What is Leadership in the 21st Century: Transforming PPP (Perception, Paradigm and Performance)

While leadership is accountable for the Performance and the Results. Leadership doesn’t cause the results. Leaders are not necessarily causing the results themselves. They are creating the environment in which results happen.

The environment in which results happen includes the culture of the team and organization. It also includes the paradigm in which people operate.

To transform the paradigm in which people operate, firstly the leaders need to transform the perceptions and help the team to transform the perceptions.

Unless there are new perceptions, there is no new paradigm and no innovation. No real Leadership.

There are 3 key perceptions that the leaders and the team need to transform:

  1. Perceptions about the stakeholders, their challenges, their ambitions and their world view
  2. Perceptions about Self – as individuals and as team
  3. Perceptions others have about you – again as individuals and as team/organization

Once the perceptions are transformed, then the game shows up differently. A new paradigm is created.

A new paradigm in which the stakeholders can give up their positions and get into the space of understanding multiple views, multiple concerns and include all of them in the learning journey.

Inside this new paradigm there is space for collaboration and co-creation.

This is the beginning of a new era of leadership – Leadership of the 21st Century.

Welcome to the Leadership from the Emerging Future. http://bit.ly/LFEFCohort12

Regards Manoj Onkar – manoj@managementinnovations.co.in

Transforming the leadership and consciousness with which organizations, society and individuals operate.

For Leadership Team and Change Makers.

Get trained and certified in the world’s powerful technology and make a big difference for your organizations.

Master :

  1. Leadership Transformation
  2. Change Management
  3. Organizational Culture
  4. Management Development & Supervisor Development
  5. Teamwork & Breakthrough Collaboration
  6. Stakeholder Relationships
  7. Sales and Customer Service

Technology that you use in large organizations and small organizations, for profit as well as in social organizations.

Also relevant if you are operating in the educational institution space.

Technology developed by professors from MIT, USA and used by companies like Google, Alibaba, McKinsey, PWC, Fujitsu, Glaxosmithkline and organizations like World Bank and many more.

http://bit.ly/LFEFCohort12

Contact manoj@managementinnovations.co.in for more information.

WhatsApp: 91 – 9106456275

Sustainable Food Lab – Sensing the future that wants to emerge

SUSTAINABLE FOOD LAB

WWW. SUSTAINABLEFOODLAB.ORG

The Sustainable Food Lab (SFL) comprises leaders from more than 100 organizations that represent a microcosm of the stakeholders in food delivery systems.

The purpose of this large-scale intervention is to make food systems more sustainable.

Current members include individuals from the following companies: Carrefour, General Mills, Nutreco, Organic Valley Cooperative, Rabobank, Sadia, Costco, US Foodservice, SYSCO, and Unilever; from governmental organizations in Brazil and the Netherlands, plus the European Commission, the International Finance Corporation, and the World Bank; from civil society organizations including the National Confederation of Agricultural Workers of Brazil, Oxfam, The Nature Conservancy, the World Forum of Fish Harvesters and Fish workers, and the World Wildlife Fund.

The Lab’s prototyping projects are addressing supply chain innovations, demand pull for sustainability, purchasing standards, and policy changes.

Excerpt from https://www.presencing.org/assets/images/theory-u/Theory_U_Exec_Summary.pdf

We offer customized leadership development and change management workshops and consulting services to organizations. We also collaborate with educational institutions to help them include Theory U principles in their curriculum and offerings.

We also conduct open workshops on Leadership from the Emerging Future :

Theory U & the African Public Health Initiatives

THE AFRICAN PUBLIC HEALTH, LEADERSHIP AND SYSTEMS INNOVATION INITIATIVE:

This initiative will develop a replicable model for improving public health leadership and system performance using an approach called the Innovation Lab.

The Innovation Lab increases leaders’ effectiveness by cultivating their managerial skills and by addressing the attitudes, values, and relationships that drive behavior. It stimulates system change by enabling cross-sectoral leadership teams to take advantage of new opportunities and to clear bottlenecks.

The Innovation Lab in Namibia will convene healthcare leadership teams from government, business, and civil society.

Teams will be guided through an intensive leadership development and project-based learning experience over two years.

The pilot project of this approach seeks to benefit people who are underserved by current healthcare systems, particularly those living on less than $2/day.

The proposal has been cocreated by the Synergos Institute, the Presencing Institute, Generon Consulting, and McKinsey & Company in collaboration with partners in the global South and has been submitted to the Bill and Melinda Gates Foundation for funding.

Excerpt from https://www.presencing.org/assets/images/theory-u/Theory_U_Exec_Summary.pdf

We offer customized trainings, workshops and consulting services in the field of leadership development, culture transformation, stakeholder relationship development, strategy implementation and L & OD initiatives.

Our open workshop on Leadership and Change Management is also available: http://bit.ly/LFEFCohort12

Leadership & Change Management with Theory U @ ELIAS: Creating a global innovation eco-system

ELIAS: CREATING A GLOBAL INNOVATION ECO SYSTEM

www.ELIAS-GLOBAL.com

ELIAS (Emerging Leaders for Innovation Across Sectors) is a network of twenty global business, government, and civic organizations dedicated to finding productive solutions to the most confounding dilemmas of our time. Each member is a powerhouse in its realm—BASF, BP, Oxfam, Nissan, the Society for Organizational Learning, Unilever, the UN Global Compact, UNICEF, the World Bank Institute, and the World Wildlife Fund, among others.

Together ELIAS members are examining problems by combining systems thinking, deepened personal awareness, and listening skills with hands-on prototyping in order to develop and test new cross-sector approaches to some of today’s most difficult challenges.

The ELIAS pilot program convened a group of 25 high-potential leaders from these organizations and sent them on an intensive learning journey that included training in leadership capacity building and hands-on systems innovation.

After shadowing each other in their work environments (each fellow spent several days in the life of one or more peers in another business sector), the group travelled to China in the fall of 2006, where they engaged in discussions with Chinese thought leaders, consulted with sustainability engineers, journeyed to rural China to observe emerging challenges, and capped the trip with a week of contemplative retreat.

• One of the prototyping projects developed by the ELIAS pilot group is the Sunbelt team, which is exploring methods for bringing solar- and wind generated power to marginalized communities, especially in the global South. This decentralized, distributive, democratic model would significantly reduce CO2 emissions and foster economic growth and well-being in rural communities.

• Another team is testing alternative energy resources, such as the indigenous development of renewable and hybrid sources of power for the Chinese automotive industry.

• An Africa-based team is testing mobile community-based life education as a way to uproot the HIV/AIDS pandemic.

• An ELIAS fellow from the Indonesian Ministry of Trade applied the U process to government policies for sustainable sugar production in Indonesia. His idea was to involve all key stakeholders in the policymaking process.

The results were stunning: for the first time ever the Ministry’s policies did not result in violent protests or riots by farmers or other key stakeholders in the value chain.

Now, the same approach is being applied to other commodities and to standards for sustainable production. The Indonesia-based ELIAS team plans to launch a country version of the ELIAS cross-sector innovation platform in early 2008 that will focus on the severe flooding problems in Jakarta.

• A Brazil-based team is focused on integrating the whole demand-and supply chain for organic agricultural products. They are creating infrastructures, raising awareness, and building skills and support networks of small farmers using organic agricultural methods.

The goals include improving contractual fairness and creating a transparency that allows the entire value chain, from the farmers to the consumers, to see one another, connect, and co-evolve.

The ELIAS team from Brazil also intends to launch a country version of the ELIAS innovation platform in Brazil in 2008.

• In the Philippines, one ELIAS fellow of Unilever teamed up with former colleagues who now work in the NGO sector to form a venture (MicroVentures) that advises and finances women micro-entrepreneurs in the Philippines by leveraging the Unilever business and its network at the community level. What started as an idea by a few people two years ago has turned into a vibrant and rapidly evolving global network of changemakers and prototyping projects.

In addition to company-city- and country-specific projects and programs, ELIAS fellows have developed a global ecology of prototyping initiatives and an alumni network of high-potential leaders in some of the most innovative institutions in business, government, and the NGO sector.

Together, this global network hopes to use a web of activities develop the capacity to respond to some of the key challenges of our time in truly innovative ways (Field 4 responses).

Other outcomes of participation in the ELIAS program include:

  1. Prototypes of cross-sector innovation that address that shared challenges of

• creating value for the triple bottom line—the environment, society, and the

• economy—with the ultimate goal of advancing global sustainability

  • A steadily growing network of leaders from the public, private, and civic sectors

• that will enhance and accelerate the benefits to individual members

  • Information and ideas for innovative solutions to individual members’

• challenges

  • An enhanced capacity among leaders to deal with the complexity of    

globalization

• and sustainable development through practical innovations.

We, at MANAGEMENT INNOVATIONS offer curated courses and consulting services on Theory U and Leadership from the Emerging Future from the commitment to alter the consciousness with which organizations, society and leadership operate.

One of our Leadership and Change Management workshops offered for senior leadership teams and entrepreneurs globally is *Leadership from the Emerging Future* a 3 month video conference based workshop series. We have had participation from 28 industries and 8 countries till now.

http://bit.ly/LFEFCohort12

Our Cohort 12 starts from 24th February 2020.

For more information contact manoj@managementinnovations.co.in; 91-9106456275

Why Leadership Education needs to change?

To bring different results on the planet, we need different leadership. Actually we need a different leadership paradigm.

Shifting from Past based to based on sensing and actualizing the higher future possibilities.

Shifting from EGO to ECO. From thinking of some people, some interest groups to thinking of one and all – holistic, all inclusive.

Shifting from the economy of ignorance, hate and fear to economy of curiosity, compassion and courage.

Shifting from leadership as an individual phenomenon to leadership as a collective capacity to sense and actualize the higher future possibility. The world of co-creation.


We would like to discuss further with various stakeholders in the area of leadership and management development in institutions and organizations world wide.

Thanks Manoj Onkar Email: manoj@managementinnovations.co.in

Why Leadership Education needs to change?

To bring different results on the planet, we need different leadership. Actually we need a different leadership paradigm.

Shifting from Past based to based on sensing and actualizing the higher future possibilities.

Shifting from EGO to ECO. From thinking of some people, some interest groups to thinking of one and all – holistic, all inclusive.

Shifting from the economy of ignorance, hate and fear to economy of curiosity, compassion and courage.

Shifting from leadership as an individual phenomenon to leadership as a collective capacity to sense and actualize the higher future possibility. The world of co-creation.

We would like to discuss further with various stakeholders in the area of leadership and management development in institutions and organizations world wide.

Thanks Manoj Onkar Email: manoj@managementinnovations.co.in

Creating 21st Century University – Transforming Higher Education, Management & Leadership Development

  • Why higher education needs to change?
  • Education needs to prepare people aware of the current world challenges and be able to bring new perspectives to address the current world.
  • Also education needs to help people develop themselves for sensing the future and actualizing the highest future possibility.
Current Reality

What are the key points for transforming education?

  1. Build Vertical Literacy
  2. Learning as kindling of the flame
  3. Action Learning: Shift the outer place of Learning. Learning by doing.
  4. Whole Person Learning: Shift the inner place of Learning.
  5. Ecosystem Leadership: Building Capacity from me to we
  6. Self Knowledge – Know Thyself
  7. Systems Thinking – Make the system see itself
  8. Social Arts and Aesthetics – Make the system sense itself
  9. Science 2.0: Observe the Observer (Self)
  10. Tech 2.0: Create awareness based social technologies
  11. Democratize – Build infrastructure for deep learning @ Scale
  12. Third and Fourth Teacher : Place and Social Fields

Leadership and Change Management with Theory U @ HP

HEWLETT PACKARD


As part of the work done by Dr. Otto Scharmer and team, among many global organizations, HP has applied Theory U in change efforts within its digital photography business portfolio, focusing on improving the customer experience and cross-category business strategies.

In 2005, HP launched an effort to improve the value of its digital photography products and services by designing compelling customer experiences across its broad portfolio.

Although originally designed to focus on customer experiences, interviews with executives revealed that delivering satisfying customer experiences would require substantial cross-category and cross-value chain strategy development and
alignment.

 A more holistic change effort was then developed and launched, consisting of four tracks:

(1) an Executive Leadership track to address executive learning and leadership, including management of portfolio objectives and leading interdependent cross-business programs;

(2) an Experience Design Operating Model to address governance, decision-making, collaboration, and lifecycle processes;

(3) an Experience Design track to develop the design capabilities and capacity required to meet business goals; and

(4) an Organizational Development track to grow the broader organizational culture in support of the previous three tracks.

In the Executive Leadership track, an initial workshop established a common ground perspective of the digital photography opportunities and challenges.

This workshop also established a learning agenda that served as the foundation for executive learning journeys.

Based on the initial positive results of the digital photography effort, HP is now pursuing a broader use of Theory U in change efforts in its Imaging and Printing Group.

Excerpt from https://www.presencing.org/assets/images/theory-u/Theory_U_Exec_Summary.pdf

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We offer training and consulting interventions customized to organizational perspectives.

Our open workshops have been a great opportunity to get introduced to the power of Theory U and Leadership from the Emerging Future.

The video conference based workshops allow people to participate in this world class leadership and change management opportunity from anywhere in the world.

http://bit.ly/LFEFCohort12

For more information contact Manoj Onkar – 9106456275; manoj@managementinnovations.co.in

Leadership and Change Management with Theory U@ German Healthcare Network

Excerpt from https://www.presencing.org/assets/images/theory-u/Theory_U_Exec_Summary.pdf

Multi-stakeholder Innovation
TRANSFORMING A REGIONAL HEALTHCARE SYSTEM IN GERMANY


In a rural area of approximately 300,000 inhabitants near Frankfurt, Germany, a network of physicians applied the U process in several ways, including in a patient-physician dialogue forum.

When negotiations between the physicians’ network and the insurance company stalled, the core group of physicians invited other physicians and their patients to a one-day meeting designed around the U process.

In preparation for the meeting, a group of students trained in dialogue interviews spoke with 130 patients and their physicians. Then they invited
all of the interviewees to a feedback session, which 100 of them attended.

During this event and afterward, the patients and physicians moved from politeness and debate to real dialogue and thinking together.


The initiatives formed or crystallized during this day had a profound impact on the region.


One group proposed a standard format for transferring information between hospitals and outside physicians and has since opened an office for the outside physicians at the largest hospital in the region. It is jointly run by the clinic and residential physicians and works to improve critical interface between the two.


The group also prototyped and then institutionalized a new program that provides better emergency care for patients, incorporates cross-institutional cooperation, and costs less.

As a result, factor 4 cost savings have been realized, and patient complaints in that region have decreased to almost zero.

*****

We offer curated courses on leadership and change management for corporates, government and not for profit organizations.

We also offer in person and video conference based live workshops.

Our next batch is scheduled to start in Feb. 2020 http://bit.ly/LFEFCohort12

Leadership and Change Management with Theory U @ Royal Dutch Shell

ROYAL DUTCH  SHELL


Shell has applied some key elements of Theory U in change efforts at Shell EP Europe. In 2005 the organization was experiencing significant problems getting its new Plant Maintenance process to work.

One site, a gas plant in the Netherlands, with about 60 staff members, was selected to be the pilot site for diagnosing what was going on.

Interviews with Shell staff revealed that the problems in the organization,
while being attributed to new SAP software, were more likely symptoms of the way people were working together.
The rich material gained from the interviews allowed a team of internal consultants to develop a number of “what’s in it for me?” propositions as a way of tapping into people’s feelings. The propositions, in the form of cartoons, were used in two small focus groups of six or seven people to help Shell staff visualize a different future.

In the focus group dialogues, Shell employees were able to express some of their deeper feelings about working at the plant and about SAP. They expressed a desire for less conflict during the workday, and they welcomed ideas for a new approach to organizational effectiveness.

Instead of seeking any specific business targets, the team sought to create a better environment for learning, innovation, and change. The results of that approach proved to be powerful and sustainable.

Says Jurry Swart of Shell: “After a couple of months we saw the output KPI’s [key performance indicators] of the process improving.

Furthermore, we saw a cultural change in the whole organization, from being negative and skeptical to one of inquiry and keenness to move forward. A survey of the Shell participants revealed greater motivation and reduced frustration at the gas plant site.”

Excerpt from https://www.presencing.org/assets/images/theory-u/Theory_U_Exec_Summary.pdf

http://bit.ly/LFEFCohort12 – Our Curated Course for Leaders and Entrepreneurs

Leading in the Changing Economic Context

While management is about “Getting things done’, Leadership is about creating and cultivating the larger context – the fertile common ground and soil in which things can happen.

Initially, business leaders embraced a directive approach i.e. command and control. Leaders setting the agenda and objectives designed to mobilize and guide the whole company.

In the complex environment, that doesn’t work too well – How can you command and control when the most important goals, objectives, issues and opportunities are not known up front but tend to emerge over time?

As a response to the above challenge, leaders started to balance setting goals and direction while increasing people participation across the organization.

Now we are in the third phase.

Blank Canvas

This phase is concerned with creating the conditions that inspire people, teams and networks to operate from a ‘different place’. In this era, organizations can achieve peak performance by creating conditions that all them to unleash the power of their people – not leading them, not managing them, but by co-inspiring them.

For high performance organizations to evolve, leaders have to extend their focus of attention from processes to using the “blank canvas” dimensions of leadership.

They must help people access their sources of inspiration, intuition and imagination. Like an artist standing in front of the blank canvas, leaders must develop a capacity to shift their organization so that its members can sense and articulate emerging futures, both individually and collectively.

The Changing  Economic Context
   
Goods Services Innovation
 
Focus of Value Creation Make standardised products Deliver customized services Stage and co-create personalized experiences
       
Customer as Target for Mass Marketing Target for Mass Customization Partner for Co-Creation
       
Economics Economies of Scale Economies of Scope Economies of Presencing
       
Organizational Model Functional,  Divisional, Networked,
  Single Sphere: Mass Production Two Spheres: Production, Customer Interface Three Spheres: Production, Customer Interface, Innovation
       
Location of Entrepreneurial Impulse Centre of one’s own organization (Product Focus) Periphery of one’s own organization (Customer focus) Surrounding sphere of one’s own organization (co-creation focus)
       
Relationship Logic with Customers PUSH ( Product driven) PULL ( Service driven) PRESENCE (Co-creation driven)
       
Managerial Mindset The world is as it is.                      Self = Onlooker The world evolves as people interact. Self = Participant The world arises as we choose to attend. Self = Source of Co-creation

Above table from the book Theory U by MIT Prof. Dr. Otto Scharmer point that, today, most organizations are not one, but three. Three spheres are Production, Customer Interface and Innovation.

And each of their 3 spheres functions according to a different set of principles.

In Production, the primary principle is Economies of Scale.

In Customer Interface, the primary principle is Economies of Scope.

For Innovation, it is Economies of Presencing; that is, the capacity to sense and shape emerging future possibilities.

To see these patterns accurately, one must look beyond a single organization and begin to see larger economic contexts in which companies co-evolve.

As companies evolve into this next stage, they begin to see the increased need to develop their presence based relational skills.

In order to deal with with disruptive stakeholder situations, managers must be able to tap into their inner sources of creativity and operate from the ECO context – not just individually but as part of a larger organizational field.

They must learn to function within emerging complexity.

The above articles in an excerpt from the book Theory U.

We offer organizations workshops and consulting interventions to help them transform their leadership and build organizations ready to thrive in the VUCA world.

Our introductory workshop both online and in-person can kick start the journey for the organizational leadership team.

Check out: http://bit.ly/LFEFCohort12 – information about our batch starting from Feb. 2020. Thanks Manoj:manoj@managementinnovations.co.in