Pub Date : 2020-12-14DOI: 10.1002/9781119746546.ch7
David Espíndola, M. W. Wright
The three elements of the third Strategic Planning for the Exponential Era (SPX) loop, formulate a rough plan, are develop priorities, develop risk–opportunity–capability map, and determine capabilities. This chapter unpacks the key questions to address in the SPX process and discusses five broad categories of organization's capabilities: people, process, technology, markets, and capital. People, process, technology, market, and capital capabilities combined allow organizations to deliver value to stakeholders. A holistic view of capabilities in light of potential risks and opportunities is a powerful tool in the selection of prioritized undertakings to pursue. The objective of second element is to determine how to take advantage of time‐sensitive opportunities while minimizing risks, given the organization's current or future set of capabilities. The goal of third and last element is to create a priority list of horizons to pursue and identify potential capability development areas in readers' organization.
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Pub Date : 2020-12-14DOI: 10.1002/9781119746546.ch10
David Espíndola, M. W. Wright
The megatrends of the Exponential Era will bring numerous benefits to humanity, including longer and healthier lives, general abundance, better transportation, more awareness of and harmony with the environment, and a noticeable reduction in mundane and physical labor. But it does come with a volume and velocity that we are not accustomed to, making it difficult to adapt. It causes social, political, and ethical challenges – just like COVID‐19 has and future pandemics will continue to do. This chapter examines some of these challenges. A workless society is one of the most difficult challenges for humanity to grapple with in the Exponential Era. In the Exponential Era, the only limitation to synchronous global communication is network load and time delays measured by the distance electrons have to travel point to point at nearly the speed of light.
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Pub Date : 2020-12-14DOI: 10.1002/9781119746546.oth
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Pub Date : 2020-12-14DOI: 10.1002/9781119746546.ch9
C. Bann
Leading Culture Change Christopher S. Dawson Stanford University Press, 2010 213 pages, Hardcover, $28.00In the present business environment, change is a constant. Organizations and their stakeholders experience constant change, constant demands to change, and more often than not, an accelerating pace of change. Top leaders are charged with orienting their organizations to long term success and value creation using a variety of tools, the organizational culture being one of the most significant. Over 25 years of organizational consulting experience contributes to identification of five critical success factors to cultural change, and to the practical guidance the book provides that helps CEOs plan and facilitate cultural change with an eye to long term value creation. This book clearly makes the case that an organization's culture has a place in long term value creation of the firm, and organizational change can be facilitated to help achieve this end. This book provides the blueprint for a CEO to follow in doing just that.While organizational culture appears to be a significant consideration in business, the author argues that some leaders may be uninterested and uninformed regarding the power of culture as a value creating tool. He cites five fallacies of organizational culture that contribute to this overall mindset including the notion that organizational culture is: 1) irrelevant, 2) fixed and cannot be changed, 3) too complex to ever really shape, 4) the result solely of human resource levers such as compensation, benefits, performance reviews, and 5) mostly a reflection of leadership personality of an organization's founder/original leader. The book presents a challenge to beliefs that an organization's culture is not a powerful tool and cannot be changed to help an organization achieve its goals.Dawson makes a major statement that creating a strong, consistent and aligned organizational culture is one of the most important contributions that a leader can make to an organization. Defining culture as both personality and capability, he further claims that a strong organizational culture can act as the engine of value creation, helping to build competitive advantage for a firm, and that a firm's culture can be changed to achieve this end. Part of the challenge is in understanding what can be changed. In other words, what elements are embedde in an organization and may be difficult to change, which ones may not be as embedded and able to be changed, and what process and motivation will best help an organization to change.The author suggests that there are five critical success factors for cultural change including 1) defining the urgency and reason for cultural change, 2) identifying the desired culture and integration of elements from existing culture, 3) creating a cultural change roadmap that will guide the effort, 4) translating the organization's vision culture to observable behaviors and events, and 5) modeling executive authenticity. T
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Pub Date : 2020-12-14DOI: 10.1002/9781119746546.ch3
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