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- Herausgeber: John Wiley & Sons
- Kategorie: Fachliteratur
- Sprache: Englisch
Traditional hierarchical structures are falling - is your organisation ready? Emergent provides a handbook for navigating - and thriving in - the new cultural paradigm. More than a simple DIY for change, this book empowers organisations to diagnose change risk, address current shortcomings and adapt to the increasing current away from hierarchies to autonomous and interdependent networks. Unguided, most fail in their attempt; this shift exposes huge skills deficits, a lack of engagement, lack of value and meaning, market reach, penetration and more. Here, a twenty-year veteran of brand and culture transformation outlines a unique governance framework and blueprint for implementing and co-creating your own cultural shift. Methodologies from crowdsourcing and social movements are adopted as tools for initiating change and creating cultural cohesion around a higher purpose, and essential skills and tools help equip organisations and individuals for the emergent future. Today's workplace demands are creating extraordinary challenges for organisations; power is shifting, and the spotlight has forced businesses to engage with stakeholders in more meaningful ways, and to acknowledge a need for radical 'humanization' of the workplace. To drive successful change you need to spark a movement. This book provides a way forward through the transition, with expert guidance and a clear, actionable framework for implementation. * Adopt a unique governance framework for culture transformation * Energise, mobilise and catalyse change, innovation and growth * Address skills deficits, values misalignment, failed engagement and more * Ignite your organisation's purpose and forge sustainability for the future The demand for greater values alignment, autonomy and individual empowerment - fuelled by technology and increasing interdependencies - is bringing down the traditional power structure. The question is: what moves into its place? A strong organisational culture is the difference between surviving and thriving in the marketplace. Emergent provides a practical blueprint for transformation to help your organisation navigate the shift successfully.
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Seitenzahl: 223
Veröffentlichungsjahr: 2017
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In Emergent, Stephen Scott Johnson sets a flag in the sand, a mark, if you like, for how we achieve great things, not so much by being great but rather creating the conditions for greatness to emerge. The new role for the human factor is perhaps the oldest of all: to mobilise people in pursuit of a better future. This book is a great start in that direction.
Matt Church, Chairman and Founder, Thought Leaders
Australia’s leading thinker on creating and sustaining movements, Stephen Scott Johnson, has turned his attention to how companies can transform cultures, and the result is profound. Emergent is a game changer for organisations looking to transform their results through real culture change.
Peter Cook, CEO, Thought Leaders and author of The New Rules of Management
In Stephen Scott Johnson’s hands, the words change, culture and purpose become far more than corporate buzzwords, they are revealed as the keys to not only navigating the future, but of creating it also.
Dan Gregory, Co-Founder and CEO, The Impossible Institute
In a world where organisational purpose risks becoming a catchcry, Stephen’s CATALYST system offered our business the insight, clarity and direction we needed to truly co-create value and meaning with our people. The opportunity to create a movement rather than deliver another top down communications campaign affords an important step change for leaders and communicators alike. For us, the change in approach was not without its challenges, however, the CATALYST system offered profound support and guidance. A movement feels different from inception. It requires leaders and communicators to let go and trust that their people can create shared meaning. When delivered properly, the result is enticing — an organisation where its people can self-sustain a shared truth, a true purpose and grow together.
Rebekah Miles, Head of Communications, Sanofi Australia and New Zealand
Emergent is a collision of contemporary thinking and ancient wisdom brought together in a practical narrative with confronting tools to support your journey to evolve your leadership and organisation.
Will Noble, Managing Director, Human Systems Companies
In a world where organisations are paralysed by complexity and cultures of fear, Emergent offers a roadmap for collaboration, co-creation and most importantly purpose-driven communities.
Simon Talbot, former CEO, National Farmers Federation
First published in 2017 by
John Wiley & Sons Australia, Ltd
42 McDougall St, Milton Qld 4064
Office also in Melbourne
© Altitud3 Pty Ltd 2017
The moral rights of the author have been asserted
National Library of Australia Cataloguing-in-Publication data:
Creator:
Johnson, Stephen Scott, author.
Title:
Emergent: ignite purpose, transform culture, make change stick / Stephen Scott Johnson.
ISBN:
9780730336815 (pbk.) 9780730336839 (ebook)
Notes:
Includes index.
Subjects:
Organizational change — Management. Success in business.
All rights reserved. Except as permitted under the Australian Copyright Act 1968 (for example, a fair dealing for the purposes of study, research, criticism or review), no part of this book may be reproduced, stored in a retrieval system, communicated or transmitted in any form or by any means without prior written permission. All inquiries should be made to the publisher at the address above.
Cover design by Wiley
Cover image © mustafahacalaki/Getty Images
Author image by Steven Granger (www.stevengranger.com)
Inside pages pattern image © TRIKONA / Alamy Stock Vector
Disclaimer
The material in this publication is of the nature of general comment only, and does not represent professional advice. It is not intended to provide specific guidance for particular circumstances and it should not be relied on as the basis for any decision to take action or not take action on any matter which it covers. Readers should obtain professional advice where appropriate, before making any such decision. To the maximum extent permitted by law, the author and publisher disclaim all responsibility and liability to any person, arising directly or indirectly from any person taking or not taking action based on the information in this publication.
For Dante and Lucia.
Be curious and burn brightly.
CONTENTS
About the author
Gratitudes
Foreword
Introduction
Moving from ‘seek and destroy’ to co-creation
Part I: Innovation
Chapter 1: Challenging the fear and fatigue of change
Changing capitalism
Committing to change and community
Chapter 2: Navigating workplace complexity
Social capital and community
The connection crisis
Your leadership imperative
Moving from toxic to Emergent
The romance of movements
Chapter 3: Naked and extraordinary
Stripping away pretence and persuasion
An interdependent model
Embrace uncertainty
Part II: Transformation
Chapter 4: From institutional to collective power
Old power versus new power
See it, feel it, believe it
Challenging organisational stereotypes
Chapter 5: Corporate social responsibility is dead
Philanthropy in crisis
Give and you will receive
Creating a framework for advocacy and support
Chapter 6: Conscious leadership and culture
The dampening field of consumption
The conscious leadership paradigm
Finding a higher-purpose strategy
Empathic understanding
Part III: Evolution
Chapter 7: A culture for engagement
The X-factor
The Culture Quadrant
Cultural resonance
OurSay.org
Chapter 8: Co-creation: Test. Fail. Learn. Adapt.
A powerful engine for innovation
A business imperative
Embracing co-creation
Blood, beer, sweat and tears
Free the love
Celebrate failure
The ‘magic 4’ of innovation
The Synergy of Huddle
Chapter 9: The sacred geometry of higher purpose
Embracing complexity and chaos
Dynamic system soufflé
The CATALYST Engagement System in action
Conclusion ... or is it really the beginning?
Appendix
Engagement Toolbox
Index
EULA
List of Tables
Chapter 2
Table 2.1:
Chapter 8
Table 8.1:
List of Illustrations
Chapter 2
Figure 2.1:
Toxic to Emergent model
Chapter 6
Figure 6.1:
Conscious Leadership in Action model
Chapter 7
Figure 7.1:
The Culture Quadrant
Chapter 8
Figure 8.1:
Four types of co-creation
Chapter 9
Figure 9.1:
Campaign ‘Rocket’ and Ripple System Comparison
Figure 9.2:
CATALYST — Synergy of Work and Life (Higher Purpose)
Figure 9.3:
CATALYST Engagement System
Figure 9.4:
CATALYST Engagement System cycle 1
Figure 9.5:
CATALYST Engagement System cycle 2
Figure 9.6:
CATALYST Engagement System cycle 3
Guide
Cover
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About the author
Stephen Scott Johnson is a culture change expert who helps organisations catalyse engagement and innovation. An industry veteran with two decades of experience in global business, he is a highly sought after international mentor and keynote speaker in enterprise co-creation, crowdsourcing and movements.
Stephen has worked with hundreds of people and organisations to transform their impact. He is featured in BRW, Fast Company, Huffington Post, National Marketing Mag, MICENET and PRWeb. Stephen’s clients include Unilever, Sanofi-Aventis, Victoria Envi-ronment Protection Authority, Momentum Energy and ecostore, just to name a few. His contribution to industry is critically acclaimed with accolades including Cannes Lion, AIMIA and Webby.
Outside of industry, Stephen has engaged in large-scale social change for organisations such as the United Nations and the World Wildlife Fund, helping them to achieve results for some of their most critical causes. He is passionate about conscious leadership and helping organisations adapt to the increasing current away from hierarchies to autonomous and interdependent networks.
Gratitudes
Writing this book felt like a rite of passage. What began in 2005 with a deep realisation of a broken world system and dismay at the lack of humanity in big business resulted in a life-changing quest for truth and meaning. I could never have imagined the journey that would unfold, the people, the stories and incredible encounters that led to my own conscious awakening. This book is the result of that journey — an achievement I am immensely proud of that would not exist were it not for the love and dedication of family, friends and an extraordinary team who made it possible.
Firstly, thank you to my north star — the many authors and thought leaders whose inspiration and insights light the path and help cultivate my own thinking and ideas. Special mention goes to (in no particular order) Lynne Cazaly, C. Otto Scharmer, Simon Sinek, Dr Jason Fox, Tim Leberecht, Frederic Laloux, Dan Gregory, Kieran Flanagan, Mykel Dixon, Alison Hill and Gabrielle Dolan.
To all the Emergents in business and society, men and women whose passion and contribution to improve the human condition fills me with awe. For those in my orbit who taught me what it means to live fully present and to honour the space between no longer and not yet - thank you, Jonathan Fields, Jarrod Briffa, Sarah Davis, Danny Almagor, Rebecca Scott, Graham Hill, Cameron Burgess, Malcolm and Melanie Rands, Gabor Bukovinszky, Tim Mahlberg, Damien Melotte, Michael Margolis and David Hood.
To my wonderful clients, whose commitment to innovation and excellence makes the work I do all the more meaningful. Your courage to suspend disbelief and embrace mess, complexity and variation gave me the platform to develop my ideas and intuition into the proven system and tools contained in this book. I am ever grateful. Thank you for rocking the status quo.
To the exemplary team at Wiley. Matthew Holt, for seeing the spark in me all those years ago at SXSW and offering me a book deal. The lovely Lucy Raymond, my commissioning editor. Thank you for capturing the vision for Emergent and for your longsuffering during what unexpectedly became a time of significant change and growth in my life. To my production team, Ingrid, Chris and Theo — you guys are incredible!
Kelly and Charlotte, my editors. At different stages you jumped into the fray to work on this book and helped make it so much more. It’s never an easy thing handing over a baby, however your professionalism and editorial prowess took the stress out of the writing process and elevated Emergent to a whole other level. Thank you, you’re the best!
To my family. Nanette for a lifetime of indescribable love. Dante and Lucia for inspiring me to be the best dad ever. To my parents Ian and Susie for always believing in me (especially the times when that got scary). My grandmother Jean for nurturing my optimism and reminding me that when people admire a diamond, rarely do they acknowledge the inconceivable heat and pressure that made it so brilliant. Brett, my ‘little’ brother — for always keeping me on my toes.
To my mentors, Peter Cook and Matt Church thank you for the most profound gift of all — the playground, inspiration and sage wisdom that gave me the courage to live my truth. You’re both extraordinary examples of what it means to lead with purpose and there aren’t enough words in the lexicon to express my love and gratitude.
To my practice manager, Gaya — you are a tonic for the soul and your empathy, intuition and entrepreneurial flair make being with and around you both a pleasure and a joy. Thank you, you’re truly one in a million.
I am blessed to call some of the most divine humans on the planet my friends. Thank you Georgia ‘Gigi’ Murch, Ashley Howden, James and Annie Layton, Sue Eaves, Will Noble, Michael Holtham, Lisa O’Neill, Mark Truelson, James Vella Clark, Melanie Gleeson, Glenda Childs, Christina Guidotti, Steve Granger, Lachlan Scott, Uta Sy, Nikk and Yolande Hughes and Yoav Goldwein.
Andrés Villamizar — I am the luckiest.
Foreword
In a world now characterised by an inextricable symbiosis with technology, never before has transparent and raw humanity been so vital to leadership, business and society.
Organisations the world over are being challenged to retain their relevance, value and talent within a maelstrom of technology and societal change. For leaders of such organisations, the ability to give an ever-fixed mark, a beacon if you will, to their team and to their stakeholders is essential to guide them through the storm. But as a leader, how do you have the confidence that your light is guiding them away from the rocks rather than toward them?
I’m yet to meet a successful leader who, either systemically or periodically, doesn’t suffer from a level of Imposter Syndrome (unless they suffer from complete delusions of grandeur). The need for external thoughts and wisdom can’t simply come from within their executive team or even from their board. Building out their broader eco-system and leveraging from many sources and data points is the only way to successfully assuage their isolation and allow for the non-sequiter idea that couldn’t be imagined or theorised from within the construct of the organisation. The ability to imbue innovation, bottle kismet and codify purpose in a company is the mark of success in the contemporary business landscape.
So, how is this addressed? Transparency. Radical transparency.
Radical transparency is at the core of 21st century leadership. And without the humility to accept, embrace and enact the vulnerability that is a pre-requisite for such transparency, leadership remains an austere façade that is a barrier to inclusivity. Inclusivity is now the hallmark of wise decision-making as it allows for the diversity of thought that provides decision-making with greater rigour. It generates a more robust process and minimises the risk of fateful, flawed navigation.
Many leaders are also conscious of change fatigue and use this as an excuse to not take their companies into unchartered, or lesser known, waters. This is certainly worthy of due attention but its precursor state — ambiguity fatigue — is also a toxin. In the right dosage, it’s crucial in order to allow the experimentation and adoption of new ideas. Too much and everyone begins to lose direction and faith. But by bringing your stakeholders and customers into the conversation, which is only possible through a leader’s admission that they, and their teams, don’t hold all the answers, co-ownership of the solution becomes possible. This attitude of co-creation is the active ingredient in the antidote for each endemic malaise the threatened company faces — leadership isolation, groupthink and stakeholders’ ambiguity fatigue.
Co-creation is the route to a sustainable culture of innovation. Emergent, at its simplest, is a template for the adoption and installation of co-creation.
Having sat on boards for around 20 years, I’ve naturally become familiar with using a risk register as the core artefact of corporate governance and the maintenance of stakeholder value. But this defensive posture frequently neglects the address of growth or rebirth. The risk of doing nothing never appears on a risk register and yet it is likely to be the greatest threat of all. Perhaps we should all instead create a new artefact that has a more positive stance — maybe a reward register? We certainly need to find new ways of retaining institutional memory while obviating the recidivist nature of large companies where they consistently backslide to previous modalities and shy away from the challenge of disrupting themselves.
Understanding where your company is at ‘now’ is pivotal to beginning the journey in this regard — Stephen’s Culture Quad-rant speaks to this and enables leaders and their teams to assess their current capability in order to plot a path to self-regeneration. In the process, shifting their perspective from one that is only risk-focused and beginning to focus on acknowledging the need for change and its potential rewards.
And, for the sake of absolute clarity, the rewards are not merely commercial. Societal value or social capital is also ‘front of mind’ for the prescient organisation. The Catalyst Engagement System detailed in this book provides you with the lens to see to the heart of this and capture your true values. Tactics and sales are transient; purpose and meaning are evergreen. Unless you are also striving to leave a legacy of societal impact then you’re just a bank account with debits and credits. And a company with an outlook that clinical simply will not resonate with its customers over the long haul. Especially in an emerging landscape where the most valuable companies in the world are ones with the minimal tangible assets in relation to their market capitalisation. Their value is an embodiment of goodwill in the brand and their connection to stakeholders and customers.
I’ve worked with Stephen, and counted myself fortunate to be his friend, for nearly a decade across a number of companies. His personal values and his diverse experience provide him with a vast knowledge of business and large-scale social change. This book isn’t hot-housed theory. It’s extracted from his personal fossil record in business and provides us with a unique perspective on organisational transformation, the development of corporate empathy and the need to inculcate systemic innovation.
Emergent is for leaders seeking enlightenment and a pathway to sustainable organisational success through the awakening, and confluence, of co-created purpose, vision and value. So, read on; embrace its principles; and enact them at your earliest opportunity.
Ashley Howden CEO, KJR (and ambassador for authentic leadership)
Introduction
THE LEGEND OF THE PHOENIX IS a tale about a mythical, sacred firebird that is said to have a 500- to 1000-year life cycle. According to legend, at the end of its life the phoenix builds a funeral pyre, which it then ignites. Both pyre and bird burn fiercely and are reduced to ashes — from which a young phoenix emerges, reborn anew to live again. The phoenix is destined to live as long as its old self and its ability to be reborn from its own ashes implies that it is immortal.
Our modern, technological world is in a constant state of change, reinvention and transformation. People, organisations and brands are continually challenged to adjust, modify and reinvent in order to remain relevant in the face of unceasing innovation that affects us personally and professionally on a daily basis. And this transformation can be derived from either thoughtful and meaningful consideration, or kneejerk reaction.
We all want to be reborn from our ashes and live a purposeful, engaged life, but how are we to transform and sustain conscious innovation and emergence? Out of the shadows a new story of abundance and nurture is rising — a catalyst for lovingly serving and shaping conscious action and innovation for the sake of all mankind. It is ancient in origin, sacred and powerful. Like the rebirth and transformation of the phoenix, it is a fire that cannot be quenched.
We all want to be reborn from our ashes and live a purposeful, engaged life, but how are we to transform and sustain conscious innovation and emergence?
Deep, resonant, this new story ignites the spirit, purifying and burning away everything that isn’t truth, seeking kindred connection in an intuitive awakening and rediscovery of self.
This is the path of the Emergent.
Emergent people and organisations are those that enhance corporate performance while simultaneously improving the lives of millions of people around the world. They are conscious leaders, artisans, and innovators, galvanised by a higher purpose that acts as a compass for transformation and growth.
Companies seeking new competitive advantages are recognising the Emergent path as an effective strategy in the quest to forge long-term sustainability, and yet they are rarely equipped with — or even fully aware of how to develop — the necessary skills and acumen to transform intent into action.
My invitation to all organisations is to become Emergent, through conscious innovation and by identifying ways to authentically shift the focus of business culture from the traditional command-and-control, independent metaphor (that which gains power at the expense of community), to an interdependent model that is based in collective benefit and co-ownership.
If you’re just getting started on the journey and exploring ways to create stronger and more authentic alignment with your people — employees, customers, stakeholders — an excellent place to start is with the tenets of conscious capitalism.
The tenets include higher purpose, stakeholder orientation, conscious leadership and conscious culture. These form the foundation of Emergent enterprises such as Small Giants, Kinfolk and ecostore, which all possess a holistic worldview and generate every form of value that matters — emotional, social and financial.
If you’re further along the journey and actively engaged in purpose-led business, your challenge is likely one of a more practical nature that requires an essential toolset and techniques to catalyse the growth and impact that are already happening in your business. This book provides just such a toolset and the techniques to help you co-create a movement and sustain a culture of innovation.
How do you start on this path? The following points provide a ‘lifeline’ for any business leader seeking to co-create innovation and take conscious responsibility for their brand and business actions:
Map your universe:
Who are the key stakeholders and influencers in your organisation? Analyse environmental factors to quantify the value and impact from an external engagement perspective.
Define your contribution:
Create clarity of your enduring value, proposition and societal contribution. Are these at the nucleus of your organisation’s purpose?
Become an artisan of connection
: Persuasive tactics are no longer enough to sustain your reputation and engagement with stakeholders. Survival and growth demands new skills, experience and tools. Identify ways to address incongruence of purpose and forge authentic connections with people. Without this essential leadership imperative it is impossible to establish and sustain community. Can you identify a known social problem that intersects with your business? How can you collaborate with people inside and outside of your organisation to address this problem?
Radical transparency and accountability:
Protectionist behaviour will not save you. Organisations that co-create value with stakeholders and ‘think and act’ transparently in a collective sense do better in the long run.
I explore these ideas throughout this book, providing models and frameworks for you to adopt and culminating in the CATALYST Engagement System, an easy-to-implement ripple methodology for sustained growth and impact that I outline in chapter 9.
Moving from ‘seek and destroy’ to co-creation
For the past 20 years I’ve been engaged in a professional and pro bono capacity as a movement architect and strategist on large-scale social change agendas, including Live Earth, the United Nations’ Malaria Envoy, California Public Utilities Commission Engage 360, and the World Wildlife Fund Fight For the Reef. These organisations sought to create a movement when significant investment into traditional campaign mechanisms failed to achieve desired behaviour change goals or sustain engagement.
Interestingly, while these initiatives varied in quest and scope, their remit was always the same — mobilise a critical mass of awareness, engagement and advocacy to catalyse donor support.
Sustaining involvement in any change agenda is no mean feat and requires more than a lacklustre campaign devoid of vitality, force and conviction. Having spent more than a decade in the global advertising industry, I have witnessed the launch of hundreds of these campaigns. It was in this context that I began to realise something was inherently wrong with mainstream brand marketing, and that, by extension, institutional philanthropy and corporate social responsibility were also in trouble. The seek-and-destroy approach of targeting consumers statistically and without context, is like launching a rocket with a faulty guidance system.
Ubiquitous social media and social networking have certainly made it easier for marketers to adopt a more human approach; however, the reality is campaigns are media-driven, costly to maintain, and not proven to drive loyalty.
The seek-and-destroy approach of targeting consumers statistically and without context, is like launching a rocket with a faulty guidance system.
Statistical analysis, demographic research, creative design, channel planning and media buy are all attempts to pre-determine outcomes. At campaign ‘go-live’, the control tower observes the rocket launch into the stratosphere, hoping like crazy that it will fly true and without incident to reach its intended target. Does this behaviour seem somewhat insane to you?
Regardless of whether your organisation is a non-profit, corporate institution or grassroots community, the point I’m making is that marketers don’t have a crystal ball to see into the future and they have no control over the trajectory of a campaign once it has launched.
A lot can cause that rocket to falter, including economic instability, simultaneous competitor campaigns, industry aggressors and negative peer-to-peer reviews. No amount of deal persuasion or content optimisation is going to defy campaign gravity once your rocket has launched, not to mention the vast amounts of energy and resources that are required to keep your campaign rocket in the sky.
