Let me paint a scenario of contradictions. Most of us know that the leading cause of death in America is heart disease, caused by obesity, stress, and other factors related to a sedentary lifestyle. Yet we are sitting, working longer hours than ever before. ‘Progressive’ companies are exploring ways to build and scale cultures that free people from the tethers of a traditional office-based environment. Yet we are connected 24-hours a day, seven days a week, enabling us to work anytime, anywhere – and we do. We have watches that measure every step we take, access to healthcare through a video chat on our phones, and applications that can count every calorie we eat. Yet when it comes to health, the United States is in a downward spiral.
Posted by Chris Gros
March 29, 2017 at 7:57 AM
Posted by Phil Cunningham
March 22, 2017 at 7:50 AM
Telephones came into existence in the late 19th Century. Along with the innovation came the establishment of new businesses, each focused on providing this new communication capability to the marketplace. And along with those emergent organizations came hundreds of thousands of new jobs for switchboard operators who would connect incoming calls to a final destination. The overwhelming rise in market saturation of telephones and resulting call activity outpaced the capacity of human workers to connect the calls well into the 20th Century. Automatic switching equipment emerged as a solution - and ultimately replaced the workforce entirely.
Posted by Dave Baber
March 15, 2017 at 8:15 AM
Like organizations and the innovations they produce, the workforce has undergone significant change over the last 15 years. It shows every sign of continuing to evolve at this accelerated pace. Emerging developments are shifting stakeholder expectations, leaving industry leaders struggling to steer their organizations. Power is shifting from traditional executive positions to the workforce and customers with a proliferation of new ways to gather and disseminate information and collaborate on strategic tasks. As that shift happens, the gap between operations, workforce desires, customer expectations, and governing policies is widening.
Posted by Gregory Weber
March 8, 2017 at 8:01 AM
“If you don’t understand people, you don’t understand business.”
- Simon Sinek
Search “technology” or “innovation” or “computer” and “founded/er, ” and you’ll come up with lists of people who have launched tech companies. You might find lists dedicated to women, all non-U.S. born innovators, or non-tech people who started companies. You aren’t going to find a single story of an organization created, funded, launched, and nurtured by a computer. That’s because, for all the things that technology can do for us, it can not replicate the value and power of human judgment, instinct, or empathy that are so vital to the health of our workforce, our organizations, and our global marketplace.
Posted by Scott Stafford
March 1, 2017 at 10:01 AM
Big Teaming is “intense collaboration between professions and industries, which requires leadership that can combine expansive vision with deliberative incremental action.” It is necessary for organizations to take an inherently orthogonal approach to problem-solving and strategy, like that of our FUTURE PROOF® business consulting services. In Big Teaming scenarios, cross-functional teams bring together broadly disparate functional domain expertise to accomplish a task or solve a challenge.
Posted by Nina Martire
February 22, 2017 at 1:10 PM
America is at a security nexus. Critical infrastructure is deteriorating, private information is becoming less private, and the threat actor profile is increasingly difficult to pinpoint. At the same time that uncertainty is escalating, collective trust in traditional sources of security (i.e., police, the government) is waning and shifting to new targets.
Posted by Avery Sen
February 15, 2017 at 8:00 AM
There is no one “right” way to innovate. There are different reasons to do it, different ways to do it, and different experts required. What success means and how to achieve it depend on human institutions and human engagement. Every innovation is a reflection of the capabilities and culture of the organization that produced it, as is every failed attempt at innovation. While there is no right way to innovate, organizations can benefit from common understanding.
In almost every industry and sector, AI is opening up new possibilities and forcing us to think outside of long-held paradigms. As these burgeoning resources reshape how we approach business, two related points emerge as vital. First, while the ‘wow’ factor of AI and machine learning is high, it would be dangerous to overestimate the value of cognitive technologies. Second, organizational leaders must be involved in the decisions to invest in and adopt technologies based on how the resources will enhance workforce performance.
Posted by Bob Wagner
February 1, 2017 at 8:55 AM
At the intersection between the state lines for Georgia, Alabama, and Florida, the Tri-State Water Wars have waged through the 21st Century. At the heart of the issue is the current future allocation of the water in the region. It’s a question of what state ‘owns’ the water in the Alabama-Coosa-Tallapoosa and the Apalachicola-Chattahoochee-Flint basins, which cross the borders of the three states.
Posted by Tyler Sweatt
January 25, 2017 at 11:21 AM
Leaders continue to experience conflict between preparing for future opportunities and meeting the urgency of immediate responsibilities. In our current state of sweeping exponential change, this balance is a growing cause for concern. Yet, the tension between today and tomorrow may not be the central challenge that many leaders think it is – in fact, it might signal a source of additional resilience for the organization.