The book introduces the concept of narrative intelligence – an ability to understand and act and react agilely in the quicksilver world of interacting narratives. It shows why this is key to the central task of leadership, what its dimensions are, and how you can measure it. The bookâ€™s lucid explanations, vivid examples and practical tips are essential reading for CEOs, managers, change agents, marketers, salespersons, brand managers, politicians, teachers, parentsâ€”anyone who is setting out to the change the world.
The myth of innovation is that brilliant ideas leap fully formed from the minds of geniuses. The reality is that most innovations come from a process of rigorous examination through which great ideas are identified and developed before being realized as new offerings and capabilities. This book introduces the idea of design thinking, the collaborative process by which the designer’s sensibilities and methods are employed to match people’s needs not only with what is technically feasible and a viable business strategy. In short, design thinking converts need into demand. It’s a human-centered approach to problem solving that helps people and organizations become more innovative and more creative. Design thinking is not just applicable to so-called creative industries or people who work in the design field. It’s a methodology that has been used by health organizations to increase the quality of patient care by re-examining the ways that their nurses manage shift change, or rethink supply chain management.
Most of the denizens of the Antarctic penguin colony sneer at Fred, the quiet but observant scout who detects worrying signs that their home, an iceberg, is melting. Fred must cleverly convince and enlist key players, such as Louis, the head penguin; Alice, the number two bird; the intractable NoNo the weather expert; and a passle of school-age penguins if he is to save the colony. Their delightfully told journey illuminates in an unforgettable way how to manage the necessary change that surrounds us all. Simple explanatory material following the fable enhances the lasting value of these lessons.
Enterprise Architecture (EA) is a key tool to help businesses transform themselves to meet changing business challenges. To do so, however, architectural methods must themselves be adapted to focus less on technology per se and more on how these technologies enable the business to survive and thrive over the long term—to be sustainable—in the shifting, uncertain business context. We call this shift to Sustainable Enterprise Architecture (SEA) a “SEA change”. The practice of SEA differs from the usual practice of EA in a number of ways. Sustainable architecting emphasizes the long-term perspective, focusing on how the enterprise can identify and respond effectively to a range of strategic disruptions. It is based on systems thinking; is continuous, iterative, and adaptive; and calls for integrated strategic planning, architecting, governance, and learning. It considers sustainability the primary system quality and organizes other system qualities in support of sustainability. The enterprise’s approach to sustainability is recorded in a formal sustainability architecture, which describes the threats to sustainability in the business context and defines sustainability goals, models, principles, policies, and standards to address them. It pays close attention to strategic resources and the pragmatic integration of societal, economic, and environmental considerations. It recognizes that sustainable architecting is a cultural change, and provides a set of essential checklists to guide that change.