1
Introduction
Solution Leadership Text
1. Solution Leadership Text
a. Table of Content
b. Overview by Sections & Chapters
c. Selected PowerPoint by Chapters
SOLUTION LEADERSHIP CONTENTS
Acknowledgment i - xii
Overview 1
Appendices 301
We Live In a One-World Environment
SECTION I
INFORMATION FRONTIER
Emerging Global Civilization & Complex Thinking
We need to adapt
CHAPTER 1
EMERGING GLOBAL CIVILIZATION
The Information Frontier & Power of Shifting Paradigms
A. Frontier World Challenges
21
One-World Information Environment

Solution Leadership & Glocalization
B. Transformative Paradigm Power
Historical Waves of Change
C. Science-Technology Paradigm Shift
25
Global Change Dynamics
 Global Change Framework
 Global Science-Technology Revolutions
 Disruptive Economic and Technological Laws
 Emergence of One-World Issues
D. Information Paradigm Dynamics 31
One-World Adaptation Challenge

Information Resource

Power and Impact of Information Resource

Global Information Market
E. Adaptation Dynamics
36
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The Adaptation Gap Challenge
F. Knowledge Service Centre Approach

Ideas, Theory, Application & Knowledge

Information Resource Assessment
19
22
38
We must learn
CHAPTER 2
COMPLEX THINKING
41
Complexity of the Human Enterprise & Dynamic Environment
A. Global Mindset
43
Cutting-Edge Thinkers with a Mind-scope
B. Complex Dynamic System Behavior 46
A Complexity Science & Information Perspective
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C.
Complex Dynamic Systems
Disequilibrium Dynamics
Self-Similarity of Complex Dynamic Systems
Complex Adaptive System Environment (CASE)
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50
General Characteristics
CASE Framework
Components with applications
The Human Enterprise Model
D. Complex Thinking
59
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Types of Thinking
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Complex Thinking Processes
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Solution Leaders & Decision-Making
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Tipping Point Decisions

Complex Thinking Assessment
How Leaders Manage Project Interventions
CHAPTER 3
Solution Execution Approach
Project Leadership & Management Concepts, Practices, & Tools
A. Solution Execution Approach
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71
CASE Model Phases and Activities
I-UDIE Intervention Activities Overview
B. Dynamic Strategic Management
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C.
69
74
CASE and Venn Management Approach
Strategy Development
o Types of Strategies
o Strategies & SWOT Analysis
o Strategy and Financial Analysis
The High Performance Enterprise Strategic Parameters
Intervention Leader
Managing Expectations
Intervention Expertise
Teams and Teamwork
Enterprise Performance Management Approach
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84
EPM Model Overview
Cascading Performance Levels and Standards
Global, Enterprise, Unit, Individual & Integrated
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Continuous Strategic Review
D. Management Approaches
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E.
F.
Scenario Approach Simplified
Project Management Approach
Balance Score Card Approach
Organizational Diagnostics
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91
98
A Medical Approach
Direction, Operation, Performance, Environment, Behavior Diagnosis
Strategic Planning & Implementation
102
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Intervention Process
Path to the future

Action Plan Guide
We inherit our Culture
SECTION II
PERFORMANCE CULTURE
Societal, Organizational &Leadership Behavior
Culture Matters
CHAPTER 4
SOCIETAL DEVELOPMENT
115
Bureaucratic State & Distorted Economy
A.
Dynamics of Societal Culture


B.
117
Societal Culture Framework: Iceberg Perspective
Hybrid Society: National Power
Cultural Distortions
121
Temporal Disconnect
C.
Bureaucratic State Culture
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
D.
124
Power of the Bureaucracy
Bureaucracy Assessment
Distorted Development
129
The Case of Trinidad and Tobago 1960-2010

Political Economy Perspective
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Gold-Pot Economy: Politics and Power

Political Strategy: Action Agenda
Culture Matters
CHAPTER 5
ORGANIZATIONAL PERFORMANCE
Performance Structures & Shadow Organizations
143
A. Organizational Culture 145
Iceberg Culture Framework
B. Shadow Organization
147
Behavior Characteristics
C. Personal Relationship Networks - Power Groups (PRN-PG) 149
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D.
Characteristics
PRN Dysfunctional Dynamics
Historical Perspective
Unprincipled Leadership
Organizational Behavior Structures
Performance Behavior and T-Types
Traditional Behavior (T-1)
Transitional Behavior (T 2)
Transformational Behavior (T3)
Total Integrated Behavior (T 4)
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156
Culture Matters
CHAPTER 6
LEADERSHIP COMPETENCE
Programmed Behavior & Leadership Development
165
A. Leadership Behavioral Types 167

Demand for Solution Leaders

Leadership C-Types & T-Types

Solution Leader as Ethical Professional
B. Programmed Mindsets 173
Unconscious Management and Business Behavior

Traditional Unconscious Management Models (TUMM’s)

Learning Behavior - Biological Life

Relationship Management
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Executive Mindsets

Caribbean Leadership Perspective
C. Leadership Development
179

Leadership Development Framework

Program Challenges
 Leadership Model
 Eight Solution Leader Competencies  Project Teams
Managing Emotional Intelligence 191
D.
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
Leadership - Emotional Competency
Exercise in the Emotions of Change
We Ride Waves of Change
SECTION III
COMPETITIVE SPACE
Development, Growth & Alignment
Leaders make Strategic Decisions
CHAPTER 7
TRANSFORMATIVE DEVELOPMENT 199
Waves of Change & Organizational Restructuring
A. Managing Organizational Transformations
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Understanding Transformational Change: Assessment
Transformational Change: Assessment
Transformational Readiness Guidelines: Assessment
Leading Transformational Change
Dynamic Strategic Management
B. Strategic & Transformative Decisions 212
The Wave of Growth Model
 The Wave of Growth Model
 Managing Lags in Performance
 Critical Transformation Strategies
201
C. The Adaptive Human Enterprise
216
Re-conceptualizing the Human Enterprise
 Creative Enterprise : Free Dance or Jazz Combo
 Quantum Physical Enterprise: Wave and Particle
 Holographic Enterprise: Part contains Whole
 Learning Enterprise: The Learning Network and Agents
 Self-Regulating Enterprise: Artificial Life Rules
 Mind-driven Enterprise: Mental Space as Virtual Reality
D. Institutionalizing a Professional Business Culture
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
228
Developing a Professional Business Culture
Organizational Culture &Leadership, People, Policy & Practices
Leaders Manage High Performance
CHAPTER 8
ADAPTIVE GROWTH
235
Managing Relationship, Process & Knowledge Space
PART I
Relationship Space
237
Customer Value Obsessed Enterprise
A. A new Market Space
237
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Shift from Market Place to Information Space
Shift from “P’s to C’s”
Real Time Customer Communication
Claiming Market Space: Clustering (*)
B. Marketing Relations-Network Approach
 Dynamic Marketing Challenge
 Customer Relations Approach
 Info-factured Information Packages
 Potential vs. Actual Value
 Customers Learn
 Customer Expectancy Cycle
 Value Dynamics: Summary
PART II
Process Space
249
Innovation Propelled Enterprise
A. Dysfunctional Performance Processes 249


The Moment of Truth
Dysfunctional Core & Support Processes
B. Process Intervention Approach
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PART III
Understanding the Process Space
Customer Value Dimensions Matrix
Managerial Process Mapping
Knowledge Space
261
Knowledge Invested Enterprise
A. Knowledge Management
261
252
241
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Knowledge Management Activities
Four C’s of Knowledge Transfer
B. Managing Organizational Capital
267
 Intangible Assets: Human, Structural & Customer Capital
 Organizational Capital: Challenge of Managing
 Human Capital: Exercise
 Own the I-Space
Public Leaders Achieve Good Governance
CHAPTER 9
INSTITUTIONAL ALIGNMENT
275
Governmental & Institutional Strategic Alignment
A. Government Institutional Performance 277
Integrated Performance Approach & Methodology
 Good Governance & Citizen’s Quality Life Expectations
 Integrated National Alignment Approach
 Institutional Solution Execution Approach (SEA)
 Performance Revolution - Professionalized Public Service
 Institutional Directorate & Leadership
 Administration & Management
B. Institutional Performance Assessment 286
 Understanding Institutional Performance Gaps
 Identifying & Analyzing Performance Gaps
 Direction Gaps Governance Performance Decisions
Institution Leadership Performance Clusters:
 Execution Gaps: Operation Performance Decisions
Administrative Performance Clusters
 Information Gaps: Information Performance Decisions
Institution Information/Communication Performance Clusters
 Institutional Gaps - Constitution Performance Decisions
Institution Institutions Performance Clusters
C.
Executive Transformation Team
297
Running and Transforming the Institutions
APPENDICES
Appendix A
1.
2.
3.
4.
5.
Appendix B
301
Methods & Measures
Solution Execution Approach - I.U.D.I.E. Methods Outline
Performance Measures – Quantitative Measurements
Public Sector Management - Approach
Project Management Cycle – Matrix
Risk Analysis & Risk Management – Overview
Assessments
1.
2.
3.
4.
Solution Leadership Competency - Profile
Customer Relationship – Assessment
Team – Group Diagnostics - Assessment
Strategic Performance - Audit
325
Appendix C
Appendix D
Appendix E
5.
6.
7.
Organizational Knowledge – Inventory
Complex Thinking – Assessment
Bureaucracy Performance – Assessment
1.
2.
3.
4.
5.
6.
7.
8.
9.
10.
11.
12.
13.
Organizational Interventions Evaluation
Role of Personal Relationship Network – Power Group in Organizational Performance
Understanding of T-Type System Behavior applied to Society & Organization
Application of Waves of Change Dynamics to Society, Organization and Individual
Managing Organizational Transformation & Executing Strategic Decisions
Apply the Stakeholder Information - Value Model
Apply the Marketing Stakeholder Approach
Apply the I – Space Approach
Solution Leadership Judgment – Change Exercise
Organizational & Work Tensions in Context of Change
Assess Need for an Integrated Performance System
Compare Traditional Unconscious Mindset – Management Models
C’s Leadership Models – Discuss and Apply
Exercises
335
Case Studies
1.
2.
3.
4.
5.
339
New Economic Spaces, Trinidad & Tobago
Go International or Bust, Caribbean Service Company
Business Ethics & Corporate Responsibility Theory, approach & application
Solution Leader Judgment, Build your own Case
Law, Economic Policy, and Private Enterprise, 19th Century Germany
References
357
Textbooks & Essential Readings
General Texts
Complexity Science Readings - Quantum Physics Notes
Bibliography by Sections & Chapters
Section I Information Frontier
Section II Performance Culture
Section III Competitive Space
INDEX
ABOUT THE AUTHOR
SOLUTION LEADERSHIP OVERVIEW
The Challenges for the Solution Leader
Content Overview with PowerPoint
Solution
IV
Approach
Leadership
Solution
Leadership
9. Intervention
10. Solutions Execution
Out of Chaos
emerges Order
Out of Chaos
emerges Order
Information Global Mindset
Frontier
Global Mindset
Global
Civilization
Frontier
I
Solution Discipline
Solution Discipline
I
Information
I IV
I
1.
IV
2. 1.
Complex
III
Global Thinking
Civilization
Tension
2. Complex Thinking between Order & Chaos
III
Approach
Tension
creates Change
between Order & Chaos
creates Change
II
II
Culture Matters
Culture
Matters
Within
Order
resides Chaos
Within Order
resides Chaos
Performance
Performance II
Culture
3. Society Development II
Culture
4. Organization Performance
5.
Society Development
Leadership Competence
Organization Performance
6. Leadership Competence
4.
5.
Waves of Change
Waves of Change
3. Solution Execution
The Attractor
as Core Organizing
Principle
The Attractor
as Core Organizing
Principle
Competitive
III
Space
III Competitive
Space
6. Transformative Development
7. Adaptive Growth
7. Transformative Development
8. Institutional Alignment
8. Adaptive Growth
9. Institutional Alignment
We face a different, a new world, a world where not only are its parts or components changing
but entire global systems are being reformed, reinvented or created. In internet terminology, we live
and work in a World-Wide-Web information environment, in a frontier world created by information.
In this one-world-information-space, there is an on-going global information tectonics. It is
shifting global civilization and societal plates causing local violent eruptions of unparalleled
proportions. This worldwide upheaval changes all existing political, economic, and social
configurations; it affects the spiritual values and well-being of all human communities on our planet.
The construct of global civilization, the design of societies and organizations, human relationships
are all shifting and a new world order is emerging. This new information frontier world is generating
profound challenges, critical issues, and problems that demand equally profound answers. A new
leadership, a solution driven leadership is required.
This guide has four (4) SECTIONS with a ten (10) CHAPTERS: (I) Information Frontier: We Live In a
One-World Environment, (II) Performance Behavior: We Inherit the Culture (III) High Performance Space: We
Ride Waves of Change, (IV) Solution Discipline: We Execute the Solutions.
I
We live in a One-World Environment
INFORMATION FRONTIER
Global Civilization & Global Mindset
The two chapters of this SECTION explore the new frontier we live in and challenges us to thrive in
an emerging global civilization that requires a global mindset.
Chapter 1, Emerging Global Civilization, confronts us with the challenge why we need to adapt.
The critical topics discussed are: the frontier challenge, historical paradigm power, science-technology paradigm
shift, information dynamics, the adaptation gap, and a knowledge-service approach. We explore the global
tectonic changes with accompanying paradigm shifts that challenge all human systems to adapt and
claim territories in this frontier space where everything is almost possible. This One-World Information
Environment is being created by information in cyberspace, generated, and sustained by a worldwide
information communication technology (ICT) platform. Information has become the dominant
wealth-generating resource and is driving an emerging new global order. Information as a resource
must be managed differently from the other traditional resources of land, labor, and capital. The
challenges of the speed, depth, and spread of information that drive the global rates of change
demand a new leadership and management paradigm. To stay healthy, all human systems must learn
to adapt to the dramatically changing environments.
Solution Leaders are challenged by the emerging global information space, the One-World Economy
where both global and local actions are intertwined. These actions are inseparable, i.e. glocalized. In
such a one-world information space all living systems depend on each other, each system depends on
the whole system, and the whole is contained in each system. Such an environment requires a new
leadership, discovering, exploring, and adapting our human institutions and organizations.
Chapter 2, Complex Thinking. Focuses on why we must learn complex thinking. It discusses the
following topics: Global mindset; Complex dynamic system behaviour; Complex adaptive system environment
(CASE) model; Complex thinking and learning. In this chapter we lay the theoretical foundation for the
entire Solution Leadership work. We advocate that the human enterprise is a Complex Adaptive System
Environment (CASE) and the solution leader must develop a global mindset capable of complex
thinking. The challenge for the Solution Leader is to develop and execute solutions for the adaptive
complex (human) enterprise to stay healthy in the turbulent one-world information driven
environment.
This chapter outlines the framework of such an environment and its linkage to complex
thinking and learning. It provides a framework for the out-of-the-box adaptive complex thinking in
the context of a Complex Adaptive System Environment (CASE). It explores this information
driven Actuality dynamics in terms of the real the real world and its effects on all human systems on
this planet. The global paradigm tectonics shapes all models – all perceptions of reality and through
actions engender performance consequences. These consequences in turn through feedback loops
(of internal adjustment and external alignment) change not only the system itself but to various
degrees also the rest of the world. Each human system, a society or ordinary business organization,
are all an integral part of an interrelated, interconnected, interactive and integrated One-World
Information Environment.
The Solution Leader must develop a global mindset to understand the One-World Information
Dynamics in order to confront the uncertainty and complexity of the emerging global order. The
Solution Leader must confront the challenges of the global rates of change and their challenge to thinking and learning,
leading and managing. To solve problems in the One-World Information Environment demands complex
thinking and adaptive learning.
Chapter 3 outlines the execution discipline leaders must possess and solution methodology they
need to execute to survive, thrive and sustain growth and development in the information frontier
world. This chapter focuses on a transformative intervention approach with a conceptual tool box
that emphasizes executing solutions: (1) Intervention management approach, (2) Enterprise Performance
Management (EPA) approach, (3) Organizational Diagnostics (OD) approach, (4) Balance Score Card (BSC)
approach, and various (5) Project Intervention approaches.
The traditional concept of strategic planning no longer reflects the dynamic information
environment in which events have a tendency to overtake planning which requires an understanding
of the intervention itself and its environment, planning, preparation and execution methodology.
Strategic interventions require a dynamic strategic management and performance management
approach. This chapter discusses the key components of such an approach.We provide strategic
management concepts, practices and tools with an emphasis on dynamic strategic planning to guide
the solution leader and execution manager through transformative change interventions.
Leading change interventions in the context of this one-world information environment
demands an integrated, multidisciplinary Solution Execution Approach grounded in complex adaptive
system behavior. Leading organizational change requires a dynamic strategic management approach,
intervention planning, understanding strategic problem solving, and executing strategic change by
implementing enterprise performance standards, and using cross-functional teams
The One-World Information Environment creates profound stress resulting in organizational illness.
We outline a medical approach that treats organizations as human systems experiencing illnesses. We
discussed Organizational performance diagnosis, prognosis, and cure using a medical approach. Two
important challenges for solution leaders are how to diagnosis organizational performance illnesses
by identifying both symptoms and underlying causes and to administer a cure that will make the
organization healthy. The primary cause for organizational illness is the inability to adapt fast enough
to the changing global information environment. Organizations loose direction and leaders are
unable or unwilling the realign. Organizations become increasingly dysfunctional, i.e. the gap
between effort and results increases.
We also outline a performance management approach that develops and executes
strategies with performance measures. This Enterprise Performance Management (EPM) approach
involves managing performance enablers including organizational relations, processes, and
competence. It means changing the organizational work culture and behavior to meet the customer
driven global competitive market demands. The performance management approach involves cascading
performance standards from global, enterprise, operational unit’s right down to the individual. In
addition, similar to the ‘balance-score-card’ approach, financial, process, customer, and competency
strategies, each with specific performance measures, are discussed.
The chapter also outlines Solution Execution Approach (SEA), how to execute to achieve results
with specific intervention steps. This approach consists of critical intervention phases with
actionable activities and measurable results. This chapter provides an overview of our methodology
identifying and understanding critical issues and developing solutions. To ensure success of this
change intervention requires continuous information feedback, informing all participants along the
way. Finally, the long-term aim is to institutionalize the strategic change we initiated. The ultimate
aim of the solution execution approach is to achieve a high performance culture.
Our solution intervention methodology consists of the following action steps : (I) Identify both the
external and internal critical issues facing the organization; (U) Understand these issues as problems
in the appropriate context; (D) Develop solutions including objectives and strategies; (I) Implement
actions, and finally (E) Evaluate performance. All the while the solution leader and team
continuously (I) Inform - communicate with all stakeholders involved and seek to (I) Institutionalize
change for the long-term. Part of this solution intervention methodology is a scenario thinking
approach.
II
We Inherit the Culture
PERFORMANCE CULTURE
Societal, Organizational and Leadership Behavior
This SECTION acknowledges that we inherit our cultures and what we do with this
inheritance will determine in a large measure our current state and our path to the future.
Culture matters in societal development, organizational performance, and leadership
competence and development.Culture matters in the emerging global civilization. On the one hand, it
provides us with a unique locus of identity and security but on the other hand, it keeps us in a constant state of conflict
and tension. It presents global leadership with an immense challenge to provide an infrastructure to achieve a genuine
global civilization that promotes the best of humanity.
In Chapter 4 Societal Development, we seek answers, why culture matters in development. The
culture we inherit matters in our societal and organizational development, it affects our survival and
growth. Culture matters in creating and shaping our future. The chapter’s major topics are (1) the
dynamics of societal culture; (2) cultural disconnects; (3) bureaucratic state culture; (4) the case of a distorted economy.
We seek to understand cultural behaviour in terms of deeply embedded values, work behaviour
and its influence on national development. We advocate that culture has become a ‘hard variable’; it
is both a driver and obstacle to change. We discuss the power of cultural disconnects and their effect
on business modelling and strategic decisions, particularly traditional strategic planning. We explore
the behaviour and performance of a bureaucratic state culture.
We use a case study approach of a state-centred culture to understand the distorting influence
on the economy, and debilitating impact on social and country development. We expose how such a
culture can lead to a distorted political economy and become an obstacle to growth and sustainable
development.
In Chapter 5, Organizational Performance, we illuminate how culture matters in organizational
performance. We point out the organizational structures that have evolved that promote various
behaviour and performance patterns. The key topics of this chapter are: Organizational culture
framework; Shadow organization behaviour; Personal Relationship Networks & Power Groups (PRN-PG);
Organizational performance structures (T-Types). We relate organizational performance structures and their
relation to organizational behavior. The focus is on understanding of organizational cultural
dynamics, system behavior structures, and changing shadow organizational behavior. As part of
achieving and maintaining high performance, the solution leader must align organizational structures
with desired performance behavior. We concentrated on four T-Types structures that drive
organizational behavior: T-1 Traditional Behavior, T-2 Transitional Behavior, T-3 Transformational
Behavior, T-4 Total Integrated Behavior.
We expose the power of the shadow organization with its personal-relationship-networks and
power groups in dysfunctional organizations. Culture is critical in understanding organizational
behavior, shadow organizations, and personal relation networks. Every organization has an informal
or shadow organization. This shadow organization consisting of Personal Relationship Networks (PRN)
and Power Groups must be addressed when trying to change organizational performance.
In Chapter 6 Leadership Competence, we examine leadership behaviour types, programmed mind-sets and
behaviour, a leadership development program, awareness of emotional intelligence. Leaders emerge from a
complex recipe, a stew of circumstance, culture, competency, and character. Leaders and managers
are imprisoned by powerful traditional unconscious mindsets, deeply embedded programmed
behavior. It will take deliberate programmatic intervention to shift the mindset and acquire new
leadership competencies. Knowledge transfer is the dominant theme of this chapter.
We seek to understand leadership behavior, mindsets, and competencies in the context of local
culture. Solution leaders think and learn, lead and manage in both global and local space and in the
context of local societies in which culture matters. Specifically, we explore leadership types,
programmed and unconscious management and business behavior, and the challenge of knowledge
transfer all in the context of a customized competency driven leadership program. This leadership
development program is treated as a strategic change intervention involving all key executives of the
organization. Its objective is to develop leaders to achieve and maintain a high performance, globally
competitive enterprise.
Programmed mindsets drive unconscious management and business behavior. The topics discussed include
understanding complex behavior dynamics using complex thinking, programmed mindset behavior,
and its influence on management and business behavior. Leadership mindsets are profoundly
influenced by local culture, in many ways they mirror the local societal culture. Mindsets serve as
Traditional Unconscious Management Models (TUMM’s). A solution leader must become conscious and
confront these hidden behavior paradigms to successfully lead and manage the high performance
and globally competitive enterprise. .
This chapter outlines a programmatic leadership approach to change traditional behaviour to
develop the appropriate competencies for solution leaders. Leadership development is treated as a
knowledge transfer intervention; it focuses on seven leadership competencies driving a
programmatic learning approach. Under the umbrella of complex thinking, these solution leadership
competencies include learning, leading, managing, mentoring, coaching, competing, profiling, and teaming.
III
We Ride Waves of Change
COMPETITIVE SPACE
Development, Growth & Alignment
THIS SECTION consists of three chapters which focus on transformational development, sustainable
growth, and institutional performance. We explore the dynamics of the organizational space of the high
performance, globally competitive enterprise in terms of five strategic dimensions: Environment
(Information)-Conscious, Performance-Driven, Value-Obsessed, Innovation-Propelled, and Knowledge-Invested
Organization.
In Chapter 7, Transformative Development, we clarify the strategic decisions leaders must make to
achieve and sustain high performance. We discusses the following topics: (1) Managing Organizational
Transformation (MOT), (2) the wave model of sustainable growth and development, (3) the strategic decision based on
the wave model, (4) re-conceptualizing the human enterprise, and (5) institutionalizing professional business behavior
and performance.
In today’s highly dynamic global information environment, the solution leader must learn to
manage organizational transformations to achieve high performance and to sustain growth. The
solution leader must strategically understand of how to ride the Waves of Change to high performance.
Leaders must learn to ride waves of change, managing organizational transformation and
organizational restructuring, to achieve and sustain a High Performance Enterprise that is environment
(Information)-conscious and performance-driven. Solution leaders through critical and timely
decisions guide the organization to the future. The decisions they make reflect the risks they are
willing to take. It requires risk-taking, foresight, timely decisions, as well as actions all in an uncertain
environment.
One of the most challenging interventions is Managing Organizational Transformation (MOT). It
requires making critical strategic decisions to achieving sustainable growth by riding waves of change
and restructuring the organizational space. We outline the transformation challenge and how to
manage organizational transformation activities managing organizational transformation, placing the
enterprise on a path to sustainable growth requires re-conceptualizing the organization itself. We
provide a number of thought-provoking organizational structures. To institutionalize organizational
change demands professionalizing organizational culture that will require aligning organizational
decision-making and people policy and practices.
In Chapter 8, Adaptive Growth is all about how we satisfy the customer by becoming a learning
enterprise. In this hands-on chapter, we concentrate on managing a dynamic organizational
information space to maintain a high performance enterprise. The topics under discussion are (1) the
value-obsessed enterprise, (2) a marketing relations approach, (3) innovation propelled processes, and (4) knowledge
transfer and knowledge investment.
The solution leader is guided to align organizational relations, processes and competence in the
organization’s widening information space. This transformative alignment requires that the solution
leader understands and manages information as a resource. This incredible information resource
shapes the content of products and services; it makes the customer the driver of all value creating
processes and redefines organizational capital. It brings to the forefront knowledge management and
the importance of knowledge transfer. To grow the enterprise is to adapt it to the dynamics of the
information space.
We explore these critical dimensions of organizational performance space in terms of aligning
organizational structures, relations networks, feedback processes, and organizational competence with the One-World
performance standards. While the organization’s relationship network defines the boundaries of the
enterprise space, the organizational processes define the content and actions. Managing the
organizational knowledge space requires managing organizational competence, its information
communication technology infrastructure and of course, its intellectual capital.
In chapter 9 Institutional Alignment, we provide a road map for public leaders to achieve good
governance. The key topics include (1) a national alignment approach, (2) Public Service, state &
private enterprise partnership, (3) an institutional performance approach, and (4) Performance
initiatives. We concentrate on the performance of the public enterprise, including the government
and other public institutions. We look at government performance through the political prism of
electoral power and delivery of promises and expectation to the citizen-customer through the public
service. This relies heavily on the case of Trinidad and Tobago government and public enterprises.
*****
The One-World Information Environment has created a profound challenge for all of us. This One-World
Paradigm Shift is forcing us to be both responsible and accountable for our actions and behavior.
We think and learn, lead and manage in an interrelated, interconnected, interactive, and integrated
information space where there are no local problems and solutions that do not have both global
roots and consequences. We need a new breed of leaders that understand that all of us live on
Spaceship Earth that requires a new manual of operation and new code of behavior. Spaceship Earth
with its occupants is on a journey with a purpose and the journey itself will unfold both purpose and
destination.
A Reminder
Universal Life Energy Dynamics
The World is round and global,
Yet we still think flat thoughts,
Acting as if we will never meet ourselves,
Life is one planetary Biosphere,
And Individual Life Energy flows within.
The Planet rotates and moves,
Yet we still build static models,
Acting as if there is no dynamics,
Life is in evolutionary Motion,
And Individual Life Energy flows within.
The Sun is one star in infinity,
Yet we still assume the universal center,
Acting as if we are the sole life,
Life is only one unfolding Creation,
And Individual Life Energy flows within.
The Universe is flowing energy,
Yet we still separate matter and life,
Acting as if there is no universal unity,
Life is part of ONE energy Dynamics,
And Individual Life Energy flows within.
MDJ