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In today’s newsletter, the guest writer and organizational metardordor Neil Perdinira distributes the importance of contextual understanding, the formula in the market and corporate metamorphosis. For surveys of subscribers, consequences for transforming projects and three most important things to consider.
Tech Zone Meaning
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JP Note: Today’s guest writer, Neil Perkin, is someone I’ve been loved for a long time from the distance before I eventually got the opportunity to meet at the conference a few years ago. Among those who try to push their most difficult to push the proverbial envelope and move the industry forward, Neil has long been between those who lead. His newsletter, only dead fish, is extremely popular. I highly recommend my subscription.
As someone who worked with leader leaders in several sectors, is one of the biggest obstacles I see successfully navigation changes, lack of contextual understanding.
Every good strategic process begins with the situation and understanding of the context. The loop of John Boyda loop (observe, orient, decide, act). “Strategic core” Richard Rummlt (diagnosis, management policy, coherent action). Stephen King’s planning cycle (where are we? Why are we here? Where could we get there? Shall we get there?
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Nevertheless, the contextual understanding ends to become a bad attitude towards what strategist and researcher Simon Vardley called “the” secret success “or” secret “of the market or system says, there is no map at all because they do not have a position because they do not have a map movement. The combination of implementation strategy, position with movement (and learning that comes from movement) allows us to go through a demanding environment.
Understanding and response to technologically controlled changes are not different. “S-blame” has become a common way to present the costs of adopting and developing important technologies. This represents a form of slow origin (which may last year) follow a quick period of development and adoption growth before the growth platform, because technology is switched to an advanced maturity and eventually obsolescence. The author of Charles Handa presented the idea that overlapping S-Cubs as a way to show one paradigm to replace the second, how important it is to start focusing on another curve from the current “” “so-called” second curve “thinking”).
S-CURL appears everywhere in the views of Carlot Perez on the technological revolution in the famous “dilemma of the innovator” Christensen. This would be easily claimed that companies deal more and subsequent overlap S-CURLS, which means continuous experimentation, but this idea reveals a key challenge in the core of technologically controlled changes – “dilemma of zone”.
As technology 1 moves at an early stage (a), rapid development and growth (b), platform growth (C) and possible obsolete (D), organization sets and then inserts and optimize systems and models. In point C, it will be well optimized, efficient and productive, so there will be several reasons for change. Existing ways of thinking that are combined over time will be difficult to detect and lack of existential threats probably means that there is no appetite.
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These assumptions and thinking ways will probably apply not only technology, but also with processes, models, ways and even thinking. To open these assumptions, leaders must develop conscious efforts to get stuck in optimization. And as the new paradigm begins to form, there is a very real risk that leaders look at the new old lens lens.
A useful way of thinking about the possibilities in new paradigms is intentionally focused on optimization and transformation. To describe this change, I often use the metaphor of my nature model:
. There are, of course, two kinds. With an incomplete metamorphosis (such as a locust) insects simply throw their skin increasing, but a large locust still looks like a small jumper. This is similar to optimization – will be inevitable in the new paradigm or technology, there will be opportunities that double what you do to enlarge, better, faster and more efficiently.
However, the complete metamorphosis is different. Here, like butterfly, we start as one thing, but then we reorganize him with basic ways to create something completely different. This is a real transformation – we work from the first principles to rediscover and processing money in brand new opportunities to create a paradigm.
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Therefore, the contextual understanding is so important. Without thinking about the value that can be reported from optimization and transformation, we are at risk that we will not think enough great enough and we can finish well in S-grinding to catch up with others who were braver.
There is a natural tendency to consider changing in a completely one-dimensional way, but it ignores important contexts. For example, so-that change of first order involves more (or really less) something you already do. It is reversible, you can adjust correctly and of course. It focuses on renovating homeostasis and balance renewal. It relies on the existing knowledge of knowledge and the old story can still be apologized. This is optimization. We focus on learning “with one loop” – we develop our actions to improve the results.
However, the change of second order is completely different. There is a great change in the system, the need for alienating existing assumptions, potential to see things in a different way, develop completely new models, developing a new learning around the new paradigm to tell a new story. This is a transformation. Here we must focus on learning “double loops” – change our thinking to create a new set of actions that can improve results.
It is not a question that no question is that no approach is excluded for each other, but how I can cooperate and rate to focus on all depending on the context. Understanding where we could be on the S-Curve is useful here because the balance will move. When we start on the curves, we are probably more focused on the operation of optimization. But when we start to reach the peak curve, we will probably need much more emphasis on the ideas and work of transformation. And indeed, in complex, fast-Igrades the world
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Be open to a manually “second curve” and systematically experimenting around new and optimize the old ones, exploring new possibilities and use of existing benefits.
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