Deep Learning - transforming the 70/20/10 framework

Many of us are aware of the 70/20/10 methodology, for a long time now it’s been the gold standard in learning and leadership training approaches. For many It's been the go-to model for many human resource and learning and development professionals.

In my experience, we spend far too much time developing our leaders in a classroom context with the expectation that they can convert ‘theory’ back in the workplace. A workplace which is often more complex and fraught with numerous ‘operational variables’ unique to their environment and far more multifaceted than the case study examples provided in a text book.

Houston, we have a problem!

You don’t have to look too far to realise that the world of work has become more complex in the last 10 years than it has ever been. The last 5 years has been a bumpy ride, as we all struggle to keep up with the effects of digital disruption and a globally connected workspace.

Our timelines are shorter and the expectations placed upon our organisations/customers, are greater than we ever imagined. The pace of every aspect of business and organisational life has reached fever pitch and it’s becoming all too obvious that we are struggling.

RISK: AN ORGANISATIONAL VIRUS

Everywhere I go at the moment risk is floating in the winds, like an eagle telescopically focused on its next potential prey. The more I’m exposed to it, the less I see it as a genuine strategic problem mitigation mechanism, and more as an excuse. But an excuse for what? This is the twenty million dollar question.

SYSTEMS IN EQUILIBRIUM – THE COMPLEXITY CRISIS

Have you ever wondered why all of a sudden collaboration is so important?

As the rate of change has increased dramatically over the last 20 years, so has the complexity of nearly all leadership and management roles and their associated task demands. Managers and leaders now have more moving parts than ever. Put simply complexity breed’s vulnerability.

IS THERE SUCH A THING AS WIN/WIN WHEN REINVENTING ORGANISATIONS?

Every so often a book comes along that changes the way you think about a certain subject. I've encountered a couple in my life, the first of which was Ken Wilber's Sex, Ecology and Spirituality. It contained ideas that were so revolutionary about the integration of mind, body and soul that I could literally feel my consciousness expanding with every turn of the page. It also made me ask the question "Is this actually possible?" Ken Wilber’s book was about the evolution of the personal domain. Reinventing Organisations is about the paradigm shifting evolution of the business domain.

Leadership, Vertical Development, ChangePete Holliday17 June 2015Leadership Development, LeadershipComment

Is your strategic thinking that strategic?

Are you walking into the future looking backwards?

I have the conversation about strategic thinking a couple of times a week, and every time the first question I have is:

"Tell me what you mean by Strategic?"

The response is nearly always the same, a list of activities or a ‘To Do’ list that is either operational or tactical, and not really strategic as all. At best I would estimate that less than 5% of conversations actually refer to true strategic thinking,