RE:Inventing
Value Creation
‘the Emergent Way’
Dr. Diane
Nijs
Professor Imagineering and Business Design
Director/Owner Attract, Imagineering Company PhD Business Management, RUGroningen
Test : Profile of the Audience
Test : Profile of the Audience
Intellectuals
Test : Profile of the Audience
Intellectuals
Born Leaders
Test : Profile of the Audience
Intellectuals
Born Leaders
S - B - D - R&R
Een andere test
Een andere test
Wie werkt er bij een bedrijf met –
Een andere test
Wie werkt er bij een bedrijf met –
- meer dan
1000
werknemers?
Een andere test
Wie werkt er bij een bedrijf met –
- meer dan
1000
werknemers?
- Meer dan
100
?
Een andere test
Wie werkt er bij een bedrijf met –
- meer dan
1000
werknemers?
- Meer dan
100
?
- Meer dan
10
?
Imagineering
Inventing New Realities Together
by
1. Designing a ‘generative image’ (‘High Concept’ – Narrative mode)
2.
Translating it in all processes as to evoke collective creative
action
RE:Invent
the Future Together
Cities are growing faster than ever
+
Life is becoming faster than ever and more
‘complex’
Less predictable,
More ‘shape-able’
Less predictable,
More ‘shape-able’
Reframing roles,
relationships and
responsibilities.
Less predictable,
More ‘shape-able’
Reframing roles,
relationships and
responsibilities.
More fast, adaptive,
decision making needed
in context,
by many stakeholders
‘A big transition’, a turning point
Jan Rotmans, professor Transition Science , Erasmus U. Rotterdam
We are at a turning point in society. The world turns upside down…
“3 on 5 big existing companies…won’t make it.”
In times of growing complexity, you need to be faster, more flexible and collectively creative.
Taxi’s
Hotels Retail
Media …in every industry, new players are innovating the whole system.
Taxi’s
Hotels Retail
Media …in every industry, new players are innovating the whole system.
Digital isn’t software or technology. It’s a mind-set. It’s about another OPERATING LOGIC..
Nijs - 2015 11
Taxi’s
Hotels Retail
Media …in every industry, new players are innovating the whole system.
Digital isn’t software or technology. It’s a mind-set. It’s about another OPERATING LOGIC..
Public services absorb 20% of GDP, a figure that is still growing.
We have to innovate them too and this is not just about technology, not just about the
Statement – Interactive question on ‘LEADING CHANGE”:
Our Language, our existing metaphorical images, constrain our perception.
Design your language that people start to
see anew …
Make them see how they can ‘act different’ … collectively!
Therefore make it more meaningful,
appealing, more open: Purpose- instead of profit-orientation.
Articulate it in a ‘simple rule-of-the-new-game’ – in the NARRATIVE MODE
(heuristic and holistic property, cutting across silo’s)
And take care that also ‘the-world-out-there’ is informed … can co-evolve with you.
What is in it for Cities?
From origin, cities are places that facilitate interaction.At the moment the institutional view that reduces urban innovation to a repetitive formula (smart city, ‘science park + cultural quarter’….), strategy documents and organograms, is often still dominant. The ‘official future’.
What is needed: finding a way to harness the mass imagination and energy of the people who live in cities and giving them the chance to be the authors of their own lives. Participatory practices are possible and essential.
W
e should take care of this potential … to make it structural and
sustainable.
RE:Invent
the Future Together
‘the EMERGENT WAY’
Complex
Complicated
Complex
Complicated
2011, IBM Wake Up Call Complexity is not only increasing, it is accelerating. Organizations are not equipped toBusiness Logic
Enterprise Logic
We need new mental models. We need to ‘reset’ our brains.
Strat
egy
CENTRALIZED INTELLIGENCE
DISTRIBUTED
INTELLIGENCE
Conventional, linear logic
meets nonlinear phenomena.
Haren (NL), 2012
‘Agile’ in ICT
• 'Agile' betekent letterlijk: behendig, lenig. In de ICT staat het voor
softwareontwikkeling in korte overzichtelijke perioden van vaak niet meer dan een maand, soms zelfs hooguit een week. Deze perioden heten 'iteraties' en zijn als het ware kleine projecten op zich zelf.
• Het ontwikkelteam werkt bij Agile ontwikkeling onderling zeer intensief samen, communiceert persoonlijk met elkaar en veel met andere belanghebbenden in het project. Het team probeert aan het einde van iedere iteratie vrijwel altijd iets
bruikbaars op te leveren. Na iedere iteratie heroverwegen de ontwikkelaars de projectprioriteiten
.
Puzzle ‘Complexity’
A at equal distance from B and G B … A and H H … B and A C … D and I I …. G and L D … A and J J … K and B E … F and K K … A and B F … B and L L … I and J G …F and M M …F and A
Who needs leaders?
About the new role of leaders
They not only help in
understanding reality but they also
create the similarities.
A good (well designed) metaphor can change the world.
F.ex.: sustainable development ; ‘Not-invented-here’ Award Peace Parks a masterclass or an expedition; Experiment: Pensioen of Life-Time-money…
Organizations are not
Metaphors -
Mental Models
Conceptual metaphors structure our reality, and they are fundamentally grounded
in our sensory-motor experience. It are the WINDOWS of our mind.
Twee
complementaire
, wetenschappelijke
lenzen
The good news: Living systems ‘change’ differently: they transform, they start to grow in another direction.
Central Principles
Open system Co-evolution Emergence Fluctuation Self-Ordering Change is a matter of starting to grow in another direction Simple Rules UNPREDICTABLE, UNPROPORTIONALearly warning provided by multiple eyes is important
The behavior of the whole, the behavior of the entire system is not just the sum of all the individual actors, collectively they get a new function. The principal
benefits
are safety, defense against predators,and increased foraging efficiency.
Sometimes, collectives can do a ‘better’ job.
Nijs - 2015
Di
ff
erent logic
Newtonian, linear logic
Non-linear dynamical logic
Rationalist, reductionist, determinstic, clockwork order
Small causes produce small effects
Large causes (initial conditions) have large effects
Predictability, Causality, Linearity Stability, Continuity, Objectivity…
Change is a matter of blueprints, rolling-out, controlling …
Indeterminism, dynamical, changing, non-linear phenomena, discontinuity Small changes in initial coditions can produce massive and unpredictable changes in outcome
Very similar conditions can produce very dissimilar outcomes
Unpredictability, irregularity, diversity, turbulence, irreversible transformation Change is a matter of starting to grow in another direction
2 complementary operating
Conventional Operating Logic
Top-Down Planning and
controlling Complex Operating Logic
EMERGING PROCESSES Becoming better
with every interaction (ex. Amazon)
Bottom-up, ‘seeding’ meaningful
PURPOSE Platform
Reframe your identity
in the narrative mode… BETEKENIS!
Centralized, Conventional Operating Logic
Aspects Complex Operating Logic of
Decentralization
Closed system – Sequential
(chain-logic) Participants Open System – Simultaneous (network-logic) - Becoming SMARTER with every interaction
Profit – Share Holder Value
Or Non-profit ‘Consumption’
PURPOSE Generative Stakeholder V.C ‘Shared Value Creation’ ‘Meaning for Society’ Built to last
Individual company in control
Platform Build to evolve
Enabling the world to build with you
Logico-scientific Mode
Names such as Philips, Unilever, KLM Thinking Mode (Bruner)Poetry Narrative Mode – Names such asBlaBla Car, Facebook, e-Bay, Google…
Hierarchical – Competing People All ‘Makers’ instead of ‘Managers’ Continuous Learning Perfection Product Experimenting fast – Self-Learning Reducing risk – Equilibrium
Solution Thinking and acting Processes
Experimenting fast – Dynamics Evolution Thinking and Acting
Small interventions can emerge… into something big.
https://www.youtube.com/watch?v=_8nTfVthkdw https://www.youtube.com/watch?v=NK-T_t166TY 3.000.000 keer bekeken 15.000.000 keer bekeken …….22.000 medewerkers
die reframen….
Impact* -
Systemic Innovation!
Ander kosten-plaatje: marketing, research, creativity…
Exposure: + 15.000.000 views soon and on the longer term… Proudness employees + stimulating creativity employees
Strengthening strategic choice of ‘Journeys of Inspiration’
Other agents (such as Disney) will start to think: What’s in it for me…
The Dutch ‘as we know them’ are ‘back’ in airline business Please read the comments on this movies on youtube
• KLM-Disney Planes and KLM Lost and Found
• Empower your creatives: Give them control over every stage of idea development;
• Create a peer culture: Encourage people throughout the company to help each other produce their best work;
• Free up communication: Give everyone the freedom to communicate with anyone else without having to ask permission;
• Craft a learning environment: reinforce the fact that everyone is learning all the time and that it is fun to learn together;
• Get more out of post-mortems: Even while most people prefer to talk about what went well instead of talking about what went wrong and even while most
people like to move on after investing intensive time on a
project, it is important to structure post-mortems as to stimulate discussion.
Harvard Business Review, 2004
A CES organisation
• Facilitates emergence
• Encourages self-organisation
• Explores its possibilities
• Facilitates co-evoution
• Understands about degrees of connectivity and interdependence
• Appreciates its distributed intellectual capital
• Fosters a collabrative culture
• Creates variability – large repertoire of responses
• …
• Facilitates the emergence of new order:
• - New ways of working and relating
• - New organisaional froms
• - Generation & sharing of knowledge
Essential principles
for introducing a complexity-based change process
1. Use the butterfly effect
2. Oranize a flow of information and ideas from other organizations – even other sectors
3. Job-rotation
4. Participation workshops
5. Leave behind command and control tendencies 6. Workshops envisioning the future
7. Self-organizing projects 8. Use facilitators
9. Create the right environment
10. Change happens on the energy and interests of people 11. The right set of organizational beliefs and behaviours 12. It is not easy to readily understand complexity science…
What is in it for cities?
Cities are ideally suited platforms to support and nourish this new growth pattern because of two key qualities: Proximity and diversity.
“The emerging pattern of innovation in cities is then an open and distributed one rather than a ‘pipeline’. Instead of an elite activity occurring only in special places, it needs to involve many players and to take root in diverse clusters of places and spaces.” (Mean in Parker (Demos), 2007).
Enabling active citizenship. Enabling the human and neighbourhood
dimension of innovation which gives people a sense of agency, the feeling that they can positively shape the world around them. An evolution from
Becoming an ‘Inspiring and Enabling City’ has
implications
• NOT politics and business as usual … and this agenda is here to stay.
• Logic 2.0 asks for a REAL shift in power
and for other competencies (more than other spaces) such as
– Appreciative Inquiry
– Systems Thinking
– Design Thinking
– Narrative Thinking
– Complexity Thinking
… is more about managing words (mental models)
than it is about managing people! Seeing inhabitants as creators of innovation,
RE:Invent
the Future Together
Het gebeurt niet vaak. Maar soms wel.
Dan verandert het spel en de spelers.
From OS 1968
Dan kan je het spel wel blijven spelen
zoals je dat gewend bent
Imagineering*
design proces
Het imagineering design proces
•
INSPIRATION
:
Discovering relevant stakeholder value –
‘
generativity’
–
A
-nalyse: Zoeken naar de generatieve kracht van de organisatie STAKE-HOLDER VALUE – BETEKENIS VOOR DE SAMENLEVING–
B
-rooden: Systeemdenken: Welke organisaties werken aan datbetekenisveld – kan co-creatie zinvol gebeuren in dit veld?
•
IDEATION
:
Articulating it in the
narrative mode
in the identity
–
C
-reeer een visie: Wat kan de organisatie betekenen in ditbetekenisveld – Core competency
–
D
-esign het mantra zodat de individuele actor zich aangesproken voelt om tot actie pover te gaan•
IMPLEMENTATION
: Managing the
dynamics
of emergence
–
E
-xperience platform, touchpoints en experience designThe abandoned
shopping street
‘FIXING’ the Street or RE-FRAMING Minds
of ALL stakeholders involved
Making Stuff or Making Sense Innovating the infrastructure or Re-inventing the system?
Evoking Collective Creativity
The narrative mode - heuristic
- holistic properties
Statement – Interactive question on ‘LEADING CHANGE”:
Thank You
for your attention!
Imagineering
is a design approach to cope with
complex issues
