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I2A - Insights To Action - a strategic thinking system

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What does it take to be an extraordinary leader in today's turbulent times? Strategic planning isn't enough. Extraordianry leaders need 4 things: 1) L > C your rate of learning must be greater than the rate of change; 2) strategic thinking and developing insigts; 3) Ambidextrous thinkers; & 4) Capable of building & sustaining large social networks.

Meet BLI's newest SMART tool - I2A - Insights to Action - A strategic thinking tool that fosues on buiklding leadership competencies to master today's turbulent times.

Veröffentlicht in: Business, Technologie

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I2A - Insights To Action - a strategic thinking system

  1. An introduction to BLI’s newest Smart™ Facilitation tool. The INSIGHTS TO ACTION™ Strategic Thinking Tool
  2. At the Business Learning Institute, we think this means a few things ... L > C “ To keep pace in your industry, let alone as a leader, requires your rate of LEARNING to be greater than, or equal to, the rate of CHANGE.” LEARNING
  3. At the Business Learning Institute, we think this means a few things ... <ul><li>Skills Based Training </li></ul>L > C Extraordinary leaders must be able to rapidly SHIFT perspectives and CHANGE their own mindset. SHIFT CHANGE ...isn’t enough.
  4. At the Business Learning Institute, we think this means a few things ... Extraordinary leaders must be strategically THINKING all of the time. THINKING Strategic Planning ...isn’t enough. L > C
  5. At the Business Learning Institute, we think this means a few things ... Extraordinary leaders need to be AMBIDEXTROUS thinkers... Charisma and Creativity ...aren’t enough. L > C AMBIDEXTROUS ...able to think conceptually and sequentially... ...in the abstract and in the concrete... ...and able to move quickly between the two.
  6. At the Business Learning Institute, we think this means a few things ... They must be adept at building and sustaining large social NETWORKS of people engaged in the work. Extraordinary Leaders ...can’t do it alone. N E T W O R K S
  7. That’s nice... ... SO WHAT?
  8. To change what people are thinking about and, more importantly, how they are thinking, we have to change the tools we are using to do the work. what how
  9. We have to create smart processes that support organizational change.
  10. Meet BLI’s newest smart tool. smart
  11. A system designed to support organizational leaders in accelerating their rate of learning and their organization’s ability to adapt to rapid change.
  12. <ul><li>Focuses on rigor of process and quality of thought. </li></ul><ul><li>Draws on both verbal and visual facilitation techniques. </li></ul><ul><li>Teaches skills beyond the subject matter. </li></ul><ul><li>Results in tangible engaging communication tools. </li></ul><ul><li>Is Scaleable . </li></ul><ul><li>Can be facilitated internally or externally. </li></ul>
  13. The meta map of the I2A™ Strategic Thinking System provides an architecture or framework to structure thinking and conversation as you engage. When talking about complex issues that aren’t completely understood, or debating solutions where there are multiple points of view, it is easy to get lost in the conversation and prematurely locked into a solution.
  14. Continuing into SIGHT & INSIGHT... What do you see? Look beyond the edges. Look back. Look around you. What does it mean to you? Your organization?
  15. Historically speaking, people are good at recalling events and stories of great hardship and triumph. These are powerful stories, however, they are episodes in our history that are often shared without additional context of what else was going on at the same time. Only by creating a shared picture can we get an accurate picture of where we came from and what strengths we drew upon to continue growing. This historical perspective yields important information for the future.
  16. Insights to our History... What I knew coming into the room. What I learned while I was here. Fresh Perspective. + + = INSIGHTS!
  17. Insights to our History... What I knew coming into the room. What I learned while I was here. Fresh Perspective. + + = INSIGHTS!
  18. The SCOT provides important information within the context of today. Each quadrant will yield important information about your company and, more importantly, how you are thinking about your company and competitive environment.
  19. Traditional SWOT Analyses stop at the collection of data points. Your finish point is a collection of the organization’s Strengths, Weaknesses, Opportunities, and Threats, but what does that really tell us about what to do next? Insights to our SCOT... + + =
  20. <ul><li>As the rate of change in our external environment speeds up, so does then the requirement on us to innovate at a faster pace. This opportunity brings 2 distinct challenges: </li></ul><ul><li>How will we ensure that what we create isn’t obsolete by the time we are ready to launch? </li></ul><ul><li>How will we ensure that the timing is right when we are ready to launch? That we aren’t so far out ahead of the curve that our customers and clients don’t understand the value we have to offer? </li></ul>
  21. Learnings to Date focuses the group conversation on what has been learned in four critical areas in the recent past specific to a project, initiative, or strategic efforts.
  22. What does what we’ve learned mean? Of everything that we’ve learned what matters right now?
  23. Moving into CREATE...
  24. Moving into CREATE...
  25. Change Visions must be collectively built and the priorities of the change vision must originate in the hearts and minds of those doing the work.
  26. The reality of today is that less is more. Why is that so? Because if we focus our attention on what really matters then what we are looking at, and working on, is far more relevant than when we are focused on a broad spectrum of opportunities trying to minimize our risk.
  27. Shared agreement on the priorities of the organization moving forward which provide guidance to workflow planning, resource allocation, and budgeting processes.
  28. An exceptional vision will remain on paper without the means to get to the next steps.
  29. Moving into COMMUNICATE...
  30. Moving into COMMUNICATE...
  31. The success of your plans will depend on the ability of your planners to carry the message from the planning session to the organization in a succinct, powerful, and hopeful way.
  32. The success of your plans will depend on the ability of your planners to carry the message from the planning session to the organization in a succinct, powerful, and hopeful way.
  33. INSPIRE...
  34. Extraordinary leaders cannot do it alone; they must be adept at building and sustaining large social networks of people engaged in the work. Extraordinary INSPIRE...
  35. For more information: Contact: Pam Devine Business Learning Institute [email_address] p : (800) 782-2036 http://www.bizlearning.net/learningcenter/ BLI is a subsidiary of the Maryland Association of CPAs I2A:Insights to Action – A Strategic Thinking System Developed by Gretchen Pisano & Tom Hood
  36. BLI leadership resources <ul><li>CPA Success, our daily blog http://www.CPASuccess.com </li></ul><ul><li>Business Learning Institute Blog </li></ul><ul><ul><li>http://www.bizlearningblog.com </li></ul></ul><ul><li>CPA Spotlight, our weekly podcast http://www.macpa.org/Content/23333.aspx </li></ul><ul><li>Other MACPA blogs: </li></ul><ul><ul><li>www.CPALegislativeInsider.com </li></ul></ul><ul><ul><li>www.NewCPAs.com </li></ul></ul><ul><li>CPA Learning 2, a Web 2.0 playground by CPAs for CPAs http://www.CPALearning2.com </li></ul>

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