THE FUTURE  A Short Guide to Getting There in One Piece

THE FUTURE A Short Guide to Getting There in One Piece

FOURTEEN: Knowing What Works – Then Do That.

Because it didn’t exist, we developed an approach to getting leaders to shift mindset towards the exquisite operation. It’s not easy — it takes patience and trust. Leaders tend to lack access to objectivity and critical thinking. As a result, they spend millions of dollars solving the wrong problems really well.

By bringing objectivity and visual techniques to critical and always complex conversations, strategies are considerably improved. Businesses have bigger challenges now – forecasting the future and creating plans while everything around them changes. Literally, everything is changing exponentially – (politics, technologies, systems).  The effects and opportunities are cumulative and well outside the domains of the current business models.

Leaders are often ill-equipped to figure out and then leverage the mounting dynamics.

What needs to change is the mindset above everything else – or the kind of change we desperately need will not stick. Solutions are only possible through trust – creating safe spaces and stimulating better conversations. Attention spans and capacities are short, so visualising complex concepts are essential to developing the path to better futures.           

Simple — Not

After a few decades stumbling around the topic, some things became clear:

You have to change the way business thinks if you want to change how it works.

If businesses change how they work, they can change how their audiences think.

If audiences think differently, they can be shown more valuable and sustainable ways to consume and we can create more lasting change.

Businesses have the chance to change the world. That’s bloody good news because it’s obvious governments won’t. And this is disgraceful because they could. They have no will. They are not paid to.

I’ve spent a lifetime challenging convention. First, when I was a client and now as an advisor and collaborator. I believe businesses have a critical responsibility to step up.  It’s going to take a step-change in leadership, which means it either won’t happen or at least it won’t happen quickly. Unless we become a ‘we’

FIFTEEN: Remedy the Devil Of Semantics

In my experience creativity has been undervalued for a long time. When compared to finance or management in general it’s not good to be creative – that signals risk and perhaps a degree of frippery.

The word creativity has been kidnapped.., sadly carried out by so-called creative industries. Not to demean the countless highly creative people. As a job-title, creativity runs the risk that being creative is best left to those labelled that way. Creative people are everywhere but creativity isn’t valued anywhere enough.

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About the Author

John CaswellIn 2001 he formed Group Partners in response to the strategic void — a scary hole in how business worked. Strategy is the word he uses to describe plans for change and transformation. He created a global consultancy based in Structured Visual Thinking™ — a collaborative and visual technique for creating strategy and plans. Designed as the antidote to the countess uninspiring and traditional methods for building the right plans for the future.

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