What if AI is not about finding the best answers to the most difficult questions, but about avoiding dealing with the fact that some questions cannot be answered?
Asking scientists and decision makers to deal with a question they do not know the answer to is like asking children to take The Marshmallow Test.
It is as uncomfortable for decision makers to have to wait for an answer as it is for children to have to wait for a marshmallow.
The second the question is posed, they want to know the answer — just like the child wants to eat…
Strategy: “Hi Pia, it’s me Strategy.”
Strategy: “I just got off the phone with Culture, and I was wondering if you could help us?”
Strategy: “You see, we both want our company to do better, but we have a really hard time collaborating.”
Me: “I know.”
Strategy: “You do?”
Me: “Well, I talk to a lot of people, and they are all struggling with the same problem.”
Strategy: “How to get Culture to listen?”
Me: “I wouldn’t put it like that.”
Strategy: “How would you put it?”
Me: “I think it’s a two-way street. For your…
Strategy: “Hi, C, it’s S — are you busy?”
Culture: “Always! I have a customer on hold — is it important?”
Strategy: “Yes, indeed — I want to invite you over for breakfast?”
Strategy: “Yes! I’m working on some new ideas, and I want to tell you about them, so you can be even better at talking to customers and solving their problems.”
Culture: “But if I’m eating breakfast with you, I am not talking to customers…?”
Strategy: “Good point. Do you have any ideas on what we can do?”
Culture: “I have lot’s of ideas…
Dear reader. If you only want to know the four steps to building an agile culture, please go directly to section five. If you also want to save hours trying to understand ‘agile’ and save your company months, maybe even years, cultivating an environment that enables all levels of your organization to quickly adapt to change, I recommend you read the whole blogpost. And please don’t hesitate to reach out if you have any comments, questions, input or ideas.
Even before COVID-19, senior managers in large companies had a hard time knowing what their employees needed to execute their corporate…
Not so long ago I wrote an article titled What McKinsey gets wrong about uncertainty. Now it’s time to look at what CEOs in successful Danish companies like Grundfos, Carlsberg and Vestas get right.
Interestingly, they seem to do the exact opposite of what the big management consultant company recommends. Instead of trying to crush uncertainty, they:
If you could change one thing about digital technology what would it be? And would changing the thing you want to change transform digital technology into something else?
I recently re-read Heidegger’s The Question Concerning Technology (one of my absolute favourites) — and once again, I am fascinated by his explanation of the difference between pre-modern technology and modern technology.
According to Heidegger the difference between the old windmill and the modern wind turbine (see drawings below) is that the latter extracts wind energy in order to store it.
This week McKinsey published a report stating that uncertainty is toxic for our economic recovery:
”Uncertainty about the continuing spread of the coronavirus makes people fear for their health and their lives. Uncertainty about their livelihoods makes them cautious about spending. Under high uncertainty, business leaders find it impossible to make reliable plans for investment.”
They unequivocally conclude:
”The objective now must be to crush uncertainty as soon as possible. …
Have you ever held back a question or an idea because you were afraid of how your leader might react? If you have, you are not alone. In a survey of more than 3,000 employees from a wide range of firms and industries conducted by Harvard Business School Professor Francesca Gino, 70% said they face barriers to asking more questions at work.
During a crisis like the one we find ourselves in, your leader may be even less willing to entertain your questions. …
These days, everything is changing — and fast. As a leader, the expectations people have of you are changing day to day. In fact, you have probably never had to change the way you think and act as quickly as you need to right now.
The pressure is mounting and you feel like you need to make very big decisions very quickly, while having no precedent or past experience to lean on. Just look at how the world leaders are responding to this crisis — every country seems to have a different approach.
You’ve seen many leaders “fail” already. Crises…
Something beautiful has happened to me during this corona lockdown: I have found myself a new thinking partner.
To me, a thinking partner is someone who:
Bestselling author and international keynote speaker Greg Satell ticks all these boxes and that is why I’m excited to share what we’ve been thinking and talking about the past…