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The Uncertainty Capability: The Secret to Preparing for the Next Disruption

Answering this question is important on both a personal and organizational level — and regardless of whether you are a technology company or an enterprise. The reason is that the critical capability is not the identification of the next disruptive force, but rather the ability to rapidly adapt to whatever disruption may come.

The reason that many industry leaders missed the significance of the Internet is that we are all subject to something called the “curse of knowledge.” Coined by a Stanford graduate student, it simply means that once we know something to be true, it becomes very difficult to both imagine that anybody else doesn’t know this truth and to break free of the box that the knowledge creates around us.

The current incarnations of Internet-fueled technologies have become our new reality. We understand how it works, we have made plans for the future based on that understanding and are therefore naturally hesitant to accept anything that may challenge that preconception. It is the curse of knowledge in action.

Via David Hain

From the 3rd Results Oriented principle, Leader behaviors – McKinsey research helps us know what works best today. From the article: 

5 Strategies to Lead Change, Using Liberating Structures

Five key concepts and supporting research and tools will help you lead through adaptive change in a VUCA world, one that is Volatile, Uncertain, Complex and Ambiguous, as presented in Mexico City for CPA firm leaders at the Russell Bedford International conference, yet applicable for any leader.

 

 

Researchers showed that out of 20 distinct leadership traits identified in organizations whose leadership performance was strong, high-quality leadership teams typically displayed 4 of the 20 possible types of behavior.  These 4 behaviors explained 89 percent of the variance between strong and weak organizations in terms of leadership effectiveness

1. Solving problems effectively.

2. Operating with a strong results orientation.

3. Seeking different perspectives.

4. Supporting others.

This is from the McKinsey Quarterly, first published in 1964, which now offers the perspective today that “much of the management intuition that has served us in the past will become irrelevant,” (Dobbs, 2014.) McKinsey forecasts a crash of:

1) technological disruption,

2) rapid emerging-markets growth, and

3) widespread aging as “long-held assumptions [give] way, and seemingly powerful business models [become] upended.”

Sound familiar? Are you ready? 

Via Deb Nystrom, REVELN

Disruption may be the buzzword in boardrooms, but the most striking feature of business today is not the overturning of the established order. It is the entrenchment of a group of superstar companies at the heart of the global economy. Some of these are old firms, like GE, that have reinvented themselves. Some are emerging-market champions, like Samsung, which have seized the opportunities provided by globalisation. The elite of the elite are high-tech wizards—Google, Apple, Facebook and the rest—that have conjured up corporate empires from bits and bytes.

 

Via Kenneth Mikkelsen

Innovation is happening at an unprecedented rate. It feels like technology is advancing faster than ever because it actually is. It’s happening in nearly every industry, from biotech to diamond mining, and not only are we seeing great strides when it comes to efficiency, affordability and access, we’re also seeing total disruption. New models are systematically uprooting the way we think and behave.

The term “disruptor” has developed a unicorn status in Silicon Valley. If you didn’t know better, you might think the Race to Disrupt was an extreme sport. I myself have been called a disruptor for removing sweeteners from flavored water and bringing attention to the epidemic of sugar consumption in the beverage industry. While I’ll admit I don’t hate it, I have to say: being a disruptor is not all glory. There are a few things you should understand about disruption. Here’s how to turn the world upside down.

Via David Hain

Harness the power of video learning, create a collaborative culture with employee-generated content, and drive engagement with targeted content to really boost learning impact.

Via Carmen Ridaura