VUCA

BPAID™ COVID19 / VUCA

The current global pandemic has highlighted the fragility of our systems of healthcare, social services, supply chains, business models and economies

The sheer scale of Volatility, Uncertainty, Ambiguity and Complexity can be daunting and overwhelming to any organisation

A “new normal” will not be achieved without first understanding the emergent landscape, tackling its challenges and embracing the opportunity it provides

Your old processes and approaches simple do not cater for the level of change required for the future. BPAID™ provides:

Tactics & actions to manage Chaos and find clarity in a world of Confusion.

Strategic services to redefine the WHY and reimagine the future

Sensemaking to engage and empower employees & customers

Agile & adaptive processes to start the journey to a new future

New business models & services leveraging the latest technologyRapid development and delivery of positive outcomes increasing efficiency and effectiveness

BPAID™ Sensemaking

Formally sensemaking “SENSE” is part of the decision-making process in the Cynefin® framework whilst Sensemaker® is the aligned technology toolset provided by Cognitive Edge. Sensemaking is defined as the collection of micro narratives and associated signifier data (with people as their own ethnographers) to provide insights and enable actions (typically to develop hypothesise that can be tested by safe to fail experiments in the complex domain). Quite bluntly, a formal understanding requires a reasonable depth of knowledge of Cynefin®, a growth mindset coupled with the ability to park a lot of experience at the door and some great consultancy support to assist from creation to insights.

Cutting through the academic and technical language sense-making is an extremely valuable capability.

A micro narrative is simply a short story of something personal, signifiers are questions that prompt for the relative importance of 3 factors that the story illustrates.

Stories are truths from the perspective of the participant (good bias), Survey responses are often anticipating a particular response (bad bias). Every story from sense-making can be useful, Surveys require volume to be statistically relevant. Surveys focus on the consensus (the normal distribution) sense-making illuminates the outliers – typically where the game changing input comes from.

More simply, if a picture is worth 1000 words, a Sensemaker is worth 1000 survey responses.

Using sense-making as a capability (with or without specific tools) we can use the power of people’s truths, perceptions and insights to challenge the status quo and start to effect change.

BPAID™ Paradox Thinking

As leaders we are confronted by paradoxical choices on a daily basis; the role of servant/ leader highlights the tension between empowering our employees whilst ensuring continuous delivery. In simple and complicated domains either / or choices can be derived from either rules or structured analysis. In the complex and chaotic domains, we must strive for a mindset that accepts tension between opposites to enable flexibility under pressure and more creative solutions to emerge. Our principles-based approach supports both linear “either / or” decisions but also facilities the ability to tackle challenges from “and / both” perspective. By improving diverse capabilities in parallel and managing experimentation within constraints novel and transformational solutions can emerge