Strategic Planning

peekingfear_000014658459November 8, 2016, is election day in the United States. This has been the most contentious, drawn-out, and, yes, tedious election in my memory. Everyone I know is glad it is about to be over. No matter what your politics or political values, I am positive that like me you are relieved we’ve finally reached the end of this unpleasant journey.

One inevitable result of this year’s electoral dysfunction (deliberate pun) has been rampant uncertainty about the future. And one of the best indicators of uncertainty is the stock market. The U.S. markets have been unsteady and volatile throughout the year, and foreign markets have generally followed suit. [click to continue…]

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For the last several weeks I’ve been making the case that you can improve the quality and productivity of your meetings with relatively little effort. Rethink the basics, offer a simple training workshop, and improve the way you measure the cost and quality of your meetings.

All well and good – but I’ve just realized that I’ve been thinking mostly about the “regular” meetings that happen in every organization and every business unit on a daily basis – the 20 million-plus meetings that take place every day in the United States.

That’s a lot of meetings, and a lot of organizational time and money.

But the meetings that really matter are those infrequent occasions when leadership teams actively explore their organizational future and chart new courses for their business. [click to continue…]

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Sigmoid1Last week (“Ignore the Sigmoid Curve as Your Peril”) I described the Sigmoid curve, also known as the technology assimilation curve and the “S-curve.”

It depicts the way many new technologies, new products, and new ideas grow in the marketplace; they begin slowly, and then if successful reach what Malcolm Gladwell dubbed the Tipping Point, followed by rapid, almost out-of-control growth. Inevitably, however, even the most successful products/ideas eventually experience slowing growth, which is often followed by decline as even newer technologies and products begin their own new growth curves: [click to continue…]

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We live in uncertain, unpredictable times.

That may be one of the least controversial and most widely accepted statements I’ve ever made.

The world in 2016 is filled with “VUCA” – Variety, Uncertainty, Complexity, and Ambiguity. We face “wicked problems” every day.

However, as chaotic and dynamic as 2016 seems, this is hardly the first time the world has seemed out of control. In fact, that familiar phrase, “The future isn’t what it used to be” (meaning, the future won’t be like the past), was first used by the French poet and philosopher Paul Valery in 1937.

Indeed, for most of the last several hundred years the future has usually seemed unpredictable, if not uncontrollable. Ever since the Industrial Revolution we have experienced never-ending technological change, although clearly the rate of change has been accelerating at an incredible rate of its own. [click to continue…]

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I’m very pleased that Diane Coles Levine, MCR, a member of the board of directors at IFMA, has just published an interview (really an extended conversation) with me about my most recent book, Making Meetings Matter: How Smart Leaders Orchestrate Powerful Conversations in the Digital Age.

The interview appeared in FMLink, where Diane is a regular columnist. Here’s the link to the article/interview:

Driving Impactful Workplace Strategy Conversations

Thanks Diane!


Are you ready to make all your meetings both productive and popular? Need to design a powerful conversation with your executive team? Call me today at +1 510.558.1434 to schedule a free 20-minute conversation about your meeting leadership challenges. Upgrading your organization’s meeting design and leadership practices is a simple process that can pay huge dividends in productivity, employee engagement, and organizational effectiveness. 


 

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I ended last week immersed in an intensive two-day extended conversation with about 65 really smart workplace designers, real estate executives, facility management professionals, architects, consultants, and HR/leadership experts.

I was a participant, a presenter, and a co-designer of the first innovation workshop that brought together the Workplace Evolutionaries (WE) and the Real Estate and Advisory Leadership (REAL) communities within IFMA (the International Facilities Management Association). The workshop was hosted by Nike at its Tiger Woods Conference Center in Beaverton, Oregon.

There is no simple way to summarize the many presentations, conversations, and working sessions that engaged and excited all of us. [click to continue…]

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FutureShock

(image from Amazon.com)

The recent passing of Alvin Toffler has led me to reflect more than usual on the challenge we still face of overcoming – or at least surviving – “Future Shock.”

Toffler defined Future Shock (way back in 1970) as the “dizzying disorientation brought on by the premature arrival of the future.” As Farhad Manjoo commented in the New York Times on July 6:

…‘unless intelligent steps are taken to combat it,’ [Toffler] warned, “millions of human beings will find themselves increasingly disoriented, progressively incompetent to deal rationally with their environments.”

How’s that for an accurate forecast? Considering that Toffler issued that warning close to 50 years ago, it was uncannily prescient.

Manjoo goes on to comment in his excellent thought piece (“Why We Need to Pick Up Alvin Toffler’s Torch”) that it is both ironic and tragic that “futurism” has gone out of style. Now, when the pace of change is accelerating faster than ever, and the potential sources of disruption are ever more numerous, is exactly when we need to think constructively about where we’re headed. [click to continue…]

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Telescope_to_RightHow many times have you completed a strategic planning exercise, or a visioning effort, with high energy, high hopes, and exuberant optimism that the effort will finally – finally! – produce meaningful change, only to see everything evaporate in the face of organizational resistance and/or apathy?

Achieving lasting and meaningful change in large organizations often feels impossible. It’s like Sisyphus rolling that boulder up the mountain, only to see it cascading back down to the valley, and having to start pushing it uphill all over again – and again, and again.

If that’s your experience, considering organizing a Future Search Conference. It’s one of the best ways I know for getting that boulder to stay at the top of the mountain.

The approach was invented/developed by Marvin Weisbord and several colleagues in the early 1990’s. It is documented, with plenty of tips and techniques along with several very compelling case examples, in Future Search: Getting the Whole System in the Room for Vision, Commitment, and Action, by Weisbord and Sandra Janoff. [click to continue…]

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toffler-smI was deeply saddened to learn of Alvin Toffler’s passing earlier this week. He was not only a brilliant futurist, but a decent and caring human being. He and his wife and business partner Heidi Toffler essentially invented futurism, and they had a major impact on my own life and career.

I won’t attempt to write a full history of Toffler’s contributions to our world; that has already been done, and done far more eloquently than anything I could say. See this from the New York Times:

Alvin Toffler, author of Future Shock, dies at 87

And this online note from his colleagues at Toffler Associates is also worth reading:

The Toffler Legacy

I still remember the first time I saw Future Shock in a bookstore (it was in 1971, though I have no idea where). If I recall correctly, it was the first mass market paperback ever published with multiple alternative covers (green, blue, and red) – a perfect demonstration of the “mass customization” of products that the Tofflers wrote about in that seminal book about global cultural change. [click to continue…]

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conversations1

“Creating a positive future begins in human conversation. The simplest and most powerful investment any member of a community or an organization may make in renewal is to begin talking with other people as though the answers mattered.” – William Greider

For the past six years I have hosted a monthly “open mike” conversation focused on the forces that are driving the future of work. It’s called Talking About Tomorrow.

Over the past twelve months, 25 talented individuals have engaged in a one-hour group “mind meld” on the second Thursday of each month, sharing their insights about how the nature of work is changing and what the future might look like. It’s a powerful way to expand your “peripheral vision” and prepare for the future.

For the next two weeks I am opening the program to new members.

Please consider joining. For a small annual fee, you can become an integral part of a diverse group of very smart people and engage with your peers in a far-reaching, extended conversation about the future of work. [click to continue…]

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