[Video] How To Become The Future

Dear SCG,

let me share with YOU, my concept for the FUTURE;-) You are just click-away from discovering how to become the future. Enjoy!

What say you? 😉

Share your thoughts in comments.

HUGS

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Comments

  1. Nice message on the Future. One of the aspects of the future is to be entrepreneurial and best wishes for you in this role..

    • Namaste to India Syamant;-)
      Thank you so much for watching and your 1st comment here!
      I appreciate that you liked what you have seen;-)
      Indeed, world needs more entrepreneurial spirits;-)
      So, I am doing my best to lead by example!
      cheers,
      i.

      • i’m sure you would do well. being patient and a willingness to learn go a long way in making an entrepreneurial venture a success.

  2. Viktor Oravec says:

    Hi babe,

    I have passed many exams. I’ve been questioned on very hard and complex topics.

    However, these four questions really piss me off.

    The last one is really brain cracker for me.

    Thanks.

    • Viktor,
      I am glad to “piss you off”. I love asking questions which will get one out of comfort zone! 😉 And same goes the other way, I love to be thrown out of balance and challenged, I truly value such precious moments!

      I would love to hear your answers (you can shoot me an email) or share it with us in comments.

      i.

  3. magdalena h. says:

    Hello Ivana,
    Great questions, but really HARD … I have to admit that I can´t answer all of them…
    How to find my drive? Sure that I have something which makes me really happy… I feel like in heaven (literally:) when I can be sort of helpful to my students, or when they come to me and want to talk, discuss things and so on. But sometimes it is all about the humbleness to accept the fact when my work isn´t appreciated enough. I think it can help me start from the beginning every morning with new energy and passion. 🙂
    Thanks for doing your work, Ivana! I love it! 🙂
    M.

    • Aaaw, Magda,
      I am sooo happy to see your comment here!;-)
      Thank you for being regular reader and now even a commenting one;-)
      I cannot wait to hear your story, when you will figure out the answers for questions which you have categorized as HARD, today;-)
      Thanks for thanks.
      i.

  4. michal says:

    Wonderful, I agree with everything.
    Maybe except of avoiding crowding – completely. Well sometimes I just like to go to a concert, cinema, workshop … to crowd a bit 🙂

    M.

    • Thanks Michal;-)
      Yeah, it is good to be “crowdy” from time to time;-) It is certainly nice experience;For me it is like reminder, that if I will settle and stop to be “FUTURE” it can happen to me as well, to be “crowdy” all the time;-)
      i.

  5. Michae Yanakievl says:

    Ivana – What a daring and creative approach towards outlining a Future picture, to be redesigned. Here Ivana demonstrates the willingness and ability to identify self – imposed constraints, remove them, and explore the consequences of their removal.
    As a follow up I advocate certain areas in which such an approach can be feasible :

    Systems Thinking and Interactive Planning

    A method of planning that eliminates the need for forecasting, and
    substitutes the use of assumptions and contingency planning in its place, because the
    ability to forecast and predict is deteriorating at an alarming rate:
    1- The society is changing at an accelerating rate, and
    2- Complexity is growing at an increasing rate
    Assumptions are about possibilities; predictions and forecasts are about
    probabilities.
    Therefore, any method of planning that is critically dependent on the
    accuracy of forecasting is doomed to fail.

    Problem Solving Strategies
    There are several problem strategies. These include:
    1.To absolve — is to ignore a problem and hope it will go away or solve
    itself.
    2.To resolve — is to select a course of action which yields an outcome
    which is good enough, one which “satisfies” the need and objectives of the
    system., I.E., Clinical approach.
    3.To solve — is to select the course of action that is believed to yield
    the best possible outcome, the one that “optimizes.”, I.E., Research approach.
    4.To dissolve — is to change the nature of either the system with the
    problem or its environment, so as to, in effect, “remove the problem.”, I.E.,
    Design approach.

    Business Model Innovation — Idealized design as an “open innovation” process
    In industry after industry, companies with superior performance are
    displaying innovation in the totality of the way they are doing business. This
    explains why a recent _IBM survey_
    (http://www-1.ibm.com/services/us/bcs/html/bcs_ceostudy2006.html) of over 765 CEO’s shows: Business Model Innovation is on the
    top of their list. In the absence of a single genius entrepreneur/leader,
    one of the challenges confronting the businesses today is to develop a process
    of “open innovation,” that taps into the creativity of the stakeholders and
    in particular the employees of the organization to create a successful
    business model. Traditional models of innovation, which relied solely on “creative
    types,” usually within R&D functions, are being replaced with “open
    innovation”. One of the most potent open innovation processes, is idealized design.
    Originally conceived as an internal process to facilitate corporate planning,
    idealized design thinking is now being used for opportunity recognition.

    Trans-formative Leadership
    Radical transformations are seldom easy. For things to happen there is a
    need to transform management from the old style, command and control, to the new
    style, inspiring leadership. Leadership consists of guiding, encouraging, and
    facilitating the pursuit by others of ends using means, both of which they
    have personally selected or the selection of which they approve. In this
    formulation, leadership requires an ability to bring the will of followers into
    consonance with that of the leader so they follow him or her voluntarily, with
    enthusiasm and dedication.

    Development vs. Growth
    Growth and development are not the same thing. Neither is necessary for the
    other. Nevertheless, many managers take development to be the same as growth.
    Most efforts directed at corporate development are actually directed at
    corporate growth. To grow is to increase in size or number. To develop is to
    increase one’s ability and desire to satisfy one’s own needs and legitimate
    desires and those of others. A legitimate desire is one that, when satisfied,
    does not impede the development of anyone else. Development of individuals and
    corporations is more a matter of learning than earning. It has less to do
    with how much one has than how much one can do with whatever one has.
    Development is better reflected in quality of life than in standard of
    living. Therefore, the level of development of a corporation is better reflected
    in the quality of work life it provides its employees than in its
    profit-and-loss statement. If an undeveloped country or corporation was flooded with
    money it would be richer but no more developed. On the other hand, if a well
    developed country or corporation was suddenly deprived of wealth, it would not
    be less developed. A well-developed country or corporation can do more with
    its resources than one that is less developed. This is not to say that the
    amount of resources available is irrelevant. Resources can be used to accelerate
    development and improve quality of life, but they can best be used for these
    purposes by those who are developed.

    Integrative (Synthetic) Project Management (for complex project managers)
    Despite significant progress in the development of computer-aided project
    management tools to help plan and manage projects, “more often than not capital
    projects overrun their budgets, fall behind schedule, and fail to meet their
    business objectives.” This apparent paradox stems from the nature of the
    “traditional paradigm applied to project management, which relies on existing
    knowledge – knowledge gained from studying traditional approaches.”
    The current approach has limitations. Generally, it is good for doing
    projects in a stable environment. The problem with project performance is
    paradigmatic, i.e. using a wrong mindset. The new approach requires the project
    managers to mange the interaction of the parts of the project rather than managing
    each part separately.

    Recreating Capital Projects
    Effective capital project management is an important discipline for
    international bodies, governments, and corporations because capital projects
    typically require large investments and involve significant potential benefits and
    risks. A large number of project management techniques and tools have been
    developed but this proliferation has not led to great project success. In fact,
    the governmental project that meets or exceeds expectations seems almost the
    exception rather than the rule. Large corporations do not seem to be doing much
    better. Using systems thinking to show how the capital project can be
    re-created and improved through integrating successful aspects of various
    real-world projects within a systemic framework to develop an improved project
    system.

    Organizational Learning and Knowledge Management (including the use of channels and platforms To tap into the rich tacit knowledge (knowledge that
    resides in people’s heads)
    Why do corporations, on average, have shorter life spans than the people who
    populate them? Because, say the theorists, people are more capable of
    learning from experience than are corporations.
    With change the only constant in today’s economy, the key to competitiveness
    is the ability to adapt to changes we can’t control and to learn about the
    ones we can control. The decline of some well-established firms and the
    diminishing competitive power of others have made learning an essential competence
    for organizational success.
    Organizational learning (OL) is the set of processes and structures that
    help people create new knowledge, share their understanding, and continuously
    improve themselves and the results of the enterprise. OL builds competencies
    for supporting transformation throughout the organizational system. Most
    important, it considers human, operational, and technical issues at work,
    including ways to build processes and structures that deal with philosophical,
    psychological, and sociological forces at play in every organization.
    “Building Corporate ‘Black Boxes’: A Different Perspective on.
    Organizational
    Learning.”
    Most of us are familiar with the role of “black boxes” as they exist in
    aircraft. We know that they are there to help us learn from mistakes and
    thereby improve the performance of aircraft and the aviation system as a whole.
    Imagine what would happen if the aviation system did not learn and adapt to
    changes quickly and efficiently. Unfortunately, this is the case with most
    organizations. Nevertheless, a number of corporations have successfully built
    learning and adaptive systems.

    Unlearning/Learning Organizations – The Role of Mindset
    Most learning by adults and organizations occurs when something new replaces
    in the
    mind that which was previously thought to be known, that is, unlearning.
    Unlearning
    must frequently precede or at least occur simultaneously with learning.
    Nevertheless, the
    literature on organizational learning has virtually ignored the unlearning
    process until
    recently when few authors have given it some attention. Research in the
    field of
    organizational learning and knowledge management shows that learning and
    adaptation
    takes place much more easily within the prevailing mindset (view of the
    world) than
    outside of it.
    Unlearning is a challenge because the human tendency to preserve a
    particular view of
    the world is very strong and the change to a new paradigm not only requires
    an ultimate
    act of learning but also of unlearning.
    Our assumptions about the nature of reality can impose the most severe
    restrictions on
    our ability to learn. Unlearning these assumptions requires raising them to
    consciousness
    and this can occur only when we confront the dilemmas that they create.
    Therefore,
    raising our worldview to consciousness is among the most important things we
    can do to
    enhance our learning and unlearning. It is possible to design systems that
    not only facilitate learning and unlearning within the prevailing worldview
    but it can generate questions about the adequacy of the assumptions that make
    up that concept of reality.
    Sketching out a framework that identifies these areas of fruitful futures research may focus our minds on adequate changes in the future to come.
    For a concrete example in the field of transportation and the city ,the following promising approach can be considered feasible :
    By combining the redesign of the urban automobile with the redesign of the city it should be possible to improve significantly the quality of the life in the city and to approach equality of opportunity for all dwellers independently of their background and socioeconomic characteristics. In this way efforts to solve the transportation problem can be converted into a program for general and extensive redesign of the city and life within it.

    • Hi Mike! OMG, what a contribution from your side via this blog like comment!;-)
      Bowing. THANK YOU!

      @forecasting and planning: I am totally on that with YOU! The only certain thing is uncertainty, what the heck do we (human beings) think about ourselves, that we claim that we “know” how next year in our business/industry will look like…instead of wasting time on acting “smart”, DO and SHIP the “plans” right NOW and then react to its outputs

      @open innovation: yes, it is not about stakeholders and “creative types only” to innovate and bring in new design and ideas. EVERYONE IS CREATIVE ARTIST, we have just been ” taught” opposite: no, no, you cannot have an ideas yet, you are too low in org chart, wait for couple of years and promotions so you will be eligible to speak out about your ideas…

      @trans-formative leadership: YES! we need radical transformations, NOT reforms, not tiny adjustments in org process guidelines, we need totally need enthusiastic “blood” and spirit in the air of org. corridors;-)

      @development vs. growth: so well put, Michael! yes, most of the time things which matters cannot be measured (sincere engagement and care about work peers or customers, emotional experience we give via our art = products, services…, rising self-awareness, inspiration etc.)

      @project management:YES, project look so nicely organized, when drawn on the whiteboard according to methodologies…each box has its “owner” who will manage it, but yet it is total nonsense! Project is LIVING ORGANISM, breathing, feeling, changing, reacting…we need people who can view it that way, care about it and its part and connects the ” boxes” in a way that project will have really fruitful journey = implementation;-)
      Current project ” managers” are only describing what happened to their “box” of the project in the past, they do reports on what has happened…sad, silly, time and talent wasting….Running a project is different, it means to DO, to fail, to communicate, to learn and grow along the way…Gosh, I could go on and on…. 😉 I have passed PRINCE 2 certification 2 years back and already that time I have felt depressed what nonsense methodologies are those ” tools”, which are only keeping you busy enough to be away, from what really matters: people, emotions, learning experience and result;-)

      organizational learning and unlearning : nothing more to add, totally on that with you Mike!
      😉
      Gosh, let us work together and let us lead this transformation!
      I am game. Are you? Who else, is willing to sacrifice boredom and step into world of DOING, CREATING, DESIGNING, RE-LEARNING and LEARNING?
      😉
      cheers,
      i.

  6. real thoughts from a REAL leader
    loved em
    Thanks for sharing

  7. Brilliant, Loved the Video and Your Presentation

Trackbacks

  1. […] This post was mentioned on Twitter by Tanmay Vora and Vineet Nayar's Blog, Ivana Sendecka. Ivana Sendecka said: 😉 NEW Video on Inspiring Shipments #IS: Find out how to become the future http://bit.ly/csKWqt What do you say?Can you become the future? […]

  2. […] you remember video post with the FUTURE concept? Can you recall, what was the 3rd element of it? OK, let me help you out; it was being: […]

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