INNOVATION AF LEDELSE - SÅ MEDARBEJDERE KAN EKSPANDERE UDVIKLING
FUTURIZE & HUMANIZE THE EVEREST WAY PORTEFOLIO ARE EASILY OPERATED MENTAL STRATEGIES FOR ORGANIZATIONS, LEADERS AND MANAGERS TO INNOVATE 2 WIN IN THE COMPLEX TRANSFORMATIONS IN I4.0. INNOVATING AND PURSUING A MISSION FOR AN ENVISIONED FUTURE IN I4.0 IS A HIGH-RISK INVESTMENT WITH NO GUARANTEES OF SUCCESS.
Gallup has studied performance in hundreds of organizations and measured the engagement of 27 million employees and more than 2.5 million work units over the past two decades. Managers account for at least 70% of variance in employee engagement scores across business units, Gallup estimates. This variation is in turn responsible for severely low worldwide employee engagement. Harvard Business Review studies find that particularly senior executives display an unwillingness to think rigorously about innovating their world perspectives and their ideas of how organizations are managed and transformed. Which poses an inbuilt risk for hampering employee commitment to utilize the infinite, risk demanding opportunities of the 4th Industrial Revolution. Worse, over the past 12 years, these low numbers have barely budged, meaning that the vast majority of employees worldwide are failing to develop and contribute at work.
INNOVATION AF LEDELSE
FOR HUMANKIND TO BENEFIT FROM THE LIMITLESS OPPORTUNITIES IN I4.0 – WE MUST INNOVATE OUR BELIEFS IN WHAT IS POSSIBLE – MOBILIZE MISSIONS FOR A DESIRABLE FUTURE – THEN WE MUST RISK – VENTURING INTO THE UNKNOWN – TO ACHIEVE WHATS NEVER BEEN ACCOMPLISHED BEFORE. THE HUMAN BRAIN CAN BE OUR GPS TO THE FUTURE WE STRIVE TOWARDS.
TO KEEP IT SIMPLE I CALL IT – FUTURIZE – THE EVEREST WAY
INNOVATION AF LEDELSE
Gallup reported in two large-scale studies that only 30% of U.S. employees are engaged at work, and a staggeringly low 13% worldwide are engaged. Worse, over the past 12 years, these low numbers have barely budged, meaning that the vast majority of employees worldwide are failing to develop and contribute at work.
Harvard Business Review studies find that particularly senior executives display an unwillingness to think rigorously and patiently about innovating their world perspectives and their ideas of how business is run. Which poses an inbuilt risk for truly utilizing the infinite, unknown, risk demanding opportunities of the 4 Industrial Revolution.
Leading an organization into the future – executives are confronted with basic challenges and choices
1. Pioneering for the Future. Innovating a bold mission statement and committing to ambitious growth in uncharted territory. Risk launching into the unknown of reinventing the organization through mission and profound core ideology. Leaders at all levels need to mobilize the transformation process within their minds to be capable of projecting the company into the future – throwing everyone into the unfamiliar territory of innovating, transformation and reinvention. The waypoints as well as the outcomes are per definition uncertain and advancing in I4.0 entails enduring risk willingness and adaptability to unforeseen challenges. Combined with a willingness to constantly learn from the future as it happens as digitization forces us to implement new technology almost on a daily basis. We need to Innovate ourselves to become extremely flexible to progress into the future.
2. Unconsciously clinging to Status Quo. All human beings have a habitual way of dealing with reality. A stifling matrix that used to work in the contexts we are accustomed to that provided a certain measure of safety, feeling that we were in control of our existence.
But innovationrisk to adapt to the demands of I4.0 and human innovation craves a serious inquiry into how our mindset and core values influence our visions and strategies for influencing business and life.
INNOVATION AF LEDELSE
Especially leaders who are the upper limit as to how employees are allowed to develop – It is crucial to confront how our deep-rooted habitual way of dealing with reality influence the people we need to create results and transformations.
It is human and very common to hope for the best and opt for a controlled path to change.
Often CEO’s work hard to make their company grow – but unconsciously oppose every expansion, out of deep rooted fears of not being able to manage the novel demands that follows in the wake of major upheavals.
It is common knowledge that often organizational change processes fail to work – due to managers that are over controlling and unconsciously resisting the risk of venturing into the unknown. Especially when it boils down to the fact that THEY MUST change.