Making Monuments

A few years ago my now business partner in Holos and I were in Rio doing a job together for a client.  Unusually the schedule had been changed at the last minute and we ended up with a “spare” day to explore Rio.  We decided to go to the Christo Redentor statue high above the town on a rocky peak.

When this 38 metre high statue weighing 625 tons was built between 1922 and 1931 it must have been an incredible feat of effort and engineering to build along with its surrounding infrastructure of viewing decks, right on the tip of a steep 700 metre mountain.

It could not possibly have conformed to any known rules of economics.  The business case would have been a basket case.  Can you imagine having the conversation with a bank manager or venture capitalist?

This summer with, my family, we visited the amazing recreation of a medieval castle at Guedelon in France.  This is a 25 year project to build a “new” 11th Century castle using period tools and technology.  Again you can imagine the conversations to get funding for such a project.  And yet with nearly all of the materials coming from a site in a forest which they paid less than 1000 Euros to buy in 1995, only 60-70 employees and now 300,000 paying visitors a year it must be quite profitable.

Equally I imagine that if Banksy had had to get external funding for his Dismaland Bemusement Park , the bemusement would have been with the bankers.

In each of these cases someone with an amazing vision has created something so monumental as to be iconic.  In each case they were built out of passion and belief rather than economics and yet all of them have or will, make a huge financial impact, not just for themselves, but for surrounding communities and areas, both in terms of direct employment and as a visitor attraction benefiting the area.

That is not all, each has an ideological purpose as well Christ the Redeemer was envisioned to promote a less godless and more moral society.  Guedelon to understand medieval architecture and building techniques and Dismaland, perhaps also to remind people how trivial much of modern life actually is and to strive for something deeper and more meaningful.

The awe and inspiration we feel from these monuments stands in sharp contrast to the  dispiriting, deliberate destruction of ancient monuments like the temples and artefacts of Syria and the giant Buddhas in Bamiyan.

They is significant for precisely the same reason.  Monuments matter. They communicate the transcendent aspects of humanity, they show us at our best.    Their destruction and our current shortage of new monument building point to the same absence of transcendent thinking, it shows that we are currently bound by the mundane.

Doing transcendent stuff, like building monuments,  for its own sake is as vital a demonstration of humanity as our compassion and care for those who are suffering through misfortune, poverty or conflict.  Equally our businesses have the same choice between declining, surviving or transcending.  If we want out enterprise to do more than just survive we have to go beyond the quarterly performance dogma and invent boldly, create monumentally and think  transcendentally to a new and better future.

Holos has a vision to contribute to making holistic leadership ubiquitous in our society within 175 years.  We want to see this kind of leadership taught in schools and deployed for the good of society in business, politics and the public sector.

Holos believes that “Change is Easy” or at least it can be when it is done well. Holos has the resources and the skill to help organisations of any size to flourish in the future.

Please share your ideas, comment and discuss here – click on the blog title and scroll to the bottom to find the comment box.

You can subscribe for free at http://www.neilcrofts.com

With love

nx

Neil Crofts
authentic business
neil@neilcrofts.com

http://www.neilcrofts.com
http://www.holoschange.com

Posted in Uncategorized | Leave a comment

Tolerance and Intolerance

Over millions of years humans have evolved to have a finely tuned distrust of difference.  In the stone age settlement, difference meant danger.  Millions of years of our evolution were invested in intolerance of difference as a safety advantage.

It should not be a surprise therefore that there are still many people today who see safety in similarity. There is evidence, all over the world of intolerance of difference in religion, colour, sexual orientation, nationality and anything that might create the opportunity for an in group and an out group.

In spite of the evolutionary history, we are not born intolerant.  It is a social evolution.  We learn intolerance from our parents and our peers.  Very rarely do we learn intolerance from direct experience, because in most cases the “intolerant” don’t engage frequently with the objects of their intolerance.

While intolerance and the exclusion that it creates might have been safe strategies in the Palaeolithic, they are profoundly dangerous strategies today.  Intolerance and exclusion are at the root cause of virtually all of the conflict in the far more crowded world of today. We have too little space and too much communication to successfully isolate ourselves from difference.

Conversely tolerance and inclusion turn out to be highly successful strategies.  In the vanguard of tolerance and inclusion today are forward thinking corporations.  It is not long ago that corporate life was a bastion of homogeneity, but over the last 20 years that has changed dramatically and many of the more advanced corporations are now positive examples of heterogeneous inclusion.

This has been a deliberate strategy not an accident.  It has taken significant effort and investment to make this happen.  Corporations are not prone to investing heavily in things on a whim, or just because they are the right thing to do.  Typically corporations invest in things that deliver a return on investment and that are more effective than the alternatives.

There are three main advantages that corporations see in diversity and inclusion:

1 – Talent – There simply are not enough talented people to go around to exclude those who are different as a pre-condition.  The smorgasbord of difference you see in a typical corporate headquarters today is extraordinary, the one thing they have in common is their high level of qualification.

2 – Avoidance of group think – The more homogenous a group is the more substantial their blind spots and, very often, the more forceful their defence of narrow convictions. In corporate life that can lead to expensive errors and missed opportunity.  Diversity of opinion and particularly disagreement are vital opportunity creators and safety nets in business.

3 – Connection to market – Global markets are just that and by definition highly diverse.  Any organisation that fails to reflect it’s market will be at a disadvantage compared to those who do.

None of this is to say that corporations are perfect, there is still a long way to go, especially higher up the organisation, but they are paying attention to diversity and inclusion as well as broader cultural development.  For the most advanced businesses leadership is firmly viewed as being about creating an environment where people can be themselves, speak their mind without fear and be the best they can be.

If this applies to corporations, surely it also applies to countries?  What we know from our work with teams is that homogenous teams are quicker to perform and with less effort and investment up front, while diverse teams can take a little longer, if members are unused to diversity, and require more effort from everyone, but the resulting level of performance is significantly higher.

Imagine a country where difference was appreciated and everyone had the opportunity to perform at their best.  Would this not be a better place than a homogeneous country that put as much effort into protecting its homogeneity as into creativity?

There is an increasingly shrill rhetoric around the dangers of difference – particularly to do with immigration, dress and in some places sexual orientation.  There is a risk that this vocal minority turn the clock back on tolerance.  Those who believe in tolerance must continue to stand up for it courageously and not expect that it just happens automatically.

Last week a German TV presenter courageously stood up for tolerance I would encourage all of us to do the same.

Of course there is an irony in being intolerant of intolerance.  Where is the line between a valuable difference of opinion and being unacceptably judgemental.  Perhaps if we use the lens of giving everyone the opportunity to shine, if we regard abusers, also as victims who need the chance to learn and grow, if we are willing to engage with abusers and help them see a different point of view we will be able to create that place – just as many corporations are doing already.

Holos has a vision to contribute to making holistic leadership ubiquitous in our society within 175 years.  We want to see this kind of leadership taught in schools and deployed for the good of society in business, politics and the public sector.

Holos believes that “Change is Easy” or at least it can be when it is done well. Holos has the resources and the skill to help organisations of any size to flourish in the future.

Please share your ideas, comment and discuss here – click on the blog title and scroll to the bottom to find the comment box.

You can subscribe for free at http://www.neilcrofts.com

With love

nx

Neil Crofts
authentic business
neil@neilcrofts.com

http://www.neilcrofts.com
http://www.holoschange.com

Posted in authenticity, society | Leave a comment

Include – Inspire – Lead

Inspiration is, perhaps, the defining differentiator between leadership and participation.

Lets start with a bit more definition:

  • Boss – someone who tells people what to do.
  • Participant – someone who is part of the team (may have authority and title of leader)
  • Leader – someone who inspires others to follow (may not have authority or title)

In my work with teams I see a lot of “leaders” who are very effective at including but fail to make the shift from inclusion to inspiration.

Inclusion is, of course, important.  We need to understand the views of other stakeholders.  Even more importantly we need their thinking and contribution – especially if their thoughts are different or divergent to our own.

At some point a leader needs to identify a moment to shift from inclusion to inspiration.  Sufficient data has been gathered,  team members have been absolutely part of the process and their input has generated the narrative.  The leader has got to a point where they feel inspired and able to whole heartedly commit to and embody the change under consideration.

This is when the leader has to make the shift from inclusion to inspiration.

Inspiration has three key components:

  • The external opportunity space that the vision fits into
  • The vision for the destination that is motivating for key participants
  • The reason to believe that this is the team to achieve it

The opportunity space depends on the situation, in business it may refer to the gap in the market, in sports it might be the event or championship to win or in government it might be the problem to solve.  Whatever it is it will have been identified and confirmed during the inclusion phase, so that it is not one individuals view but a common view amongst the participants.  Whatever the opportunity space is, it needs to be articulated to the team as an opportunity that they are motivated to grasp.

The vision will also have been arrived at through the inclusion process so the leader will not be going out on a limb in articulating it, but their articulation of it must connect into the opportunity space in a motivational way.  The leader must themselves be wholeheartedly and authentically committed to the vision by this stage.

Finally the leader must convey the special reasons why they believe this team is the team to achieve the vision and maximise the opportunity and their own commitment to working with the team to make it happen.

And…

A vision is like the declaration of love.  It is not good enough to imagine that doing it once at the wedding is enough.  You need to repeat it every day with feeling.

As regular readers will be aware, I am passionate about leadership.  I believe that truly excellent leadership is generally poorly understood and poorly practiced.  And I believe in the totally transformative power of leadership. People can be influenced to do and believe things that they did not realise they wanted to do or think.  Leadership can create appalling horrors or extraordinary beauty depending on the wholeness of the leader.

Holos has a vision to contribute to making holistic leadership ubiquitous in our society within 175 years.  We want to see this kind of leadership taught in schools and deployed for the good of society in business, politics and the public sector.

Holos believes that “Change is Easy” or at least it can be when it is done well. Holos has the resources and the skill to help organisations of any size to flourish in the future.

Please share your ideas, comment and discuss here – click on the blog title and scroll to the bottom to find the comment box.

You can subscribe for free at http://www.neilcrofts.com

With love

nx

Neil Crofts
authentic business
neil@neilcrofts.com

http://www.neilcrofts.com
http://www.holoschange.com

 

 

Posted in Leadership | Leave a comment

Leadership is everything

I am working with a great team at the moment, they are very capable, very professional and very well lead by their own leader.  Recently they did an engagement survey of the people they lead and were surprised to find that the level of engagement was low.

We ran the Holos Change Engagement study, (which looks at intellectual, emotional, physical and spiritual levels of engagement) with the team and found that they themselves where not wholly engaged in their work.

We did a session where we explored times in their life where they had been fully engaged with what they were doing and they came up with a really solid list of factors that enable full engagement.

Vision – Inspiration – Feedback – Recognition – Openness

Vision is a quality that is often misunderstood and visions are frequently difficult for a team to articulate.  When you get a vision right it can be transformative.  It is important to differentiate a vision from an objective – an objective is something we know how to achieve, a vision is not.  If you know how to achieve it, it is not a vision, it is an objective.

A vision is a destination that the team are really motivated to achieve, a place everyone in the team (particularly the leaders) wants to get to and will make sacrifices, difficult choices and get out of their comfort zone to realise.

Teams that succeed have leaders who are the deepest, most sincere, whole hearted and authentic embodiment of the vision.

Inspiration is the ability to get people to achieve things that they did not think they were capable of.  As a leader it is a way of connecting the vision with the unique capabilities of the individuals, and the team, and demonstrating and transmitting belief from leader to team in such a way that members of the team challenge themselves to succeed.  They work harder, more creatively and more effectively to deliver results in pursuit of the vision.

Feedback is the skill of specifically upgrading the performance of the team or an individual.  It is how leaders guide the behaviour and culture of the team to the level it needs to be at to deliver.  Feedback is not a weapon or a way of airing frustrations.  Sometimes feedback needs to be given publicly and immediately to make the boundaries clear to all.  Sometimes feedback needs to be tough, direct and in private.  Sometimes feedback needs to be supportive, nurturing and generous.  One particularly effective mode of nurturing feedback is the “even better if…”  As in, “that was a great piece of work, I wonder if it could be even better if…”

Leaders can only know which to use when and only use it legitimately if the ground rules and values of the team are clearly set out and agreed to beforehand.  The ground rules and values provide a platform for all team members and particularly leaders to tackle difficult issues fairly.

Recognition is closely related to feedback and also distinct.  My experience is that teams are often good at formal recognition, but weak on ad hoc recognition. Having said that recognition looses it’s potency if it is overused or platitudinous.  Recognition is at its most effective when deployed to help a colleague see a quality or strength in themselves that they may not previously have understood or been aware of.  Or to set a performance benchmark for the team.  Ad hoc recognition is one of the absolute key tools for demonstrating belief in a team or team member.

Openness is a cultural dynamic that leaders create through their own behaviour.  A leader who is opaque and political will create a team full of politics, gossip and rumour.  To have a team which is open trusting and collaborative, leaders will often have to be transparent beyond their own comfort zone and will need to frequently test whether they need to be more open.  People need to understand the context in order to be at their most effective, even if the context is that “this is all that I know” or “this is all that I can tell you”.

Being open as a leader is not just about sharing context, it is also about creating a culture of openness in the team.  A culture where people will communicate mistakes and problems early, rather than covering them up, a culture where people will share knowledge and information with colleagues rather than using it as a power play.  For the leader it is both about communicating and listening generously.

As regular readers will be aware, I am passionate about leadership.  I believe that truly excellent leadership is generally poorly understood and poorly practiced.  And I believe in the totally transformative power of leadership. People can be influenced to do and believe things that they did not realise they wanted to do or think.  Leadership can create appalling horrors or extraordinary beauty depending on the wholeness of the leader.

Holos has a vision to contribute to making holistic leadership ubiquitous in our society within 175 years.  We want to see this kind of leadership taught in schools and deployed for the good of society in business, politics and the public sector.

Holos believes that “Change is Easy” or at least it can be when it is done well. Holos has the resources and the skill to help organisations of any size to flourish in the future.

Please share your ideas, comment and discuss here – click on the blog title and scroll to the bottom to find the comment box.

You can subscribe for free at http://www.neilcrofts.com

With love

nx

Neil Crofts
authentic business
neil@neilcrofts.com

http://www.neilcrofts.com
http://www.holoschange.com

Posted in Leadership | Leave a comment

Reliability

How many times do organisations make statements, commitments or promises and then fail to deliver?

How many times do we make statements, commitments or promises, on behalf of ourselves or an organisation and then fail to deliver?

For organisations, or even for us as individuals, there may be hundreds of reasons why we fail to deliver and it can often be a bit of a surprise when promises are met.

Last week, we as Holos went to Stockholm to explore this question with our collaborators at Time to Performance, we met to discuss the challenge with a number of Swedish businesses and thinkers.

The first question is who are we making these promises to?

Often with personal challenges like weight loss, diet, exercise etc the promise is mainly to ourselves, but at a personal level we may also make such statements to family and others close to us.  For organisations the commitments are to employees, shareholders, customers, regulators and other stakeholders.

The second question is what kind of statement is it really?

Some statements are just information – “the next train will be ten minutes late”  (although if it is now 15 minutes late, would be passengers may see that as a broken promise).

Others are promises – “we promise 99% of our trains will not be more than 10 minutes late.”

Some are aspirations – “Our aim is for 99% of trains to be on time.”

It is important that the communication of these statements is not ambiguous, it is very easy to be caught out by an aspiration being taken as a promise.  We are all frequently guilty of wording that construes an aspiration as a promise.

Thirdly we need deep self knowledge or organisational awareness to be able to know which aspirations or promises are realistic and which are not.

The reason we fail on our promises and aspiration is a mixture of over ambition, under commitment and very occasionally force majure.

If organisations are to gain a reputation for reliability those who might make statements to stakeholders first have to know the organisation well, they also have to be very aware of the kind of statement they are making, they have to be deeply personally committed to making it happen and they have to be willing to configure the organisation around making it happen.

If we take our railway example above, what would it take to deliver on any sort of reliability promise?

  • If we didn’t have control of key variables, such as the track, we would need to have highly trusting relationships with those partners to minimise those risks.
  • We would need to be confident in the quality of our own equipment, such as computer systems and rolling stock.
  • We would need to have good relationships with our own employees and build a real culture of trust and punctuality to be able to rely on them to deliver.
  • We would need the commitment to the promise to be deeply shared by all executives and leaders and for them to continually reinforce it.
  • We would need to organise things, like rewards, recognition and culture so that meeting the promise matters to all of those with a role in delivering it – emotionally, physically, rationally and spiritually.
  • We would need to not have too many such promises so that people could stay focussed.

Between us at Time to Performance and Holos we are developing a toolset called Corporate Reliability that helps organisations to understand the statements they have already made.  We then work with the leadership to help configure the organisation around delivering the promises and being in a position to deliver on the aspirations.

We are enthusiastically collecting promises made by businesses and studying wether and how they are delivered or not.  If you have some examples (especially with photos) please send them to me.

Holos believes that “Change is Easy” or at least it can be when it is done well. Holos has the resources and the skill to help organisations of any size to flourish in the future.

Please share your ideas, comment and discuss here – click on the blog title and scroll to the bottom to find the comment box.

You can subscribe for free at http://www.neilcrofts.com

With love

nx

Neil Crofts
authentic business
neil@neilcrofts.com

http://www.neilcrofts.com
http://www.holoschange.com

 

Posted in Business, Leadership | Leave a comment

Design thinking, leadership and transformation

Have you been onto any UK Government websites recently?  Registering to vote or taxing a car or something like that?

I registered to vote in April.  I went to a website, clicked a few links, typed a couple of things and that was it – I was astonished that it could be so simple.  I thought it must be some kind of aberration that a government service could be so simple.  But, I didn’t think too much more about it.

Then last week I had the great good fortune to hear Ben Terret, Design Director of GDS (Government Digital Service), give a talk.

GDS, part of the Cabinet Office, is transforming the way government is done through a combination of design and boldness.  It is utterly remarkable and incredibly instructive about what success will look like in the fully digital world we are creating.  That a government department is leading the way eradicates any possible excuse of bureaucracy.

Before I explain more about GDS, just a word on how things got complicated in the first place.

In a pre digital world information is hard to come by and hard to copy reliably.  It is therefore easy to wield information as a weapon.  In our pre-digital society 1.0, since the beginning of civilisation people have created multiple ways of using information to confer power on themselves.   Examples might include the way that Lawyers and other professionals create their own language or a business division controls processes to create a need for which they can control the fulfilment.

A consequence of this is what we often call organisational “Silos”, separate vertical power bases within a single system.  Power bases that do not reach out collaboratively across the organisation but seek to hold information and control vertically within their own system.  Inevitably this leads to a confusing maze of competing systems which fulfil similar roles, but offer different experiences.

Digital, by which I mean software based systems as opposed to physically based systems, changes the paradigm on information.  Information is no longer scarce or hard to copy reliably.  Information is abundant and easily duplicated.  However this does not, on it’s own change the behaviour of those holding power through information scarcity on it’s own.  This is where GDS come in.

For a change to occur in a human system there needs to be an agent of change (this is why my title at Holos is Agent).  An agent could be an individual, a team, an external organisation or a thing, what that agent of change does is to demonstrate a different way of doing things that is so compelling and inspiring that change becomes inevitable.

You can read more about GDS, their Seven Design Principles and their way of thinking on their website.  The bit that I want to pull out, is the bit that I think is the most transformational, and that is their strategy.

The strategy is to deliver.

That’s it.

Using Agile methodology GDS focus on user needs to develop a minimum viable product, deliver and iterate.

They don’t discuss to much with senior people or spend ages in meetings trying to persuade people.  They deliver a prototype.  They get real user feedback and iterate.

They deliver so fast and so frequently and iterate so quickly that critics don’t have time to get in the way.

To do this they have built a great team who trust each other and are fully engaged with the cause.

The GDS playbook for transforming government is:

1 – build a trusting and engaged team
2 – Deliver Alpha, Beta and launch, keep iterating based on real user feedback.
3 – Keep it simple and communicate

If it can work for government, it can work for any organisation.

Holos believes that “Change is Easy” or at least it can be when it is done well. Holos has the resources and the skill to help organisations of any size to flourish in the future.

Please share your ideas, comment and discuss here – click on the blog title and scroll to the bottom to find the comment box.

You can subscribe for free at http://www.neilcrofts.com

With love

nx

Neil Crofts
authentic business
neil@neilcrofts.com

http://www.neilcrofts.com
http://www.holoschange.com

Posted in innovation, Leadership | Leave a comment

Megatrends

Three megatrends of Digitisation, Decarbonisation and Aging will change our lives more over the next ten years than in the previous fifty.

We have already seen digitisation transform many aspects of our lives, but three of the most significant areas have thus far resisted change. They are banking, health and home. By 2025 all of these will have been through a digital makeover every bit as transformational as that we have seen in music, retail and advertising.

By 2025 cash and bank branches will be endangered species. The smart banks will have redefined themselves as guardians of not just our physical assets, but also of our identity and our data, possibly even helping us to earn income by negotiating with companies who currently use our data for free (like Facebook).

New technology (like Blockchain the tech behind Bitcoin) will see the cost of transactions and banking plummeting towards zero. New competitors will dive into less regulated banking services like lending. The user interface for finance and many other services will be our own virtual assistant like Apple’s Siri or Amazon Echo. We won’t choose an institution and ask them for a loan – we will simply ask our assistant to find a car for us and the assistant will suggest that a loan might be a good way to to finance it.

Banks will shrink dramatically in workforce with all of their manual processes being automated. Lots of historically safe middle class jobs will disappear. Artificial Intelligence (AI) will do much of the analysis for credit applications and investments, tracking many, many more variables, social media for example, to make better and faster decisions.

In healthcare the advance of wearables, implants and other health trackers will move medicine from remedial, problem solving towards predictive and preventative. At the same time augmentations like light weight, powered exo-skeletons, 3D printing and nano technology will come of age to help in recovery from serious injury.

Video calls, real time voice translation and wearables will move many doctor visits from a physical location to a call, meaning that the doctor could be anywhere and not even use the same language as the patient. AI will emerge in health care as well, tracking data from wearables and implants and assessing it against massive meta data in the cloud. AI will advise doctors and patients helping with diagnosis and treatment. Conformance with medicine, exercise or dietary regimes will also be measured by devices, giving patients and doctors real rather than anecdotal evidence.

Homes will become smarter too with many moving off grid with their own generation and storage solutions. Energy use and efficiently will be routinely monitored for improvement. Security, entertainment, lighting and temperature will be far more automated or remotely controlled.

Even shopping, gardening and cleaning will become more automated with automated deliveries, drones and robots becoming more and more common.

Another endangered species by 2025 will be the petrol station. Classic car owners may even have to have petrol delivered to their home as the business model for widely available petrol stations will be disappearing.

Disappearing petrol stations will only be one sign of the rapid decarbonisation of society. Falling costs of solar PV and batteries and new technologies like graphene capacitors will see issues of “intermittency”, “range anxiety” and price overcome.

Within ten years fully electric vehicles will be the norm they will be cheaper to buy and run than combustion engines and regulation and taxation will favour them. Solar PV will be so cheap and so adaptable that all sorts of flat surfaces will be covered in them – like the solar cycle path that was installed in the Netherlands earlier this year. Transparent solar PV will cover windows and cheap solar PV matting will cover roofs.

Domestic and utility scale batteries will put homes and communities off grid and energy independence will come down to a single home scale. This energy independence will transform the geopolitical map. Smart middle East countries are already diversifying their economies away from oil, but others will be left stranded without a sufficient income. The global influence of fossil fuel nations will diminish.

Oil and gas companies will see the asset base on which their companies are valued trapped under ground. Unless they are able to harness their engineering skills to drill for geothermal energy and build for off shore wind and tidal generation they will close down (after a grand round of consolidation).

Also by 2025 over 20 countries (mostly in Europe) will have over 20% of their population over 65, by 2030 it will be 34 countries. The only large country to have a youthful population is India. India, with its well educated, democratic and young population, will be the powerhouse economy of the middle of the mid century. The only thing that will inhibit this will be India’s terrible infrastructure – however solar PV and battery technology means that India can leapfrog directly to a decentralised energy system.

Japan with it’s low birth and immigration rates is already suffering the consequences of an ageing and shrinking population. Over a quarter of the population is over 65 already. The zero growth economy they have been in over the last 20 years has been largely because of this. Some small towns are already depopulating drastically.

Smaller working populations and larger retired populations will neatly match the rise in automation and the mass disappearance of jobs. Future careers will be built on technology development and value adding services.

In Europe immigration from Africa and the Middle East will help to delay the worst effects of an ageing population, but most of us already accept that we will be working far longer than our parents did and our children will work longer still.

The implications of all of this is that both businesses and individuals will need to spend far more time planning for the future. Many sectors have been successful over centuries by basing the future on the past. They have been able to focus on getting really good at what they do, rather than getting good enough and moving on.

Effectively every sector will become the tech sector, whether it is banking, retail, pharmacy or energy everything will shift to “Moore’s Law” and thus will be driven by ever lowering costs and ever increasing efficency.

There will be massive social and political implications of all of this change as well. Governments too will need to become far more agile in thinking about social care, resource deployment and law making.

Holos believes that “Change is Easy” or at least it can be when it is done well. Holos has the resources and the skill to help organisations of any size to flourish in the future.

Please share your ideas, comment and discuss here – click on the blog title and scroll to the bottom to find the comment box.

You can subscribe for free at http://www.neilcrofts.com

With love

nx

Neil Crofts
authentic business
neil@neilcrofts.com

http://www.neilcrofts.com
http://www.holoschange.com

Posted in Business, innovation, society | Leave a comment