innovation culture.
The document discusses innovation and creativity. It defines innovation as taking new ideas to customers by converting new knowledge into new products and services. It also lists some characteristics of creative individuals and organizational hurdles to creativity. Some principles of innovation discussed include giving ideas a hearing, involving originators in developing their ideas, and addressing both technical and marketing issues. The innovation process is depicted as a series of funnels where many ideas are narrowed down to few innovations.
Innovation is Everyone´s Responsibility and Why Innovation MattersStefan Lindegaard
Innovation is Everyone´s Responsibility and Why Innovation Matters
Here you get my slides from a recent presentation in Turkey where I was asked to provide perspectives on innovation through two important questions / lenses:
Why innovation matters? My key message is that innovation matters if your company wants to stay relevant – and survive. It is that simple. Just consider this piece of information:
At the current churn rate, 75% of the S&P 500 firms in 2011 will be replaced by new firms entering the S&P500 in 2027. There is so much change and it is happening so fast. Innovation can mean many things, but it is a general understanding that it helps you fight irrelevance and helps you drive change rather than becoming a victim of it.
Innovation is everyone´s responsibility. I work with innovation on three levels; incremental, radical and “in between”. The latter is often the most relevant because it can really change things and have a strong impact while companies have a good chance of succeeding with this with the right setup, processes and people. Radical or disruptive innovation is highly desirable, but it is also very difficult to achieve. It requires a lot of luck as well as the right framework and conditions for this luck to happen. Very few organizations succeeds here.
While everyone in an organization should contribute to incremental innovation, I don´t think everyone should work with radical or “in between” innovation – at the same time that is. Most people just have to focus on the getting their daily jobs done. However, every employee should be given an opportunity to contribute to radical and “in between” innovation through corporate programs that could be based on the concept of intrapreneurship, incubators, accelerators or something similar.
When it comes to getting people to understand that everyone actually can contribute to all three levels of innovation, I like to use the Ten Types of Innovation framework by Doblin as it is a simple and visual concept that can open the eyes of the “unusual suspects” when it comes to innovation contribution.
Well, check my slides and let me know what you think. I am of course open for discussing a session or talk near you :-)
Be Competitively Unpredictable with Open Innovation - February 2013Stefan Lindegaard
The document discusses how companies can become "competitively unpredictable" through open innovation and business model innovation. It emphasizes developing partnerships, communities, and networks to source ideas from outside the organization. Companies are encouraged to change how they innovate by participating in open innovation, being willing to fail, and developing the right culture and framework to embrace new ways of working. The challenges of innovating within large established companies are also addressed.
This document discusses innovation and creativity in organizations. It defines creativity as the ability to combine ideas in unique ways. Creative individuals have particular styles, originality, competence, experience, determination and flexibility. However, for ideas to be implemented in organizations, they must go through hurdles at different management levels where the ideas get refined. While individual creativity can lead to radical innovations, organizational creativity through systematic research tends to result in continuous improvements and fewer imitations. The principles of innovation include valuing all ideas, assisting idea originators, and enhancing ideas to demonstrate potential value before bringing to management. The innovation process involves generating, screening, testing feasibility and implementing ideas through different stages like a funneling process.
Brand Box 4 - What's The Big Idea? The Marketer's Ultimate ToolkitAshton Bishop
http://www.stepchangemarketing.com/
In this Slideshare presentation:
1. Brand Box 4 - What's the big idea? 2. Actions from insights 3. Why Innovation? 4. Innovation context 5. Bill Gates 6. Corporate and Social Responsibility 7. Successful Innovation 8. Purpose of creativity 9. Importance of Innovation 10. Importance of Innovation cont. 11. Innovation driving growth 12. Applied Innovation 13. Limitations of accepting status quo 14. Knowledge vs. Creativity 15. Innovation as a habit 16. 5 roles in ideas development 17. The triangle for successful innovation 18. Sources of inspiration 19. Crowd sourcing 20. Where's your suggestion box? 21. What is crowd sourcing? 22. Consumer generated content 23, Share with the masses 24, Generation C(ash) 25 User generated content radar 26. Case study: Smith's "Do us a flavour" 27. Case study: Goldcorp 28. Case study: Mitsubishi 29. Case study: InnoCentive 30. Case study: Wikipedia 31. Case study: the London bombing 32. Innovation tools 33. Scamper 34. Scamper: An example 35. Scamper: Adapt something to it 36. Scamper: Magnify it 37. Scamper: Modify it 38. Scamper: Put it to some other use 39. Scamper: Eliminate something 40. Scamper: Reverse it 41. Scamper Rearrange it 42. Parameter analysis 43. Sensory overload 44. Future casting ideas generation 45. Process review 46. Using experience to drive innovation 47. Innovation platforms 48. The Phoenix checklist 49. The Phoenix checklist cont. 50. Six thinking hats by Edward de Bono 51. Six thinking hats cont. 52. Evaluation methods 53. Potential impact plotting 54. "Yes" reasons
Unit 1- Introduction to Entrepreneurship (BOCS,BOET-505D).pdfShikhaAeron2
Course Content:
Unit I: Introduction to Entrepreneurship: Entrepreneurs; entrepreneurial personality and intentions, characteristics, traits and behavioral; entrepreneurial challenges.
Unit 1- Introduction to Entrepreneurship (BOCS,BOET-505D).pdfShikhaAeron2
Innovation and Entrepreneurship discusses key concepts like creativity, innovation, and entrepreneurship. Creativity involves generating new ideas while innovation makes existing things better. Entrepreneurship involves taking financial risks to make a profit. The document outlines characteristics of entrepreneurs like risk-taking, leadership, and the ability to recognize opportunities. It also discusses challenges entrepreneurs face such as selecting products/services, developing sales strategies, and managing employees/finances, and provides solutions like market research, clear communication, and goal-setting.
The People Side of Innovation
These days, there is much talk about open innovation, business model innovation and innovation culture. These are important topics, but the most significant element to anything related to innovation will always be people.
It is people that make things happen and this is you, your colleagues, your customers and other external partners that you engage with to bring innovation to market.
It is not that long ago that a good innovator was considered to be a good engineer or R&D person. However, things have changed big time over the last 5-7 years as the open innovation and business model innovation movements continue to rise while companies have failed to upgrade their innovation capabilities during the financial crisis.
In this talk, Stefan Lindegaard will explain the consequences of these changes as he looks into the skills and mindset that are required to be a good innovator in this era of “modern innovation,” which is driven more by openness and business models than internal R&D and patents.
The topics include:
• 7 critical personal competencies for innovation success
• an overview of the types of people and functions you need for a strong innovation team
• insights on the key elements for corporate innovation training programs
• a view on why some people kill innovation – and how to deal with them
This document summarizes notes from an innovation workshop held at the University of Lagos Guest House in Nigeria. It includes brainstorming questions, definitions of key innovation terms, barriers and drivers of innovation, and characteristics of an "Innovator Next" - someone with a high propensity to innovate. Participants were encouraged to think creatively and develop their innovative skills through conceptual and network thinking.
This document discusses ways to develop an innovative culture in organizations. It emphasizes that an innovative culture balances attributes like creativity and freedom with discipline and accountability. Key aspects of an innovative culture include unique strategies, employee autonomy, trust, accepting failures, and strong leadership. Leaders can build such a culture by encouraging outside-the-box thinking, conducting innovation workshops, avoiding bureaucracy, and establishing a reward system for innovative ideas. While challenging to develop, an innovative culture is vital for organizations to continuously innovate and achieve leadership in their fields.
Innovate or Die! Implementing a Culture of InnovationWissenskontor
The document provides an agenda and overview for a workshop on implementing a culture of innovation. The agenda covers self-expression, defining innovation and culture, barriers to innovation culture, and implementing a new culture. It discusses defining innovation culture as a pattern of shared assumptions that enable new problem-solving. Barriers include organizational barriers like time pressure, peer pressure, risk-averse culture, and lack of leadership support. Implementing innovation culture requires overcoming these barriers by providing resources, rewarding successes, improving communication, and developing tools and processes like prototyping. The workshop aims to help participants learn how to assess their culture and implement changes to promote innovation.
Leaders drive innovation by building a strong Creative Ecology through their organisations. And they don't need to be particularly creative or innovative to do so...
An overview of how change works, and what can be done to accelerate transformational change in an industry. Created for the Openlab Workshop, December 1-2, 2015 in Washington, DC.
This document contains notes from a presentation on innovation. It discusses working at startups versus large companies, open innovation trends, the skills needed for innovation work, and networking. The presentation advises developing skills in collaboration, communication, and an international mindset to be successful in innovation. It also offers to help connect the audience to innovation opportunities and networks.
Demetris C. Hadjisofocli. This presentation provides some basic information on what is innovation and how it differentiates from Entrepreneurship. It gives a high level view on how Innovation processes should be approached within organizations to instill a culture of development and growth.
Here you get the latest of my presentations where I share messages such as:
“We need to rethink the term “innovation” and we should drop the term “innovation culture” entirely.”
“Four global megatrends drive business today: Everything moves faster, everything will be connected, knowledge is transparent and disruption hits harder and faster.”
“Getting ideas and working with them in the early stages is the easier part. The execution is what really matters. We have begun the transition phase.”
“The role of the CTO has changed as real value creation no longer is centered around technology or product itself. Services, processes and business models are key. The internal power needs to shift.”
“Disruption hits much harder and much faster than ever before. You can’t plan for disruptive or radical innovation, but you can be sure you will be disrupted.”
“Don’t talk about innovation. Focus on how you can transform your company based on values, assets, partners, threats and opportunities.”
“The organizational structures need to change. They are not build for the upcoming challenges and opportunities and we need to experiment much more on what will work the best for the future of business.”
“Strong organizations do four things very well: They listen, adapt, experiment and execute better than their competitors.”
“There is no digital strategy. Just strategy in a digital world.”
“If you want to change the perception inside your organization, the outside voice is the most important.”
“People first, processes next, then ideas. The key for execution is people – don´t focus too much on ideas and projects.”
“Discovery – Incubation – Acceleration: Have the right people for the right project at the right time in the right context. Build people pools, not just project pools.”
“Strong change teams know they can´t do it by themselves; they become facilitators and integrators. Education is a key objective.”
…and a short story that I really like:
“A CFO is wary about investing in the training and education of the employees.
He asks the CEO: ”What happens if we invest in developing our people and then they leave our company?”
The CEO is a bright person and replies: ”What happens if we don’t and they stay?”
Similar to Riding on the Currents of Innovation to Supercharge Employee Relations (20)
The document provides examples of project activities and services that a company offers related to ports including:
- Supply chain, infrastructure design, energy optimization, and port optimization.
- IT consultancy including software selection, process optimization, and terminal operating systems.
- Bidding, public-private partnerships, vendor selection, contract negotiation, and working with port authorities.
- Feasibility studies, business planning, financing, cost analysis, and market research.
- Security including ISPS, AEO, and GMP.
- Long-term strategy, terminals, and stevedoring.
- Compliance, client research, and B2B communication.
Port Infrastructure in an Urban EnvironnentJoris Claeys
USC – University of San /Carlos, Cebu - Master Urban Planning
Port Infrastructure in an Urban Environment - 2015
For Cities & Industries alike to thrive and co-exist, stakeholder dialogue is essential in the process of engaging lasting solutions!
– Joris Claeys, PortExpertise
Cebu Port Development – Turning Challenges into OpportunitiesJoris Claeys
Cebu Port Development – Turning Challenges into Opportunities! 201409
A port is more than just containers!
“Growth is the best stimulus for development and innovation. That’s why I am convinced that a transition to a more sustainable port and growth go hand in hand.” – Hans Smits, Port of Rotterdam
taste.CEBU – experience island flavorsJoris Claeys
Art & lifestyle happenings, festivals & biennale
Where the heart sings, experience the island flavors!
Experience the vivacious creative Cebuano and enjoy the island flavors of art, design, hospitality & gastronomy
Concept & Design for taste.CEBU
Arts, design & creatives, blend in one progressive lifestyle festival
+ intro to ARTronomy – art & gastronomy touring
Hospitality with leisure, entertainment & arts – more than the traditional holiday!
+ intro to arts & creatives ROADMAP of Cebu (WiP)
Local, regional, national and international networking across the art disciplines.
+ ARTconnectsLIFE support & business partnerships
+ Call for Proposal to the Cebu Creatives Sector
Offer for taste.CEBU, CebuARTSdistrict and Cebu Arts & Creatives Roadmap.
Presented by ARTconnectsLIFE & @ARTpreneurs
Staging Cebu’s vibrancy for the world to taste
Be part of a unique festival as the Cebuano flavors unfold
taste.CEBU – experience island flavors
Live the creative people!
TASTE Cebu’s creative lifestyle!
Weaving the Cebuano talents with the global stage of the arts!
Getting to know and value the artist or designer behind their work!
ARTronomy – art & gastronomy touring, more than the traditional holiday
= gastronomy + art celebrated
A new way of choice from backpackers to high-end resort & leisure tourism, picking up on art and culture what Cebu has to offer.
Enjoy island hospitality with art, design & cultural flavors!
CEBU Creativity ROADMAP
ARTconnectsLIFE developed the Cebu roadmap for the arts & creatives, reflecting affiliations and local, regional, national and international networking across the art disciplines.
Call for Proposal to Cebu creativity sector
taste CEBU, CebuARTSdistrict and Cebu Roadmap for the arts & creatives are made available for further progress to a collaborative effort of Cebu-based organizations, authorities and art communities.
CEBU, where the heart sings, experience the island flavors!
taste.CEBU & CebuARTSdistrict
artspaces | festivals | biennale
happenings – fiestas – galas – proms - jamborees - fêtes
All rights reserved by ARTconnectsLIFE
in collaboration with ecoNOVATE & ViVaTicA
ViVaTicA – ideas for life! soul of life!
www.facebook.com/ViVaTicA
ecoNOVATE – community driven innovation
www.facebook.com/ecoNOVATE.net
ARTconnectsLIFE – art connects people, creativity connects life
www.facebook.com/ARTconnectsLIFE
@ARTpreneurs – creativity, design & passion inspired
www.facebook.com/groups/ARTpreneurs
ARTronomy – art & gastronomy touring
www.facebook.com/ARTronomy.creatives
CebuARTSdistrict – weaving arts & creativity
taste.CEBU – experience island flavors
www.facebook.com/tasteCEBU.lifestyle
For more info on ARTconnectsLIFE or speaking & coaching engagements contact us
www.expertfile.com/experts/joris.claeys
www.linkedin.com/in/knowledgenabler
You can request this presentation in PDF or PPT at
Joris.Claeys@outlook.com
CebuARTSdistrict - Inspire through artJoris Claeys
Initiated by Let's Do It Philippines & ARTconnectsLIFE
How it all started …
With ecoART 2014-15 Exhibit & Tour
Creativity connects life!
Speak your mind, your dreams, your experiences and your ideas
Environment through the eyes of the artist!
For Let’s Do It Philippines
Listen to your ART! Let art speak
What the environment has been screaming for!
Cebu ARTS District
Center for the Arts & Creativity
ART connects people, creativity connects LIFE
Where art speaks, life starts!
Our Dream-2-Destiny Journey
Dream Expo Cebu 2014
Arts districts change entire city life value!
CebuARTSdistrict – weaving arts & creativity!
Center for the Arts & Design
Sugbo Creative Village
Creativity, design & passion inspired!
Inspire, develop & celebrate creative talent!
@ARTpreneurs – creativity, design & passion inspired
Online community for networking & sharing
Building the community & audience
Dream & build what we are missing
2016 - Our journey! work in progress
- CebuARTSdistrict and Sugbo Creative Village
- start-up activities
- CEBU Wonder Rainforest
- Birth of taste.CEBU
- Artspace initiative for Cebuano & Visayan artists
CebuARTSdistrict – weaving arts & creativity
taste.CEBU – experience island flavors
www.facebook.com/tasteCEBU.lifestyle
All rights reserved by ARTconnectsLIFE, ViVaTicA & ecoNOVATE
an initiative by ARTconnectsLIFE
in collaboration with ecoNOVATE and ViVaTicA
http://artpreneursblog.wordpress.com/2017/04/19/cebuartsdistrict-inspire-through-art
ViVaTicA – ideas for life! soul of life!
www.facebook.com/ViVaTicA
ecoNOVATE – community driven innovation
www.facebook.com/ecoNOVATE.net
ARTconnectsLIFE – art connects people, creativity connects life
www.facebook.com/ARTconnectsLIFE
@ARTpreneurs – creativity, design & passion inspired
www.facebook.com/groups/ARTpreneurs
ARTronomy – art & gastronomy touring
www.facebook.com/ARTronomy.creatives
CebuARTSdistrict – weaving arts & creativity
taste.CEBU – experience island flavors
www.facebook.com/tasteCEBU.lifestyle
For more information on ARTconnectsLIFE or speaking and coaching engagements, contact me via ExpertFile or LinkedIn
www.expertfile.com/experts/joris.claeys
www.linkedin.com/in/knowledgenabler
You can request this presentation in PDF or PPT with full animation email at
Joris.Claeys@outlook.com
Genlites Talk - call for environmental awareness - CNUJoris Claeys
LIFE, LAND and WATER
Preserve and protect the environment with the youth as earth warriors!
UN Sustainable Development Goals
Take action against climate change!
Help preserve life for the future generations to come!
Learning nature’s principles
Innovating with nature!
We cannot keep ignoring!
Humanity needs to thrive & progress in balance & harmony with NATURE!
Sustainability is a journey! Not a destination!
Practice the 5P’s of sustainable thrivability!
“You can never solve a problem on the level on which it was created” – Albert Einstein
co-realize the walk
walking the talk
living the walk
dancing the path
Be involved, Be engaged!
Speaking engagement at
Genlites Talk - Generalistang Normalites Organization 2016-2017
College Of Teacher Education - Bachelor of Elementary Education - Major in General Education
CNU - Cebu Normal University
For speaking and coaching engagements, contact me via ExpertFile or LinkedIn
www.expertfile.com/experts/joris.claeys
www.linkedin.com/in/knowledgenabler
You can request this presentation in PDF or PPT with full animation email at
Joris.Claeys@outlook.com
When earth falters, we falter!
When earth thrives, we thrive!
Let’s not disregard our home!
Our actions determine our destiny for generations to come!
Nature doesn’t need people!
People need nature!
Mother Earth evolves!
Are YOU prepared to evolve along nature?
“If your actions inspire others to dream more, learn more, do more become more you are a leader!” – John Quincy Adams
Be involved, Be engaged!
Speaking engagement at
STEMinar - Ecological Movement Seminar: Celebrating Verdant Revolution!
Bio-integrated organization’s advocacy awareness of the different environmental issues within our communities
USC - University of San Carlos (STEM campus)
For speaking and coaching engagements, contact me via ExpertFile or LinkedIn
www.expertfile.com/experts/joris.claeys
www.linkedin.com/in/knowledgenabler
You can request this presentation in PDF or PPT with full animation email at
Joris.Claeys@outlook.com
Creating a dynamic learning process in the fast lane (PSDT 201411)Joris Claeys
It’s imperative to bring creativity to learning, enabling us to be innovative!
Greatest challenge to innovation: reinventing our whole way of living!
Walking the positive road!
Building the NEW! Cultivate change! Do it with passion!
PASSIONS create future!
Find strength in your uniqueness of your purpose, your gifts & your passions!
Imagine what could be, to be the future!
Happiness is a journey not a destination!
“Forget about the 'fast lane'. If you really want to fly, just harness your power to your passion!” ~ Oprah Winfrey
Speaking engagement at International Training & Development Summit (Circuits of Learning and Development)
Presentation for PSDT (Philippine Society for Training and Development) annual convention November 2017
www.pstd.org
For speaking and coaching engagements, contact me via ExpertFile or LinkedIn
www.expertfile.com/experts/joris.claeys
www.linkedin.com/in/knowledgenabler
You can request this presentation in PDF or PPT with full animation email at
Joris.Claeys@outlook.com
This individual has over 40 years of experience working in finance, logistics, and business analysis. They held various roles including fund management, banking, accounting, auditing, and logistics management. They also have expertise in areas like collaborative supply chain management, knowledge management, change management, and sustainable development. Currently, they work as an interim manager, business coach, trainer, and speaker. They are focused on facilitating transition towards a sustainable Society 3.0 through knowledge sharing and various platforms.
This document provides information about Joris Claeys' professional portfolio, including his areas of expertise and involvement in various projects. It describes his work in areas such as port infrastructure development, organizational development, intrapreneur coaching, and developing projects focused on smart cities, balanced lifestyles, and sustainable communities. Specifically, it outlines his roles with organizations like PORTexpertise, CAPix, ViVaTicA, and projects in areas of marine development, strategy consulting, property analytics, and more.
Joris Claeys is a change facilitator and coach based in Antwerp, Belgium who specializes in sustainability, resilience building, and econologics. He promotes the 5P's of sustainable thrivability - People, Planet, Progress, Purpose, Passion. He has extensive experience in organizational development, whole systems transformation, and knowledge convergence. Joris aims to inspire people and build community capacity through dynamic approaches like TEAL and agile networking.
ecoNOVATE – community driven innovation! INTRO - Dream-2-Destiny JourneyJoris Claeys
ecoNOVATE – community driven innovation! INTRO
Cultivating Change! Do it with PASSION!
INTRO - Dream-2-Destiny Journey - our purpose and differentiator as an incubator
econological inspired
inspire people ● harmonize planet ● balance progress
Making communities & business human again!
Promote entrepreneurship, intrapreneurship, SMEs & cooperative communities!
Building on your Dreams towards communities that THRIVE!
Bringing a new dimension in makingcommunities & business human again!
Promote entrepreneurship, intrapreneurship, SMEs& cooperative communities!
Inspire people in harmony with the planet for balanced progress towards building communities that THRIVE!
Strengthening, connecting and mobilizing people, resources and tools to enhance community values for better life & work balance, creating a vivacious environment in which participants contribute their share as community leaders of change and participate in collaborative efforts to advance solutions towards thriving communities
Providing mentorship, coaching and participation to build communities that thrive, promote entrepreneurship, SMEs & cooperative communities to widen and strengthen the middle-class
Extending our expertise in change facilitation to the corporate and public sector, enabling their teams to embrace new challenges and strategies in an ever changing world
from appreciating to creating (AI)
- Discover and walk the positive road
- Dream and imagine what could be
- Design what should be (ideal)
- Deliver what will be creating the future
For speaking and coaching engagements, contact me via ExpertFile or LinkedIn
www.expertfile.com/experts/joris.claeys
www.linkedin.com/in/knowledgenabler
You can request this presentation in PDF or PPT with full animation email at
Joris.Claeys@outlook.com
Marina Development in the Visayas
- by Joris Claeys, PORT[expertise]
for Sea-Expo Manila, February 20-22, 2015
Aims and targets for the Visayas
• Congestion of marina ports in Singapore and Hong Kong
• Developing the Philippines Marina and Tourism activities
across the Visayas
• Highlighting the eco-Tourism and other forms of tourism, including adventure tourism and high-end nautical destination
This document provides a career and performance timeline for an individual from 1979 to 2025, along with knowledge built in various areas including financial services, accounting, audit, languages, and supply chain management. It shows progressive roles and responsibilities held in companies like GeneraleBank, Kredietbank, Tilmont External Auditors, and Cargill. It also lists educational attainments including a CPA from Belgium and degrees in financial economics and mathematics/modern languages. Later sections discuss training, knowledge management, and a narrative towards a sustainable "Society 3.0" through collaborative supply chains and an interactive community platform.
This presentation provides a detailed overview of AREOPA\’s Total Change Management approach, including organizational change, the AIS Reference Model and the 12-steps Methodology.
Unlocking The Human Element in IT And Service ManagementDario Diament
The book "Unlocking the Human Element in IT" provides a comprehensive guide to understanding and leveraging the human aspects of information technology. Drawing on extensive research and real-world case studies, the book delves into the critical role that people, culture, and organizational dynamics play in the success or failure of IT initiatives.
The Importance of the Human Element in IT
The book begins by highlighting the often-overlooked human dimension of IT, emphasizing that technology alone is not enough to drive meaningful change and innovation. It argues that the true power of IT lies in its ability to empower and engage people, fostering a collaborative and adaptive organizational culture.
Key Themes and Insights
People-Centric Approach: The book underscores the need to shift from a technology-centric mindset to a people-centric approach in IT management. It explores strategies for aligning IT goals with the needs and aspirations of employees, customers, and stakeholders.
Organizational Culture: The authors examine the profound impact of organizational culture on IT initiatives, addressing topics such as change management, leadership, and team dynamics. They provide practical frameworks for cultivating a culture that embraces innovation, collaboration, and continuous learning.
Soft Skills and Talent Management: The book delves into the importance of developing soft skills, such as communication, empathy, and problem-solving, among IT professionals. It also explores effective talent management strategies to attract, retain, and develop high-performing IT teams.
Agile and Adaptive IT: The book highlights the rise of agile and adaptive IT methodologies, emphasizing the need for IT organizations to be nimble, responsive, and customer-centric. It offers guidance on implementing agile practices and fostering a mindset of continuous improvement.
Bridging the IT-Business Divide: The authors address the longstanding challenge of aligning IT with business objectives, providing strategies for enhancing collaboration, communication, and mutual understanding between IT and other organizational functions.
Practical Applications and Case Studies
Throughout the book, the authors present real-world case studies that illustrate the impact of the human element in IT. These case studies cover a range of industries and organizational contexts, offering valuable insights and lessons learned for readers to apply in their own environments.
Conclusion
"Unlocking the Human Element in IT" is a must-read for IT leaders, managers, and professionals who recognize the importance of people, culture, and organizational dynamics in driving successful IT initiatives. By embracing the human element, organizations can unlock the full potential of their technology investments and achieve sustainable, transformative change.
People mentioned:
- Matt Beran
- Deborah Monroe
- NJ Robinson
- Megan Engels
- Gregg Gregory
- Rocky McGuire
Learn more at invgate.com
CAPACITY BUILDING:HOW TO GROW YOUR INFLUENCE, INCOME & IMPACTTochi22
Don't wish for less problems but for more capacity.
In this slideshare, you will discover the importance of capacity and different critical areas you must build to achieve your dream life.
To get the recording of this seminar, join our community on Clubhouse @ High Impact Makers
Certified Administrative Officer CAO.pdfGAFM ACADEMY
The Certified Administrative Officer (CAO) is a gold-standard certification awarded exclusively by the Global Academy of Finance and Management ®. Earning this designation demonstrates that you have skills and experience in office administration which includes events coordination, time management, resource management, Microsoft Office applications, and business communication.
REQUIREMENTS
The Certified Administrative Officer designation requires a diploma or a bachelor's degree in business and administration, or related field.
Two years experience in office administration
Final year graduates with industrial attachment will be considered.
In addition to educational requirements, candidates must have knowledge in Microsoft Office applications, and business communication skills.
To apply: https://gafm.com.my/digital-certification/application-for-certification/
Understanding Bias: Its Impact on the Workplace and Individualssanjay singh
In the presentation, I delve into what bias is, the different types of biases that commonly occur, and the profound negative impacts they have on both workplace dynamics and individual well-being. Understanding these aspects is the first step towards creating a more equitable and supportive work culture.
Riding on the Currents of Innovation to Supercharge Employee Relations
1. PMAP Cebu – RC15
People Management Association of the Philippines
Riding on the Currents of Innovation
to Supercharge Employee Relations
regional conference 2015
think, lead & act without the box
amaze – attract – advance
Joris Claeys
change CULTIVATOR – CAPACITY builder
@knowledgEnabler
Cebu, Philippines – August 14, 2015
2. Status Quo is Latin for
“The mess we are in!”
– Ronald Reagan
“Courage is simply doing whatever is
needed in pursuit of the vision”
– Peter M. Senge
(The Fifth Discipline: The Art & Practice of The Learning Organization)
Don’t rush!
step by step!
4. “You can never
solve a problem
on the level at
which it was
created”
– Albert Einstein
transforming society & economy
innovating beyond GDP!
5. from thinking OUTSIDE the box to …
… think, lead & act WITHOUT the box!
Ignore the box
• apply lateral thinking techniques
• rethink situations as opportunities
• Connect the dots between creativity and innovation
• Walk the positive road – Learn to dream (Ai)
• Generate innovative opportunities aligned with your needs
Unlearn!
Relearn!
7. 5P's of thriveable sustainability
People – Planet – Progress – Purpose – Passion
from shareholder to stakeholder economics
from growth to PROGRESS!
An econological responsible and sustainable
approach to life, environment & humanity!
8. Whole Systems Transformation is a journey
systemic change is required at
all levels of our society
spiritual connected: connection between self & self
social connected: connection between self & others
ecological connected: connection between self & nature
~ by Otto Scharmer - Theory U and Presencing & @econologics
from silo-mentality to collective creativity
the “ego-2-eco” shift
9. Building the NEW! Cultivate change! Do it with PASSION!
When we ask provocative questions
we can change our lens and change lives
Creating an agile culture fosters
forward thinking innovation
"We live in the world our questions create!“
– David Cooperider (Appreciative inquiry – Ai)
AGILITY
liveliness & suppleness
alertness & quickness
your most important strategy
11. find strength in the uniqueness
of your purpose, your gifts & your passions
PASSIONS create future!
cultivating change! do it with PASSION!
12. corporate culture drives radical innovation, more
than labor, capital, government or national culture
adaptability
most critical pillar of successful organizations
Adaptive cultures encourage
• Risk-taking
• Willingness to experiment
• Innovation
• Personal initiative
• Fast decision-making & execution
• Ability to spot unique opportunities
R&D by Charles O’Reilly ,Gerard J. Tellis, Jaideep C. Prabhu and Rajesh K. Chandy
studying innovation among 759 companies based in 17 major markets
culture/DNA as driver
“clash of social contracts”
13. Less emphasis on being careful, predictable,
avoiding conflict and making your numbers.
Break rules & dream vs. Excel at your job
Open doors & listen vs. Be loyal to your team
Trust & be trusted vs. Work with those you can depend on
Experiment together vs. Do the job right the first time
Err, fail & persist vs. Strive for perfection
Pay it forward vs. Return favours
Dr. Ralph-Christian Ohr
adaptive innovation culture
intersection of organizational and human
innovation capacities
AGILE ADAPTIVE RESPONSIVE
14. Incremental innovation? Disruptive innovation?
Product innovation? Process innovation?
Just a secret code for "cost cutting“?
Clarify & communicate with passion to the workforce
What specific domains? What specific challenges can people
get their arms around and actually focus on?
1. Name the beast
2. Set the expectation
3. Define innovation
4. Frame the challenges
“A problem well-defined, is a problem half solved!”
– Charles F. Kettering
ways to jump start & foster
culture of innovation
"innovation" What is your definition?
How do you want people thinking about it?
15. • Horizon 1: ideas
• Horizon 2: ideas about new products & services for
existing & adjacent markets
• Horizon 3: ideas about brand new markets and brand
new capabilities
innovation rarely happens without
commitment of Senior Managers
innovation requires change so without their buy-in, that
change won’t happen – they have to remain engaged
ensure that a program of innovation challenges
identifies challenges that relate to all three horizons
3 innovation horizons
innovation schemes
who actually contributes?
16. What sets the real innovators apart from the competition
• Open up the organization to chaos
For innovation to thrive there has to be structure
• Innovation is NOT an event, NOT a ‘task’
• An organizations ability to capitalize on opportunities
many want what innovation delivers
but aren’t prepared to do what it takes!
• Cultural trade-offs to drive innovative performance:
• openness to mistakes vs. zero tolerance
• conformity vs. challenge
• innovation vs. control
• risk seeking vs. risk avoiding
• independence vs. involvement
innovation: prepare to change
it’s a movement, it’s cultural, it’s an
embedded part of an organizations’ DNA
17. tend to be one-of-a-kind in their organization
it's therefore critical for these folks to look outside
their companies for advice and mentorship
Some take-aways:
• avoid the innovation title
• use the buddy system
• set the metrics in advance
• aim for quick hits first
• get data to back up your gut
Intrapreneurship Conference, London, UK – April 2015
managing change
innovation champions & change agents
18. • don’t expect magic from using innovation tools
• there is no golden bullet to make innovation happen
• if nobody gets mad at you, you’re not innovating
• too much focus on incremental improvements, safe ideas
Why?
projects may start with ambitious targets
corporate dust creeps in and decreases
its commercial viability in the long run
• show real commitment
• expect your most innovative employees to
become your future competitors
• remove red tape as much as possible for
your intrapreneurs
without change of mindset
real magic cannot be expected!
19. TOP-DOWN: “culture-enhancing role”
BOTTOM-UP: Ideas can come from anywhere, anytime
Tap into the collective brainpower
OUTSIDE-IN: The fruits of the effort yield results
Valued by your customers
INSIDE-OUT: Find a way to unleash passion, inspiration
and fascination in the workforce
innovation culture: 4 currents
four forces interacting with each other
organizations don't innovate!
people do!
20. Outside-in assumes that re-engineering systems or
processes is the way to go. Crank up the rewards, have more
brainstorming sessions, increase cross-functional collaboration,
buy idea management software …
Inside-out is slower and not always understandable
as it focuses on individual change rather then
organizational change working on the premise that an
organization is nothing more than a bunch of individuals
each person commits
“Be the change you want to see in the world!”
– Mahatma Ghandi
innovation culture: inside-out
it's about collaborative mindset
Do you bring the inside out?
21. Look past organizational concoctions by the human species
Nature provides alternatives: cross-pollinated connections
for multiple non-hierarchical entry & exit points
Imagine:
• community resources extend beyond
its borders: physically and socially
• organizations which unite their
participants by cause or ‘solutions’
• desire to voluntarily make an impact
• sharing as the norm, not the exception
• the only concern was people
Human mind is adaptable to situations and needs
both in itself and for others. Let’s take advantage of it!
silos empathy and shared experiences
innovation culture: inside-out
goal: breaking down silos ‘making things happen’
22. The further away one gets from the executive team,
the status quo gets more powerful.
Leaders need wave makers throughout the business
not just at the most senior levels.
They are the ones, regardless of title or experience:
asking: “What can I do?”
inquire: “How can I help?”
or consider: “what if?”
A "wave" is any change that begins with a person's decision.
Waves start with one person's spotting a need or opportunity
and deciding to initiate a change.
Wave makers bring value by achieving results in doing
1. Sparking innovation
2. Driving up performance
3. Accelerating professional development
4. Shaking up the status quo
leaders need wave makers
leaders can’t possibly know everything
23. Intrapreneurial-minded think & act like entrepreneurs,
but their ideas and approach help companies to prosper &
sustain healthy growth
Fostering intrapreneurship within an organization can
help bring it to new levels of success and innovation
While many posses intrapreneurial capacities,
not everyone knows how to harness them
leaders need to cultivate, hone-in and strategically unleash it.
key to cultivating intrapreneurship is transparency:
foster a healthy environment
where intrapreneurs flourish
entrepreneurs & intrapreneurs
millennials bring strong entrepreneurial
spirit, influenced by great innovators
within an organization
entrepreneurs = intrapreneurs
24. • Loyal to the company
• Wearing an exoskeleton – endless competencies & resources
• Strong network within and outside the organization
• They are agile, they connect people and ideas together
• Work on multiple projects
• Come up with “without-the-box” ideas
Drivers or motivations to pursue their ideas
• Convinced to succeed
• Adapt, learn from mistakes
• Don’t work on their own
• Start from the customer’s viewpoint
“achievement-motivated”
rather than
“power-motivated”
intrapreneurs & managers
key characteristics of intrapreneurs
25. Foster intrapreneurship through:
• Keep an open line of communication
• Support disruptive innovation with clear authority
• Manage and foster an innovative culture
• Celebrate successes and failures
in a culture of innovation, celebrate!
create lines of authority without force, but respect
and mutual agree
eager intrapreneurs follow authority when
experienced as positive contributor – not roadblock
Mutual lines of respect, based on individual's personality,
can be cultivated through open communication, providing
support and stepping aside when appropriate.
inspire innovators to
step up with transparency!
26. customer-focused strategy shifts the goal toward meeting
the needs of the customers, away from pushing product.
shareholder firm: push products
sustainable firm: pull customers
Values “creative empathy” for being of service to others
Sustainable business as transformation of
management, organization, economics, science & morality
Key is an understanding that the natural capital upon
which our society and prosperity are built is finite, and
that we need to use it more wisely, share it more fairly.
Only then can we truly talk about sustainable development
marketing & sales: push vs pull
from shareholder to stakeholder firm
27. we are a collaborative species
There‘s nothing new about cooperation,
collaboration and community.
changing markets & consumption
30. and require new leadership
create long-term value for their companies and the world they inhabit
Unilever's Paul Polman: CEOs Can't Be 'Slaves' To Shareholders
enterprise models change
31. In most large organizations a focus on functional
performance has created walls that compartmentalize
roles and responsibilities.
“To redesign the holistic work environment to
accelerate organizational learning, organizations
must shift towards a different rationale scalable
learning rather than scalable efficiency and the
Chief Learning Officer is best positioned to lead”
– John Hagel, John Seely Brown
Deloitte - Center for the Edge
work environment redesign
Chief Learning Officers
will be the new leaders of organizations
32. The role of human capital management will change more in
the next 5 years than it has in the past 30.
Technology advance & changing business needs will
impact on HR in profound ways, but more so through
the generation switch
We need a modern approach to
human capital management!
human capital management
HRD transformation ‘killing a mockingbird”
“You never really understand a person until you
consider things from his point of view – until you
climb into his skin and walk around in it.”
– Atticus Finch ‘To Kill a Mockingbird’
33. • CHRO - key player in enterprise strategy
• HR departments adapt & facilitate younger workers to
stick to the rules – better: facilitate changing the rules
• Individuals & teams need to increasingly work together
to achieve expected results
• New models for performance evaluation, compensation
and time off to foster collaboration & innovation
• Recruits expect the ability to interact with a company
and its HR functions through social media
• Access HR systems and services 24/7 from anywhere
• Growth in the scope of shared HR services.
• HR as integral part of the business to ensure the
company reaches its goals, and co-designs the platform
for jobs that makes sense for both people and company.
human capital management
Chief HR Officer (CHRO) roles &
HRD functions/support
34. 5 ways talent management must change
Don’t recruit:
initiate relationships and engage the best talent
Don’t train:
create work-learning environments
Don’t manage:
collaborate
Don’t retain:
evolve lasting relationships
Don’t do annual reviews:
improve performance real-time
Don Tapscott, CEO Tapscott Group
human capital management
35. Are we still functioning in a Human Resources silo?
1. Broaden our vision: partner with other functional groups
such as Marketing, Facilities, Real Estate, Communications
and Sustainability to create as memorable an employee
experience as creating a customer experience
2. Use the customer experience tools: ongoing research into
needs and perceptions, design thinking and a marketing
mindset to re-invent the Human Resource function
3. Create and embrace an iterative development model so
new HR services are co-created with employees in much
the same way new products are co-created by our company’s
most passionate consumers.
3 questions to ask yourself and your team
human capital management
“Culture is to employees what
branding is to consumers!”
– Damian Madras
37. The Millennial Generation, comprised of those people born
between 1982 and 2004 (average age 25) lies at the heart
of this shift.
Many organizational leaders and human resource
managers complain that Millennials are hard to manage.
This generation has grown up in the disruptive world
of the internet, where people’s influence is
based on contribution and reputation, not position.
Why would they want to put up with anything
other than self-management in the workplace?
challenging and reinventing notions of trust
in organisations, products & services
the generations shift
38. Gen.Y values authenticity, transparency & access to power
Millennials want employers to provide a sense of purpose
The need to cater to Millennial values will only increase
for employers as Gen.Y matures.
Millennials are expected to comprise 75% of the global workforce by 2025.
“We’re only going to get stronger,”
develop your leaders
transform your organization
build engagement by connecting people to purpose at work
sustain team engagement
create dialogue
encourage storytelling
gamification
connecting people to purpose
millennials want 1 thing: PURPOSE
39. Technology is a tool, people are your most important resource.
Honing in on the critical purpose that
• unites your people,
• serves your community,
• will help you build a growing, thriving, resilient culture
• empowers, enables & actualizes human passion & potential
“This is the art of giving the stage to others,
either people who report to you or those who don’t but
are highly connected, have high influence and
touch upon vast networks.
It’s not a management trick to pretend that one gives
space to others, but only pretending; in reality it’s just false.”
– Leandro Herrero (Backstage Leadership Architect of organizations)
purpose = profit/growth
the art of giving the stage to others
the only way forward!
40. from CHRO to CEEO
Chief Employee Experience Officer (Airbnb)
Like engagement experience with our customers,
apply same philosophy of creating experiences to
keep employees engaged, inspired and happy.
Airbnb has moved from open space floor plan to a
‘belong anywhere working environment’
Create the sense of belonging
• Employees can either work alone or congregate
with the folks they are working with
• Using workplace environments for education, internal
communications, as well as employee events,
celebration, recognition, appreciation, space and food, …
all while ensuring Airbnb core values are
communicated and instilled in the process.
41. Talent development:
• Create & foster employee-
centric experience to develop
& engage employees
• Co-creating talent development
opportunities with employees
• Crowd-source the skills and
knowledge they need, for them
to be successful, rather than
launching fully formed
new learning initiative
Transparency: the new currency of leadership
Employees freely share why Airbnb is a great place to work.
Airbnb creates something that touches people:
experience memories, relationships, …
Who else does this?
workplace as an experience
aspirational experience (Airbnb)
42. Shift to Holacracy to free up staff autonomy & creativity
• +10 per cent of staff no longer has managers
• no job titles, no managers, no hierarchy
• get rid of managers and free their staff’s creativity
• pays new hires $3,000 to leave after trial, but no fit
Guess what! Everyone wants to stick at Zappos!
Why? Because of the experience!
Zappos is not just doing good, it’s doing great.
“Having one foot in one world while having the
other foot in the other world has slowed down
our transformation towards self-management
and self-organization.” – Tony Hsieh, CEO - Zappos
Who else does this?
workplace as an experience
“holacracy” (‘Zappos Says Goodbye To Bosses’)
43. the ladder is no longer there
“A Chief is someone who will inspire us
to be what we know we could be!”
– Ralph Waldo Emerson
44. Developing only deep expertise in one skill set
in order to sequentially climb each rung of the
career ladder to get to the top is an anachronism.
Many organizations and employees are still in the dark, believing
that supporting this strategy leads to the greatest probability of
career and company success.
This handicaps - if not completely - derails them both.
• Create a broader set of relationships.
• Develop unconventional skill sets.
• Embrace constant and never-ending learning
– Peter Guber
CEO of Mandalay Entertainment Group and
Owner of the Golden State Warriors and Los Angeles Dodgers.
landscape of the future
why the career ladder no longer matters
45. insight: knows self and has emotional balance
empathy: open to and concerned for others
integration: recognizes interconnectedness with world
Through mindfulness training, developing our ability to notice with
awareness, emotions & sensations whatever arises in the present
MWE - merging the individual ‘ME’ with the collective ‘WE’
We don’t suppress the ‘me’ in favour of the ‘we’
nor do ‘we’ let the ‘me’ dominate the ‘we’
“Integration made visible with kindness and compassion”
– Dr Dan Siegel at Wisdom2.0 Asia
leadership change
insight – empathy - integration
46. “Good leaders can become
revolutionary when they take
charge of their own narratives.
The moment we deny a difficult
experience, it owns us. If we are
brave enough, often enough, we are going to fall!
Rising Strong is about what it takes to get back up
and keep being courageous with our lives!”
– Brené Brown
WALLOW IN YOUR FAILURE – Embrace what went wrong
empathy & epiphany
the messy middle part of the story
is where leaders are born
47. We long for autonomy, mastery & purpose
We want to develop personally & professionally
We long to belong to a team of trusted co-workers
We want to contribute to a great cause
We want to decide how we do our jobs today
… because we are professionals who can be trusted.
Organizations are not ready
to host authentic individuals
scarcity rules the pyramid
vs.
courage and abundance
authenticity has great appeal
trust is priceless
vulnerability & authenticity
magic mix of individual freedom & collaboration
48. “If leaders allow themselves to be learners, they are authentic,
making everyone smarter. If no one gets laughed at, anything is
possible. Even if authenticity is awkward sometimes:
at least you get to know the other better. That builds trust!
Trust builds energy, ideas, abundance, possibilities, …
It may feel vulnerable, silly, or inappropriate.
Your ego might want to stop you for fear of losing face.
The pressure to adjust is high, both from the group and your ego.
So, dare you? If you are brave, magic may happen!
Believe in authenticity because it breeds trust!
Authenticity & trust lead to abundance eventually!
An abundant flow of information and energy to begin
with - leading to abundant performance & outcomes”
– Marcella Bremer
DARE TO BE AUTHENTIC – co-founder of Leadership & Change Magazine and OCAI
vulnerability & authenticity
when you are vulnerable
others may take advantage!
49. Successful leadership and trust go hand in hand.
Unless you have the trust of your team and those around you,
your leadership is likely to stutter and fail.
• Recognise the issues & risks
• Reflect objectively on dynamics of the situation
• Notice your own position within the situation
• Weigh up your options & make a clear decisions
trust & leadership
building and protecting trust
50. from hierarchy to lattice
Say “no more hierarchy”
everybody gets the wrong idea
“The greatest danger in times of turbulence is not
the turbulence. It is to act with yesterday’s logic!”
– Peter Drucker
52. more companies look at alternative
structures & why you should too
Agile or responsive/adaptive organizations are built to learn
and respond rapidly through the open flow of information;
encouraging experimentation and learning on rapid cycles;
organizing as a network of employees, customers & partners
motivated by shared purpose
designed to thrive in less predictable environments
by balancing the following tensions:
More predictable <> Less predictable
profit <> purpose
hierarchies <> networks
controlling <> empowering
planning <> experimentation
privacy <> transparency
from hierarchy to lattice
53. welcome to the leading edge of lattice
CXO’s should experiment with
‘next stage’ organizations
“Begin experimenting with new forms of non-
hierarchical leadership and the flowering and
contribution and wholeness of everyone
involved throughout your organization.”
– Lynne Sedgmore CBE
“Imagine what organizations would be like if we
stopped designing them like soulless, chunky
machines. What could organizations achieve and
what would work feel like, if we treated them like
living beings, if we let them be fuelled by the
evolutionary power of life itself!”
– Ernst Bechinie, PhD, MCC
54. building movements, not organizations
Latteral organizations
• If a movement is successful, things change for everyone
• Movements seek sweeping change
• Leadership emerges from within
• Supported from the inside-out
– then in concentric circles rippling outward
• Adopt structures and systems that mirror how
societies progress toward
people living well together
“Creating a healthy humane world will require
more than new organizational designs. It will take
rethinking the nature of organizations entirely.”
– Hildy Gottlieb Co-Founder, Creating the Future
-based on social change arena continually experimenting with new
organizational forms to further the movement of Paul Hawken
55. We’ve grown up believing that there are only 2 choices:
You can have hierarchy or, you can have a playground, a
free-for-all, where everybody just do what they want.
A third way beyond hierarchy or free-for-all:
Take out the hierarchy of people and power
What is Holacracy?
• Holacracy doesn’t work with a pyramid and business units, but with
“circles.” There are no more managers and no more job titles.
Instead, people fill “roles” and the tasks formerly done by managers
are filled by a number of different people.
• Power is distributed throughout the organization in such a way that
you don’t have a superior who can invalidate your decision.
• Most importantly, the system constantly self-adjusts. Whenever
someone feels that some responsibilities need to be created or
shifted, a very efficient process exists to do so.
• It all relies on collective intelligence mechanisms—no one can
overrule others simply because he shouts louder or she plays
politics better.
– Brian Robertson Holacracy “organizational operating system”
holacracy
busting the monopoly of the pyramid
56. 1. Present proposal
The proposer states his proposal and the issue this proposal is attempting to resolve.
2. Clarifying questions
Anybody can ask clarifying questions to seek information or understanding. This point is not yet
the moment for reactions, and the facilitator will interrupt any question that is cloaking a reaction
to the proposal.
3. Reaction round
Each person is given space to react to the proposal. Discussions and responses are not allowed at
this stage.
4. Amend and clarify
The proposer can clarify the intent of his proposal further or amend it based on the prior
discussion.
5. Objection round
The facilitator asks, “Do you see any reasons why adopting this proposal would cause harm or
move us backwards?” There are strict criteria for an objection to be valid, to avoid the problem
that plagues consensus: that one person can block the group for no good reason.
6. Integration
If an objection is raised, the facilitator leads an open discussion to craft an amended proposal that
would avoid the objection while still addressing the proposer’s concern. If several objections are
raised, they are addressed in this way one at a time, until all are removed.
holacracy – building a new OS
main steps of the process
57. Millennials or Gen.Y “get” self-management instinctively!
– Gary Hamel, Matters Now
notes on holacracy experience:
•
· No one can kill a good idea
· Everyone can pitch in
· Anyone can lead
· No one can dictate
· You get to choose your cause
· You can easily build on top of what others have done
· You don’t have to put up with bullies and tyrants
· Agitators don’t get marginalized
· Excellence usually wins (and mediocrity doesn’t)
· Passion-killing policies get reversed
· Great contributions get recognized and celebrated
experience holacracy
young people get it instinctively
59. From GREY to BLUE over ORANGE, GREEN towards TEAL
Our current worldview
limits the way we think
about organizations?
Can we invent a more
powerful, more soulful,
more meaningful
way to work together?
if only we change our belief system
lateral (TEAL circles) organizations
emergence of a new organizational model
60. future of management is TEAL
evolution in human collaboration
from change management
to change facilitation
using new approaches:
5P’s, Ai & WST
61. Like previous leaps to new
stages in management, the
new model comes with a
number of breakthroughs:
• self-management
• wholeness
• evolutionary purpose
– Frederic Laloux, Reinventing Organizations
are we ready for self-management
lattice teams & organizations
TEAL Extended Enterprise Circles
future of management is TEAL
“Organizations are moving forward along an evolutionary
spectrum, toward self-management, wholeness, and
a deeper sense of purpose.”
– George Pór (Enlivening Edge)
63. People in organizations feel disempowered, disengaged
Powerful CEOs & top managers are tired and exhausted,
caught in a rat race, in a system that forces them to play
politics, to keep their guard up all the time.
Companies going “teal”
Put all business school management & classic organization
practices on the site and go a step further then
empowering culture-driven organizations
reinventing vibrant, powerful & soulful organizations
“People from all ranks sense but hide the real
pains, that something is broken in the way we
run organizations.
We need to create a whole ecosystem of support
for organizations going Teal”
– Frederic Laloux, Reinventing Organizations
planting the seeds of new possibilities, inspired on the next stage of human consciousness
reinventing organizations
redesign the holistic work environment
64. How self-management, wholeness & evolutionary purpose
make sense?
How it must be more powerful than what we have now?
• how you make decisions
• how you recruit people
• how you evaluate people
• how you compensate people
• how you make budgets
• how you make targets
• how you make strategies
•
reinventing organizations
This would be amazing!
but we could never do this because …
Welcome to the leading edge of lattice!
organizational model consistent with
the form of consciousness
66. going TEAL + Ai + 5P’s
in co-creative eco-systems
purpose of life & consciousness
• Life as a journey of unfolding goals and routes
instead of pre-planned
• Internal yardsticks to grow into true nature
work toward your calling
• A life well-lived breeds success, profit etc…
not vice versa
• Focus on strengths, not on “what‘s wrong”
• No mistakes, only opportunities to learn from
• Wisdom beyond rationality, focus on results
• Think, lead & act using “both/and” not “either/or”
• Integrating mind-body-soul
• Be true to yourself – start with your own purpose
• Striving for wholeness with self, others, life, nature
individual & collective purpose
67. companies & teams
supply chains & extended enterprise
introduction on the future paradigm
how organizations and entire industries can evolve towards
innovative Green, Teal work-relationships
& consciousness 2.0
Why teal organizations are so successful
Liberating previously unavailable energies, through
• Purpose
• Distribution of power
• Learning
• Use of talent
Less energy wasted
• in propping up the ego
• in compliance
• in meetings
Harnessing and directing energy with more clarity and wisdom, through:
• Better sensing
• Better decision-making
• More decision-making
• Evolutionary purpose
(evolutionary) TEAL circles
68. facilitators & coaches (just to name a few)
TEAL support
for entrepreneurs &
start-ups in the
creativity sector
for intrapreneurs, corporate
teams and CXO-level , institutions
+ extended enterprise
Teal for Teal - TEAL for start-ups - Enlivening Edge - Change Factory - Beyond TEAL
69. planning the future
Prototyping allows you to experiment,
evaluate, learn, refine and adapt.
how to eat the
transformation elephant?
70. “… the ground beneath us is shifting at an
accelerating rate. The implications for strategy
are profound!”
– John Hagel Deloitte - Center for the Edge
“The truly creative changes and the big shifts
occur right at the edge of chaos. Creativity is
not an option, it’s an absolute necessity!”
– Sir Ken Robinson
it’s imperative to bring creativity to learning!
enabling us to be innovative!
building the NEW! cultivate change!
do it with PASSION or not at all!
71. "Evolving our consciousness is not something we do only for
ourselves - it is something we also do for others... for all
others, and for the earth. Because we open up and let our
body and mind feel the ties with others and with nature, we
change ourselves, and change others around us…
When many people open up, a powerful force develops
– a leap of consciousness takes place..."
- Ervin Laszlo
New Consciousness for a New World! clubofbudapest.org
Q&A
72. “The future is already here!
It’s just not very evenly distributed.”
– William Gibson
“If your actions inspire others to
dream more, learn more, do more
become more you are a leader!”
– John Quincy Adams
amaze – attract – advance
inspirepeople●harmonizeplanet●balanceprogress
Makingcommunities&businesshumanagain!
Promoteentrepreneurship, intrapreneurship, SMEs&cooperative communities!
73. @econologics – @knowledgEnabler
knowledgEvolution
INCISIVE Knowledge Converged
Realizing sustainable balance in our social & Economic circle of life!
ENGAGE DYNAMIC CAPACITY - Inspire Innovation! Embrace Change!
Sustainability, resilience, thrivability & econologics coaching – AI, OD, WST, TEAL
Inspire peoplein harmony with theplanet for balanced progresstowards
building communities that THRIVE!
We change the way we LIVE! We change the way of LIFE!
Inspire one– 1x
= X1 – Motivate many!