A Disruptor Innovator Profile: Spotting the Disruptors in Your Midst - Are you looking for those in your organization who frequently stake out the “boldest” options under discussion?  Explore how you can spot those who may not be pushing for more speed, certainty and predictability.  Assess how you can actively seek out those who can innovate despite disruption. 

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What Got You Here Will Leave You Here — Explore how this Era of Disruption is dramatically different than living in a “VUCA” world – where volatility, uncertainty, complexity and ambiguity reign. The dawn of exponential times promises to deliver 10x and higher benefit only if we can reinvent our organizations and ourselves for new ways of leading, thinking, and relating.

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The Case for the Humble Incumbent — Many incumbent companies in industries that predate the digital era will fail to make the transition through disruption and into the exponential era, and many factors will contribute to determining that. Our experience is that those that we call “Humble Incumbents”—organizations fundamentally infused with, and built around, humility—will have the strongest base to work from. This paper shares the results of our research with senior leaders of global organizations across several legacy industries that are being confronted with the challenges and opportunities posed by disruption, and reveals key insights and winning practices of those who are mastering the journey. 

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How Can We Develop Leaders for Exponential Times? —The ways we have developed leaders in the past will no longer be enough to face the unprecedented challenges inherent in this era of disruption. Not only must the leadership skills for this era be reimagined—we must also reinvent how we develop leaders for exponential times.

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The Key to Conscious Reinvention for Exponential Times — We are at a stage of human evolution that demands elevated levels of thinking and collective reinvention to thrive in the face of constant disruption. As individual leaders, we must slow down to unearth personal beliefs that hinder rapid transformation and then accelerate new practices to move exponentially forward. This will require identifying key accelerator beliefs and practices that each of us can utilize to advance our thinking and development.

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Are you Truly Driving an Agenda that is Disruptive?  Leadership Quiz is found here to remind us to be mindful not to fall into one of the traps we identify in The Case for the Humble Incumbent: Preparing Legacy Organizations for Disruption, where leaders will sometimes contort something they are doing into what they deem a “disruptive/innovative initiative.” Non-transformational change initiatives, incremental improvement approaches, and customer intimacy practices are important to running and growing the business, but they are not part of a disruptor agenda.

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Flip Your Thinking--This paper is a part of a series devoted to presenting strategy and leadership tools and frameworks that can help companies navigate the challenges and opportunities posed by the era of disruption and the dawn of exponential times. It looks at how to use a process of radical re-framing to help leaders in legacy incumbent organizations break out of the constraints that create blind spots and leave them open to potential attack by disruptors. This process also provides a road map for legacy incumbents to begin “disrupting themselves,” instead of waiting for others to do so. 

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Seven Key Characteristics of Disruptors and What Legacy Companies can Learn from Them.

This paper addresses questions that leaders in legacy companies often ask:  “what makes Disruptors so effective?” “What are they doing that we aren’t”? And, “we know it’s not just digital, or technology, that makes them different…what else distinguishes them from companies like ours?” Of course, many well-known Disruptors are also digital era start-ups, so they don’t carry the weight of the Industrial Age in how they operate or in what guides them. And, of course, as well-funded start-ups, they are often free of the financial constraints most publicly-held legacy companies operate under.  Still, we believe there are seven critical characteristics that distinguish how Disruptors think and operate from the prevailing patterns dominant among most legacy companies.
 

Measuring Negotiation Preparation - This research paper measures the impact of systematic preparation for negotiation and its impact on negotiated results.