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Ideas + Innovations from 2040: Decision Making and Primitive Automaticity

Decision Making and Primitive Automaticity We live in nearly constant transition as the world around us continues to change quickly and dynamically. We often don’t know what we may have lost (or gained) as situations change or evolve around us. We often struggle how to redefine ourselves in a world we do not yet well understand because of the pace of change. Technology continues to fundamentally change the world around us as we debate whether we are changing as a…

Decision Making in a Digital Age – Ideas + Innovations from 2040

Decision Making in a Digital Age The debate in management and leadership circles is how to best make decisions in a digital age. Should you be data-driven or intuitive? There are too many variables, including institutional knowledge and bias that limit the value of gut decision making, particularly in a fundamentally and dynamically ever-changing environment. We are the sum-total of our own biases and past experiences, which hinder the effectiveness of intuitive decision-making in the 21st century. A decision-making approach…

Ideas + Innovations from 2040: Measuring What Matters

Measuring What Matters With the drama and disruption of the pandemic, you might think it’s time to re-evaluate your Key Performance Indicators (KPIs). Just look at the megatrends. Externally, customers have been affected by financial and supply chain disruption, along with revelations of new digital ways of managing day-to-day life. Many of the adaptations and changed behaviors are likely here to stay. Internally, organizations have pivoted but many remain dedicated to returning to a normal that no longer exists or…

Ideas + Innovations from 2040: How Pattern Recognition Drives High Performance

How Pattern Recognition Drives High Performance Every week since the start of our thought leadership series we have revealed the building blocks required to achieve successful organizational change and transformation. Each article reflects the value of critical thinking, data, process, strategy and operational readiness required for organizational success and achievement. This week, we explore (and emphasize) the importance of pattern recognition and its role in any organizational change, pivot, and transformation. Pattern recognition is of value even if you do…

Ideas + Innovations from 2040: Playbook for Thriving Post-Pandemic

Agility-Resilience: The Post-Pandemic Model There is a new organizational model in town: the agility-resilience construct. Agility is active, resilience is reactive. And when you combine them, you’ve got an organizational performance that is highly competitive. How do you do that? It requires quick decision-making and critical thinking. It also requires a culture that can adapt to change in a nurturing way, accept bad news, and reinforce cross-functional collaboration and feedback. Resilience + Agility Agile is a process used by the…

Ideas + Innovations from 2040: How to Practice Critical Thinking

How Critical Thinking Is Essential to Transformation and Reducing Bias What is your personal sphere of influence? As a team member, you influence your co-workers, customers, members, and management with your contributions. As a department manager, you influence a team of staff, members, customers, and others to achieve specific goals. As a member of the C Suite, your influence, informed and directed by a board and stakeholders, sweeps across the entire organization. And, as a CEO you set the course…

High-Performance Executive Leadership in the Workplace – Ideas + Innovations from 2040

High-Performance Executive Leadership in the Workplace Welcome to the 2040 Thought Leadership Series created to spark innovation and critical thinking about today’s business environment. As we adapt to the evolving post-pandemic mindset, the opportunity is to learn from the past months of pandemic-crisis thinking, adapting to new behaviors and marketplace realities … and leaving behind what doesn’t work any longer. Much of the past 19 months has been focused on tactical adaptations for business continuity and little time was spent…