Grow Through Disruption E-Book

Brett Richards

• Herausgeber: Clink Street Publishing
• Kategorie: Fachliteratur
• Sprache: Englisch

Veröffentlichungsjahr: 2017

Beschreibung

In today's market, where speed and performance are critical to success, CEOs and executives face an unprecedented number of challenges to continue differentiating themselves from competitors. At the same time, current methods of understanding and assessing an organization's true ability to grow through innovation and transformation are outdated. In Grow Through Disruption: Breakthrough Mindsets to Innovate, Change and Win with the O.G.I. Dr. Brett Richards, PhD, a seasoned practitioner and researcher with over 20 years of experience in the area of individual and organizational effectiveness, offers a new, comprehensive system for 21st century companies to measure growth and adapt to the changing business landscape. Some of the most important data to an organization's success is invisible and intangible, making it very difficult for leaders to make decisions based on what is really happening. In response, Dr. Richards developed the Organizational Growth Indicator (O.G.I.), a system of quantifable metrics to shed light on these previously hidden factors. The OGI enables leaders to make even more intelligent strategic decisions and, ultimately, strengthen their businesses by codifying: 4 Principal Mindsets that uncover previously hidden people and culture dynamics, The Transformation Wheel, consisting of 8 Orientations that both support and constrain an organization's ability to grow through disruption, and The organization's capacity to achieve growth through innovation and adaptive change. Harnessing decades of experience and system development, Grow Through Disruption is an essential read for heads of global corporations to leaders of small and midsize businesses to develop more vibrant, fulflling and lasting organizations.

Leseprobe

GROW THROUGH DISRUPTION

Breakthrough Mindsets to Innovate, Change and Win with the OGI

Brett Richards

CONTENTS

TITLE PAGEFOREWORD PREFACE ACKNOWLEDGEMENTS CHAPTER 1: SEEING THE INVISIBLE When maximizing organizational growth, it’s the things we can’t see that matter most. Leaders are asked to think differently about ways to improve their organization’s ability to create new value and to change more effectively, but few have the tools to set them up for success. Here we’ll explore this common shortcoming and begin to lift the veil.CHAPTER 2: WINNING IS EVERYTHING In professional sports, winning or being first is everything. In business, “winning” is critical for success — but does it always mean being first? Winning within organizations is more complex and is dependent on many factors, including its vision, mission, strategy, and values. We’ll reveal what the most successful organizations consider when developing their winning strategies.CHAPTER 3: MINDSETS MATTER CHAPTER 4: WHAT’S YOUR ORGANIZATION’S MINDSET? A new model demonstrates the link between the 4 Principal Mindsets and the four core organizational types. The characteristics that organizations inherently value ultimately shape their evolution. Given mindsets are an expression of an organization’s underlying values, beliefs and cognitive preferences, they can be linked to various organizational types. We’ll explore the traits of each one, and will highlight how to manage the associated risks and rewards.CHAPTER 5: THE TRANSFORMATION WHEEL®Change and transformation are at the root of growth. This chapter describes the 8 Orientations that influence an organization’s capability for growth and its readiness for change, and explores key factors that influence an organization’s ability to do so adaptively.CHAPTER 6: MEASURING SHIFTS IN ORGANIZATIONAL MINDSETS It is now possible to tangibly track shifts in your organization’s mindset to gauge the extent to which your organization is achieving positive change. We’ll take a look at how an academic institution was successful in shifting strategically toward a more creative and entrepreneurial mindset.CHAPTER 7: MEASURING SHIFTS IN AN ORGANIZATION’S GROWTH MINDSET How a mid-sized, family-run company tracked shifts in its transformational “readiness” and growth mindset over a three-year period.CHAPTER 8: GLOBAL COMPANIES IMPROVING GROWTH CAPABILITY WITH THE OGI®CHAPTER 9: LEADERSHIP STYLES TO SHIFT ORGANIZATIONAL MINDSETS Leaders are integral to organizational success, but it’s not always possible to tangibly quantify the extent to which they influence an organization’s ability to grow and transform. In this chapter, we’ll tangibly demonstrate how different leadership styles directly affect an organization’s ability to fulfill its vision for growth.CHAPTER 10: GETTING STARTED WITH THE OGI Insight and understanding are critical ingredients for growth, but their effects are lost without transforming their power into intelligent action. In this chapter, we explore six key questions and five practical steps you can take to accelerate growth and improve your organization’s performance.APPENDIX A An overview of the OGI’s statistical properties.INDEX ABOUT THE AUTHOR COPYRIGHT

ACKNOWLEDGEMENTS

The ideas proposed in this book have sprung from my interactions and learnings with so many great minds in academia and business over the years to whom I am deeply indebted. This book is an evolution of my doctoral dissertation, so I would be remiss not to thank my committee. Dr. Bob Silverman, enriched my thinking in so many ways, notably through hours of dialogue pertaining to the nature of organizations, and their quadratic structure. Drs. Fred Steier, Rich Appelbaum and Carina Fiedeldey-Van Dijk each offered rich perspectives related to systems theory, organizational effectiveness and the development of statistically sound assessments.

Many thanks go to Jerry Rhodes and his remarkable system of Effective Intelligence which has shaped my thinking beyond measure over the last twenty years, particularly related to cognitive styles and his unique conceptualization of thinking-intentions. Thanks also to Bob Wiele, a great, early mentor of mine whose intellect and creativity left an indelible impression on me and my approach to learning and development. I was fortunate to study with the late Sensei Miguel Palavecino, a master martial artist in the truest sense of the word, who introduced me to Tai Chi, the practice of mindfulness, intentional action and the important integration of mind-body-spirit. My deep gratitude goes to the late Bishop Henry Hill who embodied what it means to be a truly spiritual being. He had a deep intellect with an even deeper faith in God and the goodness that rests within all of us.

Related to the nitty-gritty task of getting the book done I would like to thank Daina Astwood-George for her fresh thinking and pragmatic sensibility. A dear colleague of mine, author Martin Rutte, founder of Project Heaven on Earth once said to me: “No David, no book, no kidding.” He was right. I’m grateful to David Christel for the many hours he committed to this book. I would not have accomplished it without him. Most of all, I appreciated David’s sharp mind blended with a gentle spirit which offers a rare mix indeed.

My team at Connective Intelligence must be thanked as I’d never get any project completed, book or otherwise, without their commitment and support.

I dedicate this book to my children, Courtney, Kyle and James who never cease to amaze, and to Lois, my wife and greatest inspiration of all. Thank you for blessing my life with yours.

The following are some Inconvenient Truths I’ve uncovered related to innovation within organizations. They are inconvenient because they are things that require attention and acknowledgment even though they may be difficult to do or accept. We may even choose to ignore or deny their existence, however, doing so may lessen the impact of our efforts at accelerating organizational growth through innovation and adaptive change.

You will see them pop up throughout the book. Any look familiar? There are likely more.

Inconvenient Truths

Leaders of organizations need better ways to measure, quantify, and demystify innovation so that it can be tangibly addressed in a systematic way.Innovation is a leading indicator of an organization’s ability to sustain future success.The majority of organizations still view innovation as a “nice to have” not a “need to have,” and they eventually pay the price. Those that do value and see the need for innovation struggle with how to do it well, or better.The goals of organizations and the goals of innovation are most often the same and yet the two are experienced by organizational members as enemies, not allies.Creativity is absolutely essential, but it’s not the whole story.An inability to break the bonds of short-term thinking at the leadership level will kill innovation.Organizations are most often adept at short-term, incremental innovation, but are typically much less effective at long-term, transformative, or radical forms of innovation.Failing to understand the full ramifications of the fact that organizations are complex systems, rather than a collection of complicated processes, will severely constrain an organization’s transformational potential — their ability to initiate and sustain innovation. There is no innovation without leadership support.There is a dramatic need to better understand the relationship between organizational thinking and organizational innovation.Effective organizations are most likely to be successful with innovation and yet it’s the ineffective organizations that need it most and who often experience numerous failed innovation attempts, a.k.a. the vicious cycle.Engagement surveys are useful, but not substantive enough to fully grasp, describe, and enable how to improve organizational innovation and transformation.Innovation and transformation are every bit as emotional as intellectual for every member of an organization.

CHAPTER 1

SEEING THE INVISIBLE

“The seeds of decline are usually in place long before decline becomes visible — like a disease where you look strong on the outside, but you’re already ill on the inside.”

Getting a Grip on Reality

For millennia, philosophers have searched to understand the nature of reality. How is reality described, how is it known and how does it influence the happiness and success we experience in our lives? We hear and make references to “reality” all the time using phrases like: “the reality is…”; or “wow, what planet are they on?”; or “man, are they out of touch…”; and more recently the notion of “fake news,” which is, of course, another way of saying that what you are reading is false and out of touch with “reality.”

Reality is not just something that is tangible, that we can visibly see with our eyes; it is also something we or . In other words, the stuff of reality — facts — takes on two primary forms: they can be drawn from the tangible, objective, external world; or they can be drawn from the intangible realm of hidden, subjective impressions and opinions.