The document discusses the need for organizations and individuals to adapt to constant disruption and change. Some key points: - To adapt, one must embrace disruption, improve leadership skills, think with an "ecosystem mindset", exchange ideas quickly, and adapt. - If organizations don't change how they approach customers' needs, they will become irrelevant. - The future of work involves more networked, collaborative environments like co-working spaces, with AI replacing some traditional jobs. - Individuals now have more control over their learning and work, which occurs across networks rather than traditional structures. Leadership requires facilitating this kind of ecosystem.

1. Adaptation
Jude
Horrill
Founder
&
Director
Horrill
&
Associates:
Change
Agency

2. Leadership
Collaboration
Communication

3. Change
is
happening
now!
To
be
part
of
it
we
need
to…
•Embrace
the
disruption
•Polish
our
leadership
lens
•Apply
an
ecosystem
mindset
•Adapt
quickly
•Exchange
with
each
other
to
engage
with
the
new
reality

4. Why
now?
If
we
don’t
approach
change
in
a
new
way
today
and
start
something
different
tomorrow
to
respond
to
our
customer
needs,
then…
we
regress
and
are
irrelevant.

5. @judehorrill

6. Outside
In
urgency,
loss
of
control,
continuous
disruption,
adapt
or
die,
change
curve

7. urgency,
loss
of
control,
continuous
disruption,
adapt
or
die,
change
curve
Outside
In

8. Outside
In
urgency,
loss
of
control,
continuous
disruption,
adapt
or
die,
change
curve

9. Era
of
the
Disruption
Economy

11. Out
of
chaos
Clarity
emerges
Choose
to
see
disruption
as
an
agent
of
constructive
change
The
pain
of
same
is
greater
than
the
pain
of
change

12. Adaptation
seems
to
be,
to
a
substantial
extent,
a
process
of
reallocating
your
Attention
Daniel
Kahneman
“

14. Times
of
crisis,
of
Disruption
or
constructive
Change,
are
not
only
Predictable,
but
desirable.
They
mean
growth.
Taking
a
step,
uttering
a
new
word,
is
what
people
fear
Most.
Fyodor
Dostoevsk
“

15. Ecosystem
Educators
Designers
Students
Leadership Communication
Collaboration
Adaptation

16. Status
Quo
Sacred
Cow
Stand
for
something

17. Status
quo
Control Acceptance
Policy
/
Industry
standards

18. Sacred
cow?

19. Stand
for
something
• Computer
in
a
wardrobe
Stand
for
something!

20. Today’s
world
needs
a
workforce
of
creative,
curious,
and
self-­‐directed
lifelong
learners
who
are
capable
of
conceiving
and
implementing
novel
ideas.
-­‐Salman
Khan,
founder
of
the
Khan
Academy
“
Stand
for
something!

21. Disruption!

22. Status
quo
Control

23. An
individualised structure
where
The
new
reality
choice
=
control

24. The
new
learning
space
20%
a
teaching
space
80%
a
networked
learning
space

25. The
networked
environment
1.
The
stakeholder,
not
the
company,
is
at
the
center
of
the
network.
2.
Multiple
information
sources
reduce
the
relative
impact
of
any
one
source.
3.
Information
flows
in
multiple
directions.
4.
Connections
in
the
network
are
unpredictable
and
fluid,
re-­‐forming
as
situations
change.
Stakeholder
organisation

26. Students
are
now
in
control
of
their
learning
space

27. The
new
learning
space
• Chosen
• Collaborative
• Connected
• Creative
• Fluid
• Relevant

28. The
flipped
classroom
Stage
one
education:
I’ll
deliver
content
at
my
pace
and
in
my
way
and
you
will
learn
if
you
can.
Thought
Leaders
Global

29. The
flipped
classroom
Stage
two
education:
I’ll
adjust
how
and
what
I
teach
so
that
it
gives
you
the
best
chance
for
success.
Thought
Leaders
Global

30. The
flipped
classroom
Stage
three
education:
I’ll
provide
you
with
the
resources
and
content
you
need
so
you
can
learn
what
you
need,
in
a
way
that
works
for
you,
whenever
and
wherever
you
are.
I
will
then
make
myself
available
to
help
you
apply
that
learning
in
a
useful
manner. Thought
Leaders
Global

31. New
job
space
Primary
school
Secondary
School
?
?
The new working space:
Networked
Co-working spaces
Office-less office
AI replacing knowledge workers

32. New
path
to
influence
Traditional
• Company
control
• One
way
information
flow
• Company
drives
messages
• Structured
around
channel
• Siloed
• Hierarchical
• Measure
of
success
=
Acceptance
Networked
• Individual
control
• Networked
information
flow
• Individual
creates
own
messages
• Individual
has
choice
• Collaborative
• Connected
• Measure
of
success
=
Active
support

33. One
Degree
of
Influence:
170
Contacts
Two
Degrees
of
Influence:
25,400
Contacts
Three
Degrees
of
Influence:
2,145,900
Contacts
Source:
N.A.
Christakis
and
J.H.
Fowler
(2009),
Connected;
LinkedIn;
Communications
Executive
Council
research.
A
single
individual
can
have
massive
influence
in
a
network
Be
the
individual
contributor
inspiring
your
peers
to
join
you
on
a
common
quest
Your
new
role:
change
catalyst

34. Ecosystem
Educators
Designers
Students
Leadership Communication
Collaboration
Adaptation

35. Leadership

36. Leadership
– traditional
thinking
A
leader’s
job
is
to
anticipate
the
future,
to
identify
the
trends
that
will
affect
their
organization,
and
to
guide
and
inspire
people
to
move
toward
a
better
reality.
Today
more
than
ever,
this
job
requires
leaders
to
grasp
the
rapid
rate
of
change
in
the
business
world
and
to
build
an
organisationthat’s
capable
of
continually
adapting.
-­‐ Nancy
Duarte
&
Patti
Sanchez,
Duarte
Inc.
17
Feb,
2016
“

37. Leadership
– the
reality
• Self
leadership
• Decentralised /
distributed
• Agile
/
Adaptable
• Facilitator
/
enabler
• Co-­‐creator
/
ideator
• Collaborative
/
Interactive
• Organism
mindset
/
Ecosystem
mindset

38. New
Leadership
Mindset
OLD
Organisation = organism
mindset
• Network
is
inside
the
building
• Siloed,
non-­‐questioning
• Slow
to
adopt,
no
adaptation
NEW
Organisation =
ecosystem
mindset
• Network
is
outside
the
building
• Interactive,
always
asking
“is
our
network
working?”
• Fast
to
adopt
and
adapt

39. Most
likely
to
succeed
http://www.tonywagner.com/1933

40. Deloitte
becomes
UK’s
largest
company
to
use
“contextualized”
recruitment.
In
search
of
soft
skills…
http://www.bbc.com/news/education-­‐34384668

41. Culture
is
not
the
culprit
https://hbr.org/2016/04/culture-­‐is-­‐not-­‐the-­‐culprit

42. Collaboration

43. Collaboration
Collaboration
is
important
not
just
because
it's
a
better
way
to
learn.
The
spirit
of
collaboration
is
penetrating
every
institution
and
all
of
our
lives.
So
learning
to
collaborate
is
part
of
equipping
yourself
for
effectiveness,
problem
solving,
innovation
and
life-­‐long
learning
in
an
ever-­‐changing
networked
economy.
Don
Tapscott
“

44. The
smartest
person
in
the
room,
is
the
room
David
Weinberger“

45. From
silos
to
collaboration
ü Common
shared
vision
ü Common
shared
actions
ü Power
of
collective
ideas
ü Adopt
agile

46. Adopt agile
• Collaborative
• Feedback
driven
• Iterative
• Fail
fast,
fail
often
• Keep
moving
• Do
it
together
CONNECT
COMMUNICATE
CREATE
SIMPLIFY EXPERIMENT
SHARE

47. Communication

48. Communication
MEANING
VISIBILITY FREQUENCYRESPONSIVE

49. Communication
essentials
• Content
to
foster
dialogue
and
meaning
• Distributed
content
generation
• Shared
storytelling
• Multi
channel
• Multi
media
• Multi
voice
• Iterative
• Responsive

50. Summing
up
Priority
skills
for
students
and
for
all
of
us
• Collaboration
• Communication
• Creative
problem
solving
• Critical
analysis
Preparatio
n
for
life
in
the
innovation
era

51. Bringing
it
all
together
• Assess
your
change
ability
• Create
a
coalition
of
the
willing
• Lead
don’t
wait
• Involve
your
ecosystem
• Experiment
• Reallocate
your
attention
• Foster
dialogue
and
meaning
• Practice
adaptation
skills
• START
NOW!

52. I
help
organisations
develop
&
deliver
new
strategy
to
enable
sustainable
change
I
focus
on
Leadership,
Collaboration
and
Communication,
and
uplifting
change
capability
so
clients
can
deliver
the
next
change
faster
…on
their
own
Services:
Engagement
Design,
Change
Leadership,
Lean
change,
Communications,
Facilitation,
Mentoring,
Coaching
and
Speaking
Web: www.judehorrill.com
Email: jh@judehorrill.com
LinkedIn: https://au.linkedin.com/in/judehorrill
Twitter: @judehorrill
Mobile: +61
413
132
558
Jude
Horrill

53. Questions