Most careers start with a product – us. When we go out into the job market we try to match what we have to offer with an organisation that needs it – or something similar.
It is not surprising therefore that most organisational thinking begins with how do we sell whatever it is that we have or do – in terms of product, or service, or technology.
In some situations this is unavoidable, but most of the time this means that we are trying to persuade people that what we have is what they need.
We do this whenever we come up with an organisational change or a new strategy, product or service from a ‘what we have or do’ perspective. We design it and then tell people about it. Occasionally we can get it right, but this is rare, because what we have or do rarely suits more than a handful of people.
The risk is criticism, disappointment and/or rejection.
The “what we have or do” approach creates a system which is based on it’s own needs rather than the needs of others. It also creates a system based on scarcity, because there will only ever be a limited number of people who can be persuaded that they want what the business offers. This combination make it easy for fear and insecurity to flourish in the organisation.
Now consider the alternative: How do we create something outstanding that people will love/need?
The difference is that we are starting with an external perspective. The mindset is “what do other people love or need that matches with our own passions and talents as an organisation?”
This requires a humble and creative culture that is willing to engage both with itself and it’s audience to explore how it can use it’s passions and talents to meet their desires and or solve their problems (including ones that they may not know that they have – yet).
When our creativity is focussed on solving other peoples problems for them we create support, when our creativity is focussed on satisfying our needs we create competition.
When we solve the needs of others from our passions and talent we create motivation. When we solve our needs from persuading others we create desperation.
The way to create a passionate following of evangelists for your business is by creatively solving their challenges or satisfying their desires in outstanding ways. The only way to be outstanding is by doing something that you are passionate about and talented at.
In many ways this is a subtle shift, but the implications are far reaching.
The answer lies in creating and organisation where employees apply their passions and talents to creating things that people love and/or need.
Holos believes that change is easy and this is true when the right process is followed. We all know from our own experience that some changes have been easy and others have been hard. What Holos has done is to distil the essence of what makes change easy into a process and it is that process that we bring to our clients.
For any organisation that needs to engage it’s culture with change, whether it is because of innovation, competition or regulation, Holos can help to make that change easy.
To help make using Holos easy we offer inspiring standalone sessions on Megatrends, Leadership, Culture and Change that give organisations a chance to see us in action and helps to get a wider process started.
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