Boundless E-Book

Henry King

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 333

Veröffentlichungsjahr: 2023

Beschreibung

Transform your organization by making silos a thing of the past In Boundless, two leaders in transformation and customer success deliver an inspiring and exciting new approach to succeeding in an increasingly decentralized and digital-first world. In the book, you'll learn how to demolish organizational silos once and for all, allowing resources to flow across networks, ecosystems, and communities. The authors explain the seven principles underlying their unique and effective "Boundless" paradigm: connection, integration, decentralization, mobility, continuity, autonomy, and shared success. Walking you through the blueprint for transformative, resilient business success, Boundless also offers: * Strategies for mapping the Boundless principles to key technological advances, including digital platforms, blockchain, AI, robotics, cloud computing, and more * Ways to achieve the operational, organizational, and technological shifts necessary to succeed in an entirely transformed world * Tools for combatting the natural tendency of employees to accumulate and protect resources within company silos An invaluable resource for managers, executives, directors, and other business leaders, Boundless will also earn a place in the libraries of founders, entrepreneurs, and consultants who seek to create an enduring competitive advantage for themselves or their clients.

Leseprobe

HENRY KING | VALA AFSHAR

Boundless

A NEW MINDSET FOR UNLIMITED BUSINESS SUCCESS

Copyright © 2024 by John Wiley & Sons, Inc. All rights reserved.

Published by John Wiley & Sons, Inc., Hoboken, New Jersey.Published simultaneously in Canada.

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Library of Congress Cataloging-in-Publication Data is Available:

ISBN 9781394171798 (Cloth)ISBN 9781394171804 (ePub)ISBN 9781394171811 (ePDF)

Cover Design: Wiley

This book is dedicated to our families, with our undying love and gratitude.

(Henry) To my parents, Ian and Shirley, who gave me the best start in life. To my boys, Alex and Will, of whom I could not be more proud. And above all to my wife, Sarah, who is more important to me than I can say. I love you all and hope that I have made you proud in return.

(Vala) To my heroes, my mom and dad, Showkat Rafi and James Afshar, who shaped who I am. To my beautiful wife and best friend, Stacey, who is my first love and the very best partner in life. And to my purpose and greatest achievements in life, my three amazing children: Donya, Pari, and Vala. I love you all.

Preface:The Journey to Boundless

Our companies and institutions today are not organized to deliver customer success; they're organized to accumulate and protect their resources and to extract maximum value from them for their own success. It's an old business model that is grounded in the ideas of structure and control, independence and strength. In times of relative stability it worked very well. However, in this age of accelerating technological innovation, of increasingly empowered individuals, and of ongoing societal crises, we need a new model.

We created that model, and we've titled it Boundless. It's a model organized for the success of not only the company itself but also of its customers and employees—as well as of all other partners and rights owners, including community and environment. It is a model that lives in flow, in connectedness, and in responsiveness. It is a model that is optimistic; it sees opportunities where others may only see danger, and it sees value in gratitude and reciprocity. Boundless is the redefinition of resource management, the operating model for the future of success.

Our Journey to Boundless

The two of us were on quite different paths when we first recognized Boundless as an emerging and important phenomenon—but we met at a critical juncture in 2017 and have since continued the journey together. We'll next share our individual paths.

Henry's Path

For me it started a long time ago, in 1995, when a friend recommended I read Kevin Kelly's Out of Control: The New Biology of Machines, Social Systems, and the Economic World. I had already begun to turn my attention to the complicated relationship between nature and technology, but this book exposed me to new ideas and in some ways changed my life. I became impatient for Kelly's next book, and was intrigued to learn that he was asking himself a non-obvious question, namely, “what does technology want?” While I waited, I decided to contemplate the question myself.

I started with something that was already close to me: the origin of storytelling. Homer's Iliad and Odyssey were core texts for me as a former student of classical literature, and one of the perennial questions regarding these epic poems is the nature of their origin. Did they start as oral stories that were later written down, or were they written down from the start? Another consideration is the difference between the two models in story creation: performance and repetition. In the oral tradition, stories are recited from memory and are adapted, or not, as appropriate for the occasion and the audience. Repetition and dispersion of the story are a slow process—in which multiple tellings from multiple storytellers produce multiple variations.

By contrast, the written tradition requires no memorization because the story has been recorded—or captured—using at a minimum the products of two technologies: a marking device and a markable surface. This act of capture separates out the acts of creation, memorization, and performance from one another and in doing so enables at least four remarkable things: accurate retelling of the story, accurate reproduction of the story (even in multiple copies), greater speed, and range of reproduction and/or transmission.

In 2009, the year before Kelly's book What Technology Wants finally became available, Brian Arthur published The Nature of Technology. In that book, Arthur's definition of technology as “phenomena captured and put to use” gave me the confidence that I was on the right track. The word captured, however, now felt like a confluence or conflation of three ideas that could be usefully teased apart. The first is the idea of stopping or arresting. It's difficult to capture something while it's in motion, and so stopping it becomes central to the process. The second is the idea of decoupling. Capturing something or someone requires that they are taken out of their environment or context or community. The third is the idea of containing or storing or imprisoning. Arresting/stopping, decoupling/extracting, containing/storing: three powerful and related but distinct acts—given perhaps too little attention within the single word capture.

I soon realized that it's not just phenomena that we capture and put to use. We apply the same logic to just about anything we think can be useful to us. We have turned the world into a world of resources. All of our industries are involved in capturing resources and putting them to use.

And yet there are exceptions: experiences and products and business models that seem to be more concerned with freeing up resources, sharing them, enabling and supporting their flow, instead of capturing them. In their article “Abandon Stocks, Embrace Flows” in the January 2009 edition of Harvard Business Review, John Hagel III, John Seely Brown, and Lang Davison highlighted this distinction in regard to knowledge resources, urging their readers to abandon stocks of knowledge and instead embrace their flow. I realized this could apply just as equally to other resources, and set out to explore what that might mean.

Fast-forward nearly a decade; by the time I met Vala in 2017, I was convinced that flow was not only applicable to all resources and all industries, but that it could be a compelling and even preferable alternative to the dominant capture or silo model.

Vala's Path

My family and I immigrated from Iran to the United States as refugees. As my parents struggled to rebuild their lives they worked two jobs, seven days a week, for nearly 25 years. I lived a happy life, with two loving parents and a younger sister, but it was a hard life. I adopted a silo mindset—capture resources, protect them, and extract their value—that led to a strong commitment to education and even a stronger commitment to the work ethics I learned from my parents. After spending seven years pursuing undergraduate and graduate studies in electrical engineering, while working more than full-time during the entire journey, I began my career as a software engineer in the technology sector.

My work ethic and ability to establish trust among peers and business leaders led to my being given the opportunity to lead projects and people. After just my first year on the job I was promoted to engineering project leader, and subsequently to vice president of engineering, chief customer officer responsible for global service operations, and chief marketing officer of a public enterprise company with $650 million in annual revenues. I believe that my career was fast tracked when I strayed from my silo mentality and began adopting a mindset based on optimizing flow of value and shared success.

My mindset and leadership philosophy was strongly influenced by Marc Benioff, founder of Salesforce—particularly the importance of collaboration and the social enterprise. It was 2009, at Salesforce's annual conference. Benioff's keynote focused on the importance of social collaboration, minimizing business friction, and creating a culture where it's not the best titles that win, but the best ideas. In a social business, the ideas are heard and seen throughout the fabric of the organization, not just at the top of the organizational chart. In 2011, I filed for a US patent for technology that would invite machines to the business social graph. This patent includes the ability to communicate with internet-connected devices using public social networks and public cloud computing infrastructure. I'm proud to say I was awarded the patent in 2018: for a machine-to-machine and human-to-machine communication platform using public and private social networks—Facebook, Twitter, and Salesforce Chatter.

In 2012, I coauthored a book titled The Pursuit of Social Business Excellence, which referenced my invention and the importance of using customer relationship management (CRM) solutions to improve the connections, mobility, and speed of value creation for all stakeholders—employees, customers, and business partners. I emphasized the importance of deliberately removing friction in business, in part by employing the success factors of culture, people, process, and technology. The book also outlined the core competencies of being a customer company, highlighting core values, culture, and servant leadership as key drivers of sustained momentum and growth in business. This book led to a practice of writing weekly articles for major US publications and producing a live weekly video show DisrupTV (launched in 2013) on disruptive innovation, leadership, and business practices. I have written over 750 articles in the last decade and interviewed more than 1,300 executives, authors, and entrepreneurs on my weekly show—which has been watched by more than 2 million viewers.

The most disruptive change in my behavior was using social media, specifically Twitter, starting in 2011. When I recognized the power of social collaboration on Twitter my silo-based mindset began shifting to a flow-based mindset. Today, I have over 1 million followers on Twitter, and I produce billions of impressions every year. In 2015, after a 12-year journey of being a Salesforce trailblazer customer, I was invited to join Salesforce as their chief digital evangelist.

In summary, Boundless opportunities have been offered to me on account of my shifting my mindset from one of silos to one of flows. When I met Henry in 2017, we immediately recognized the many ways our mindsets overlap, and began working on a framework that captures our approach to problem-solving and value creation. The result of five years of collaboration and lessons learned have led to this book: a guide to accelerating growth and impact using seven principles that can significantly enhance individual, team, and company outcomes.

Our Continued Journey Together

The two of us first met in 2017 as part of a Salesforce team working with a customer in the higher education space to explore models for lifelong learning focused on student-owned journeys and data, multiple and verifiable credentials, and nontraditional and multi-provider pathways. We discussed this as a fundamentally flow-based model and thereafter began to work together to investigate its relevance across multiple industries and regions. We began to pay more attention to the ongoing and accelerating evolution of our digital technologies and the new opportunities they bring to those able to perceive and assimilate them, as well as of course the new challenges they bring to those who aren't. The gulf between opportunity and challenge, between success and failure, was made manifest by the COVID-19 pandemic, which quickly became the accelerant of digital adoption, at least for the connections between businesses and their customers and employees in a digital-first, work-from-anywhere—in fact, do anything from anywhere—world.

We were originally using the word flow as an umbrella term for this new model, but as we have continued our exploration we have become increasingly aware of the changing “shape” of companies, of what they need to look like in the new world of business ecosystems, remote and autonomous workforces, and globally connected customers. And as we have looked for ways to describe the company of the future, at least from an organizational and resource management perspective, we have come to the realization that flow doesn't quite work in the way that we want it to. Flow is important because it emphasizes the need for companies to put their resources in motion rather than accumulating and controlling them, but it misses two of the most important features of digital technologies, namely, the ability of everything to be connected to everything else and the ability of everything to have intelligence and self-determination, otherwise known as autonomy. And, finally, flow misses the other key feature of the connected world: the economy of abundance—especially the abundance of ideas, of innovation and creativity, and of the energy it generates.

As we've already said, we consider this new model for business success the Boundless company: the logical evolution of the connected company for the digital-first, decentralized-everything world. In this new world, successful companies need to be Boundless in several ways.

To be successful, companies need to be Boundless in their energy and their enthusiasm for the success of their customers, employees, partners, and communities.

To be successful, companies need to be Boundless in their ability to transcend the physical limits of their office spaces and become effective orchestrators of their remote, distributed workforce and other resources. As we have already discussed, the office has traditionally provided a clear sense of belonging, a demarcation line between those who are part of the company and those who are not. And it also provided a clear sense of hierarchy, between those who inhabit cubicles and those with private offices, between those on lower floors and those on high. Nowadays, with a remote workforce, companies need new ways to engender belonging based more on purpose and values-based inclusion than on location-based exclusion—as well as new ways to drive toward desired outcomes more by mission-based orchestration than by control-based supervision.

To be successful, companies also need to be Boundless in terms of looking and acting less like hierarchies and more like networks, with different growth and scaling properties. Networks gain their resilience not from the size and strength of centers or owners but from the number of nodes and the strength of the connections between them. Networks have collective identities. In addition, companies need to start working more closely with their business ecosystems in order to create systemic, innovative solutions to meet their customers' current and future needs.

To be successful, companies also need to be Boundless in terms of their awareness. Companies need to be situationally aware, sensitive, and responsive to changing conditions and customer needs. And, more than that, their ability to sense and respond must be fast, frictionless, and continuous.

But even situational awareness by itself is no longer enough. Today's company needs to be “horizonally aware” as well. Horizonal awareness means being connected to the larger world beyond the immediate here and now. Companies need to be able to see further down the road in exactly the same way that an autonomous car can be aware of conditions anywhere along its journey so it can actively anticipate and avoid obstacles—all because of its global as well as local connectedness.

And, to be successful, companies also need to be Boundless in terms of their scalability. They need new ways to manage their resources. And they need to learn to manage their technology resources—meaning AI, robots, smart devices of all types—as

coworking

with their human counterparts.

This then is the Boundless paradigm: a business model designed to do the following:

Achieve next-level, shared success,

Realized by resources that are individually empowered to be autonomous, connected, and mobile, and

That are collectively organized to be integrated, distributed, and continuous.

It's a new way to think about how experiences should feel, about what products should do, and about how companies and institutions should organize and operate—especially in relation to the world and our place in it.

We are obviously not entirely alone in sensing this shift from siloed organizations to Boundless ones. The dissatisfaction with silos has been a common topic across industries for years if not decades. Stocks and flows is a core concept within economics, and visionaries have previously pointed to the need for a more flow-oriented mindset. Therefore, we're confident that we're heading in a worthwhile direction. Even so, we were surprised and thrilled to see the Accenture 2023 research report on “Total Enterprise Reinvention” with its key takeaway that “Reinvention is boundaryless and breaks down organizational silos” (Sweet et al., 2023, p. 10). We agree!

We are excited to share it with you and we are grateful for your gift of time and interest.

Introduction:Boundless: A New Mindset for Unlimited Business Success

“At times like these, it's easy to feel overwhelmed by the scale of the challenges we face, and the speed of each new crisis. But many complex problems have simple solutions. Sometimes you just need to decide to do something. Sometimes you just have to show up with a sandwich or some warm rice and beans.”

—Chef José Andrés, World Central Kitchen

Before 2010, Chef José Andrés was best known for being one of the great chefs of the world, having trained in his native Spain at El Bulli, the restaurant widely considered the best in the world at that time, a pioneer in molecular cuisine and still considered one of the most influential and important restaurants ever, before opening his own restaurants in the US. His cuisine was, and largely still is, what we might call high end or haute cuisine, attracting a relatively affluent clientele to his highly regarded restaurants. But watching the Hurricane Katrina disaster unfold on the TV one night, he was struck by scenes at the New Orleans Superdome where hundreds of newly homeless people were sheltered but without any obvious signs of activity from relief organizations or volunteers. It was this inactivity that drove him to fly to Haiti in the aftermath of the earthquake there, with no plan, no team, only a credit card and a deep desire to act, to do something to help.

That experience led Chef José Andrés to create World Central Kitchen (WCK); to respond to humanitarian, climate, and community crises in the US and around the world and provide food relief to the local people directly affected by them. And that accomplishment by itself is worth recognizing and celebrating. But for us it's not only what WCK has and continues to achieve that is so remarkable, it's how they do it.

Our traditional relief mindset would tell us that we need to feed as many people as possible for as little as possible. Our priorities would be to produce high volumes at low unit cost, using centralized commissaries (food factories) and a volunteer workforce to squeeze as many meals out per donor dollar as possible. These meals would then be airlifted or otherwise transported to a safe place within the affected area and handed out to the affected population from that location.

WCK, however, uses a radically different approach, a new model for disaster relief as they themselves call it. They pay local restaurants, food trucks, and other related providers to source, cook, and provide food for their communities in need. Although significantly more expensive per meal, all the donor money goes straight to the local economy to help it recover faster rather than bypassing it with external services. In this way they help devastated communities recover and establish resilient food systems. By April 2021, in the year since COVID-19 had effectively shut down the hospitality industry, they had distributed $150 million to local restaurants, enabling them to stay open, their staff members to be paid, and their paychecks to support other local businesses.

The importance of this cannot be overstated. By engaging with the affected community members themselves and making them a core part of the relief, Chef Andrés and his team change the communities' perceptions of themselves. Rather than being powerless victims, they are enabled to be part of the solution, to act and to build their own resilience for the future. Their dignity, identity, and culture are never taken from them in the name of assistance. They become the heroes in their own story, and Chef is always at pains to point the credit back at them.

Not only do they mobilize local people and honor their autonomy and enable them to build their own resilience but also they honor their tradition and culture. They do this by the simple act of listening and observing. When Chef Andrés first flew out to Haiti and leaped straight into preparing food for the locals, he saw women watching him with some dissatisfaction. He realized that he was cooking food in the way that he knew, not in the way that they were used to, and that he needed to respect their local traditions to provide food that would be comforting to them and not just to deliver necessary calories. From that moment on he has approached all the situations that he and his team respond to with respect and empathy for the local people and their cultures, and with an open mind, a beginner's mindset about what will be needed on the ground, and he comes to listen. As he has said, somewhat poetically: “The emergency has this amazing way to speak to you, you only have to listen. If you are with boots on the ground, you can listen. You can listen to the situation, you can listen to the wind, you can listen to the waves, you can listen to the people.”

Speed and responsiveness is another key feature of WCK. They aim to be among the very first responders to crises and to have boots on the ground preparing and delivering food, even if it's only sandwiches, on the first day they're there. It has no single template that they apply uniformly wherever help is needed, instead responding in each case to whatever is needed and whatever resources are available. But, as a general rule, they are able to move fast because they need minimum infrastructure, activating local resources wherever possible and working with whatever is available on site. And this approach not only increases their speed of response but also enables them to scale their efforts. Scale is as important to them as it is to any for-profit business, but they scale through the network, through the ecosystem, not through their own organization and their own resources. By scaling through the network they have access to far more resources than they could ever own and control.

“The way I see it, right now with World Central Kitchen I have the biggest, most powerful network of hardware in the history of mankind,” Chef Andrés said. “Because, in my eyes, every kitchen is already ours. And every car. And every boat. And every helicopter. Every cook is part of our army, even if they don't know it yet … I don't say that openly, because people will think I'm crazy. It's just the way I see it: We are the biggest organization in the history of mankind. Even if we only have 75 people on payroll” (Martin, 2022).

With this “biggest organization in the history of mankind” WCK can deliver more than 1 million meals per day and can operate globally and locally.

The story of WCK incorporates many of the issues that are the top priorities for CEOs and other leaders across our businesses, industries, and regions. Scale is one. Income is obviously another. Although WCK is not dependent on revenue, it is still dependent on money coming into the organization to fund their efforts. Here, too, Chef Andrés has been very successful, using mobile technologies not just to communicate with his team and others but also to communicate with all of us, bringing us close, in near real time, to the disasters and the people themselves, and in doing so attract significant donor money, most notably a $100 million donation from Jeff Bezos. Again, not bad for a 70-person team.

And let's not forget that Chef Andrés is a successful business person in his own right. He runs a successful for-profit business, the José Andrés Group, in one of the most ruthlessly unforgiving industries there is, where about 60% of restaurants fail in their first year and about 80% fail within five years of opening (Kimmel, n.d.), and where COVID-19 forced chefs and restaurateurs the world over to deal with the possibility of having no customers for a year or more. The hospitality world can be an inhospitable place, but Chef understands the importance of making a profit. It's not something he hides or is ashamed of. In fact, profitability is one of his company's five core values, along with authenticity, innovation, passion, and service. But again, his mindset is different. As he describes it, “We must sustain our business in order to continue to be a successful employer and a strong pillar in the industry. Profitability leads to possibility” (italics our own).

Profitability in conventional terms was the purpose of business. Making a profit for the shareholders is still regarded as the primary goal of a public company. But in this new mindset profit takes on a different role, one that is more about opportunity and possibility. Profit is no longer the destination of the journey, it is the battery charge that enables the company to keep journeying and in doing so to uncover new possibilities.

Change in n-Dimensions

These are no longer simply uncertain or turbulent times. We've gone beyond that. Our businesses now face change in multiple dimensions, where conditions exist that make the status quo no longer tenable, where we're no longer able to simply ride things out and wait and see. Some of this change is predictable and/or cyclical, some is not. Some is trend-driven or “faddish,” some is much longer term. And collectively they affect all areas of business and life in general. They are not going to go away, the dust is not going to settle, at least not for the foreseeable future. And there is no blue pill.

The first obvious dimension is technological. Technological advances are here to stay, and we see them continue to accelerate with no clear end in sight—digitization of mostly everything, electrification of mostly all forms of transportation and travel, artificial intelligence, robotics and machine learning, autonomous vehicles, additive manufacturing, web3 and cryptocurrencies, NFTs, digital identities and DAOs (decentralized autonomous organizations), off-planet exploration and development, and way more, all in their early stages of development. This will drive massive changes to society and may well prove to be as world changing as the 50 years between 1875 and 1925, which represented an explosive surge in invention, including electricity generators (both AC and DC), the electric lightbulb, the turbine, telephone, television, radio, car, and airplane. This spells huge opportunities for those companies that can align their capabilities, operating models, and mindsets on these technologies, and near certain death for those who can't.

The second dimension is about capabilities. Individuals have far greater power(s) and choices than they've ever had, largely driven by technological advances, and they're far quicker at absorbing and adopting those that they find useful than large organizations can. As customers and consumers they're more demanding, more hungry for innovation and experience, and more driven by values as well as value. And as employees the same is true, especially employees of the future, who will be joining the workforce with years of mobile technology use as digital natives, with comparatively little interest in fitting the corporate mold, and with greater social awareness than many of our current generation of leaders. Companies can no longer afford to treat their customers as a mass market, or their employees as resource units. Meanwhile, we know that our communities are hungry for greater involvement from our businesses and we expect this trend to continue.

The third is about crisis. A crisis is a time of danger and difficulty, and yet a time of opportunity and possibility as well. It is a time that requires decisiveness and bold action. It is a time when the old ways of doing things come under attack and cannot be counted on to guide us out of danger. So we need not only decision-making and action taking but also new kinds of thinking and responding. The word crisis originally referred to a decisive point in an illness that could lead to recovery or to death. So a crisis can be a turning point. In Japanese the word points directly toward this duality to both the danger and the opportunity that a crisis brings. This new world is full of such moments, moments that seem to be dangerous but also ripe with opportunities for innovation, for breaking new ground, and for resilience. But with a twist. Resilience in crisis is not about bouncing back to a previous state, to a former status quo or to “normality.” It's all about bouncing forward to a better new way of being and doing.

We are seeing crises in individual sectors, for instance, currently in the banking sector, and more broadly and more long term in society and the environment. The loss of life from COVID-19 was, and continues to be, tragic and heartbreaking for so many people around the world, and the long-term impact of the imposed isolation on many other people's health, especially emotional and psychological, has yet to be fully known. But there is much to be learned both about our old ways of working and about our response to the crisis that can set our businesses and our communities up for greater resilience and success in the future, whether we are visited by further pandemics or not. But an even greater disaster perhaps, one that we have largely ignored until recently when we really do seem to have arrived at its turning point—its crisis—is the health of many of the world's natural ecosystems and environments. For companies it will not be enough to focus on just one area of their operations to turn green. This will require not just a whole-company response but a connected-company response.

In each of these dimensions (and in others we have missed or that are just now brewing or that are to come at a later stage), our leaders and our businesses need to act. And not just to act, but to act differently. To do that they need to have a different mindset to the one that was so successful for so long and that has shaped all of our industries.

We know we're not the first to point out that leaders need to think and act differently. Business leaders are regularly advised in well-meaning articles, books, and presentations to “think differently” if they want to be successful in the digital age. The idea that thinking differently is the key to future success has been popular at least since Einstein who, talking about the potential impact of the atomic bomb on the future of humanity, was quoted as saying, “A new type of thinking is essential if mankind is to survive and move toward higher levels” (“Atomic Education Urged by Einstein,” 1946).

More prosaically, but even more famously, Apple challenged us all to “Think Different” in its iconic marketing campaign that launched in September 1997. Narrated by the actor Richard Dreyfuss, the original TV advertisement celebrates “the crazy ones, the misfits, the rebels, the troublemakers—the round pegs in the square holes. The ones who see things differently.” With imagery of some of the 20th century's most visionary figures, the ad clearly connects Steve Jobs to Einstein himself and other iconic leaders, laying the groundwork for Apple itself and the users of its products to imagine themselves in the same tradition of creativity, innovation and, well, difference.

The message still feels relevant some quarter of a century later because the world has changed significantly in the time that it has taken for many or even most of these leaders to climb from their entry-level positions to the top of their companies and institutions. During that period digital technology has dramatically altered the business landscape. In particular, it has fundamentally altered the power dynamic between the large and the small, between big business and startups, between companies and consumers. Technology democratizes capabilities and removes barriers to entry.

So “think differently” is good advice. But it doesn't go nearly far enough. Because it never tells the leaders how exactly they're meant to think and act differently. Which is a problem. Because it's more or less impossible to think differently if you don't have either a model for understanding how you currently do think or a new one to replace it.

The Boundless Model