Accelerated Leadership - i2a Strategic Thinking

The INSIGHTS TO ACTION™ Strategic Thinking Tool
An introduction to BLI’s newest Smart™ Facilitation tool.

Thursday, May 13, 2010

the
faster
you go
As it relates to science and technology, the rate of change in
the next decade, is likely to be 4 to 7 times faster than in the
last decade. If it is 4x faster it would be like planning for
the
2006 in 1980, if it is 7x faster it would be like planning for
2006 in 1670.” further
-Expert on Education Panel, The Aspen Institute, 2007

ahead
you
have to
see

At the Business Learning Institute,
we think this means a few things...

“To keep pace in your

L>C
industry, let alone as a
leader, requires your
rate of LEARNING to be
greater than, or equal
to, the rate of CHANGE.”
CHANGE


Skills Based Training
...isn’t enough.
L>C
Extraordinary leaders SHIFT
must be able to rapidly
SHIFT perspectives and
CHANGE their
own mindset.


Strategic Planning
...isn’t enough.
L>C
Extraordinary leaders
must be strategically
THINKING
all of the time.


...in the andtoto move in
...and abstract and
Charisma ...able Creativity
able think
quickly between the two.
conceptually and
the concrete...
...aren’t enough.
sequentially...
L>C
Extraordinary leaders
need to be
AMBIDEXTROUS
thinkers...


Extraordinary Leaders
...can’t do it alone.
L>C
O
E W R
They must be adept at K
T
building and sustaining large S
social NETWORKS of N
people engaged in the work.


That’s nice...

...SO WHAT?


To change what people are
thinking about and, more
importantly, how they are
thinking, we have to
change the tools we are
using to do the work.

We have to create smart
processes that support
organizational change.


A system designed to support
organizational leaders in accelerating their
rate of learning and their organization’s
ability to adapt to rapid change.


• Focuses on rigor of process
and quality of thought.

• Draws on both verbal and
visual facilitation techniques.

• Teaches skills beyond the
subject matter.

• Results in tangible engaging
communication tools.

• Is Scaleable.

• Can be facilitated
internally or externally.


Sight - Ability to see emerging patterns
and shift perspective when necessary.

Five Qualities Insight - Ability to learn faster than the rate
of change in your industry.

of Create - Ability to think strategically and
critically to gain insights that create new

Extraordinary
opportunities.

Communicate - Ability to collaborate
inside and outside your organization and to

Leaders build and sustain social networks of people
engaged in the work.

Inspire - Ability to mobilize support and
engage others to join you in ACTION.


The meta map of the I2A™Strategic Thinking System provides an
architecture or framework to structure thinking and conversation as you
engage. When talking about complex issues that aren’t completely understood,
or debating solutions where there are multiple points of view, it is easy to get lost
in the conversation and prematurely locked into a solution.

Continuing into SIGHT & INSIGHT...

Historically speaking, people are good at recalling events and stories of great hardship and triumph.

These are powerful stories, however, they are episodes in our history that are often shared without
additional context of what else was going on at the same time. Only by creating a shared picture can
we get an accurate picture of where we came from and what strengths we drew upon to continue
growing. This historical perspective yields important information for the future.

Insights to our History...

+ + =
What I knew What I learned
Fresh
coming into while I was INSIGHTS!
Perspective.
the room. here.


The SCOT provides important information within the context of
today. Each quadrant will yield important information about your
company and, more importantly, how you are thinking about your
company and competitive environment.

Insights to our SCOT...

+ + =
Traditional SWOT Analyses stop at the collection of data
points. Your ﬁnish point is a collection of the organization’s
Strengths, Weaknesses, Opportunities, and Threats, but
what does that really tell us about what to do next?

As the rate of change in our external environment speeds up, so does then the requirement on
us to innovate at a faster pace. This opportunity brings 2 distinct challenges:
1. How will we ensure that what we create isn’t obsolete by the time we are ready to launch?
2. How will we ensure that the timing is right when we are ready to launch? That we aren’t so
far out ahead of the curve that our customers and clients don’t understand the value we
have to offer?

Learnings to Date focuses the group conversation on
what has been learned in four critical areas in the recent
past speciﬁc to a project, initiative, or strategic efforts.

What does what we’ve learned mean?
Of everything that we’ve learned what matters right

Moving into CREATE...

Change Visions must be collectively built and the
priorities of the change vision must originate in the hearts
and minds of those doing the work.

The reality of today is that less is more. Why is that so?
Because if we focus our attention on what really matters then what we are
looking at, and working on, is far more relevant than when we are focused on a
broad spectrum of opportunities trying to minimize our risk.

Shared agreement on the priorities of the organization
moving forward which provide guidance to workﬂow
planning, resource allocation, and budgeting processes.

An exceptional vision will remain on paper without
the means to get to the next steps.


Moving into COMMUNICATE...

The success of your plans will depend on the ability of your
planners to carry the message from the planning session
to the organization in a succinct, powerful, and hopeful way.

INSPIRE...

Extraordinary leaders cannot do it alone; they must be
INSPIRE...
adept at building and sustaining large social networks of
people engaged in the work.

Tom Hood, III, CPA, CITP
tom@macpa.org

Gretchen Pisano, MCC, MAPP
gretchenpisano@mac.com


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