The way people connect and collaborate is undergoing a transformation. By shunning their old, secretive practices and embracing transparency smart organizations share intellectual property within themselves and their community. Through this practice they gain speed and interaction productivity that reconnects them to the pace of change happening around them.
S: staff on demand. Just like Uber doesn’t actually employ its own workers, we’re moving to a model where companies outsource most of their major work, which gives them more flexibility to adapt to market changes quickly.
C: community and crowd. Exponential organizations use collaborative means to build community and scale their work.
A: algorithms. UPS is a good example of a company using an algorithm to maximize its efficiency–in this case, finding the best routes for its trucks.
L: leased assets. Similar to having staff on demand, exponential companies have assets on demand and don’t own much of what they use.
E: engagement. To create connectedness between the organization and the community, exponential organizations use things like digital feedback, incentives, and gamification.
I: interfaces. These organizations have very customized processes for how they interface with customers and other organizations. An example of this is Apple’s strict rules on what reaches its app store.
D: dashboards. To manage employees with a light weight and high touch, exponential organizations use real-time management systems and dashboards to measure business metrics.
E: experimentation. Exponential organizations operate like lean start-ups–they are constantly adapting, tweaking, and tuning their efforts to match external factors.
A: autonomy. Many exponential organizations streamline with a decentralized authority structure, which means no reporting structure or job titles.
S: social. Using collaborative technologies, these organizations manage real-time communication to keep all employees up to date.
Futures Thinking offers ways of addressing, even helping to shape, the future; it is not about gazing into a crystal ball. It illuminates the ways that policy, strategies and actions can promote desirable futures and help prevent those we consider undesirable. It stimulates strategic dialogue, widens our understanding of the possible, strengthens leadership, and informs decision-making.
Futures Thinking is a method for informed reflection on the major changes that will occur in the next 10, 20 or more years in all areas of social life, including education. Futures Thinking uses a multidisciplinary approach to pierce the veil of received opinion and identify the dynamics that are creating the future.
While the future cannot be reliably predicted, one can foresee a range of possible futures and ask which are the most desirable for particular groups and societies. A variety of methods – qualitative, quantitative, normative, and exploratory – help illuminate the possibilities, outline policy choices, and assess the alternatives.
Netnography is an online research method originating in ethnography which is applied to understanding social interaction in contemporary digital communications contexts. It is defined as a specific set of research practices related to data collection, analysis, research ethics, and representation, rooted in participant observation. In netnography, a significant amount of the data originates in and manifests through the digital traces of naturally occurring public conversations recorded by contemporary communications networks. Netnography uses these conversations as data. It is an interpretive research method that adapts the traditional, in-person participant observation techniques of anthropology to the study of interactions and experiences manifesting through digital communications ( Kozinets 1998 ). The term netnography is a portmanteau combining “Internet” or “network” with ” ethnography “. Netnography was originally developed in 1995 by marketing professor Robert Kozinets as a tool to analyze online fan discussions about the Star Trek franchise.
An Experience Expedition is a special gannaca format for the transfer of knowledge and experience outside of your own four office walls. The “experience” in the group creates a learning effect that supports the successful management of the transformation of existing structures of the “old economy” into new forms of the Digital Modern.
Experience Expeditions are ambitious exercises in terms of content, where the change of perspective out of one’s own habits in favor of the temporary experience of the perspective of successful third parties is in the foreground.
In order to be able to make sustainable use of this change of perspective and to develop concrete and meaningful business models the Experience Expeditions are curated and moderated by qualified consultants and the dialogues are also continuously monitored.
6. Digital Diplomacy
Often, transformation projects are less likely to fail due to a lack of willingness, too tight budgets or too little speed, but because of the different mindsets and professional, cultural prejudices of those involved. With “Digital Diplomacy” we provide in the form of training, exercises and excursions for a good understanding between the so-called “old” and “new” world.
7. The Applied Vision Transformation
TAVT is a coaching method by Christopher Peterka for the systematic recording and activation of personal ideas and ideas with the aim of their valorization.