“We’re no longer living in the old economy, based on industrial-era principles. That’s over. We’ve crossed into the Postnormal, and most leaders are either unaware of that transition, or are seeing only disconnected parts of it.”–Stowe Boyd
Digital and social media create a new infrastructure to build relationships, create products and services, and share resources in a fundamentally different way than before. There is literally a gaping chasm between the industrial mindset and the digital/social one.
“The most critical attributes of leaders today will not look like those we associate with leadership of even a few years ago. The patience to let things develop, the ability to operate in ambiguity. And lastly, the courage to try things that make you uncomfortable.”–Stowe Boyd
How does a leader know for certain that they have crossed into the postnormal? When they understand at a heart level that power and control are an illusion, and spend the majority of their time facilitating connections, identifying emerging trends, and co-creating the direction of their department or organization with employees, customers, and interested stakeholders.
Complex systems evolve from simple ones, not the other way around.
Tim O’Reilly, Lessons from the Industrial Internet
Digital media, mobile devices and cloud technology are tools that completely change an existing systems function. Adding any of these onto an existing strategy without considering the fundamental changes they bring may bring little to no improvement.
Cloud technology moves the power of information from the organization to the employee and customer. Information can now be accessed from a variety of places (smartphone, tablet, laptop) at any time.
Moving information to the cloud without improving access to end-users and customers will save money, but not improve the customer experience or information sharing among employees.
When deploying digital solutions it’s imperative for all decision makers to understand what systems level changes they cause as well as what cultural changes must occur for the benefits to be realized.
Change opportunities can be seen as a virus or a vaccination.
As a Virus–head over to Mucinex’s website to see this in action.
Resources are applied to neutralize and destroy the change. “Mucinex In, Mucous Out.”
The change itself takes the person or organization by surprise, eliciting fear. “Fight congestion, tame your cough”
The response plan is reactionary: Take 1 or 2 tablets every 12 hours AFTER YOU GET THE COLD!
As a Vaccination: “The administration of antigenic material (a vaccine) to stimulate the immune system of an individual to develop adaptive immunity to a disease.”–wikipedia
Resources are applied to stimulate and encourage adaption.
The change and associated fear is calculated.
“In general, vaccination is considered to be the most effective method of preventing infectious diseases.”–wikipedia
It’s natural to see change as a threat but for those changes that impact your organization there must be a plan and resources dedicated that treat them as a vaccine.
Those that lead change must see themselves as a vaccine even if they are treated as a virus.